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| Criterion |  Operations Gemba Walk |  Operations A3 Problem Solving |  Innovation Rolestorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 | 2-5 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityDivergenceWorkshop |