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| Criterion |  Operations Gemba Walk |  Innovation Brainwriting |  Operations PDCA Cycle |  Innovation Design Charrette |
|---|---|---|---|---|
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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 15-30 min | 1 h bis mehrere Wochen | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-6 | 3-12 | 1-8 | 10-50 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Idea sheets, Expanded concepts, Prioritized list | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingCollaborationInclusionIdeas | Continuous improvementLeanExperiments | BrainstormingWorkshopCollaborationIdeation |