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| Criterion |  Operations Gemba Walk |  Operations 5 Whys |  Innovation Rapid Ideation |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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 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. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 15-30 min | 5-20 min | 30-60 min |
Participantsdifferent | 2-6 | 2-6 | 1-20 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures | Ideenpool, Roh-Shortlist, Cluster | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativityWorkshopDivergence |