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| Criterion |  Operations Gemba Walk |  Operations A3 Problem Solving |  Innovation Round Robin Brainstorming |  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 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. | With unevenly distributed speaking time, the method brings every person into the contribution one after another. It prevents early voices from setting the direction while still producing a shared idea space. This makes participation plannable and the team's diversity visible. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 45-90 min | 20-45 min | 30-60 min |
Participantsdifferent | 2-6 | 2-5 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Idea List, Cluster, Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | BrainstormingIdeationFacilitationInclusionCreativity | BrainstormingIdeationCreativityWorkshopDivergence |