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| Criterion |  Operations Gemba Walk |  Innovation Design Thinking |  Operations Kaizen Event |  Innovation Design Sprint |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-120 min | 1 Tag bis mehrere Wochen | 0.5-5 Tage | 4-5 Tage |
Participantsdifferent | 2-6 | 4-10 | 4-10 | 5-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Problem Statement, Prototype, Test Learnings | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | LeanObservationProcessOperations | InnovationPrototypeResearch | LeanContinuous improvementOperations | Design sprintPrototypeValidationInnovation |