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| Criterion |  Operations Gemba Walk |  Innovation Brainstorming |  Innovation Contradiction Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 30-60 min | 60-120 min | 45-90 min |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Idea pool, Theme clusters, Shortlist | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityWorkshopDivergence | ContradictionsInnovationProblem solving | LeanProblem solvingCoachingOperations |