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| Criterion |  Innovation Double Diamond |  Operations Theory of Constraints |  Operations 5 Whys |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | Wochen bis Monate | 2-4 h Analyse, laufend | 15-30 min | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Constraint Map, Improvement Plan, Flow Metrics | Root cause notes, Countermeasures | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | ProcessDivergenceInnovation | OperationsConstraintsFlowImprovement | Root causeIncidentLeanProblem solving | ProcessOperationsImprovement |