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| Criterion |  Operations Gemba Walk |  Innovation Brainstorming |  Operations Kaizen Event |
|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 30-120 min | 30-60 min | 0.5-5 Tage |
Participantsdifferent | 2-6 | 4-12 | 4-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Idea pool, Theme clusters, Shortlist | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityWorkshopDivergence | LeanContinuous improvementOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
