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| Criterion |  Operations Gemba Walk |  Innovation Brainstorming |  Innovation TRIZ |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Medium |
Timedifferent | 30-120 min | 30-60 min | 1-4 h | 45-90 min |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Idea pool, Theme clusters, Shortlist | Contradiction Statement, Inventive Principles, Solution Concepts | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityWorkshopDivergence | InnovationProblem solvingContradictionsCreativity | LeanProblem solvingCoachingOperations |