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| Criterion |  Innovation Double Diamond |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate | 1-3 h | 30-120 min | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessDivergenceInnovation | LeanFlowWasteDelivery | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |