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| Criterion |  Operations Gemba Walk |  Innovation Crazy 8s |  Innovation Reverse Brainstorming |  Innovation Rapid Ideation |
|---|---|---|---|---|
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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 8-15 min | 30-60 min | 5-20 min |
Participantsdifferent | 2-6 | 1-10 | 3-12 | 1-20 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Sketch Set, Idea Shortlist, Direction Options | Reverse Ideas, Risk Themes, Solution Ideas | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityRisk | BrainstormingIdeationDivergenceSpeed |