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| Criterion |  Operations Gemba Walk |  Innovation Double Diamond |  Product Discovery Outcome-Driven Innovation |  Operations Process Mapping |
|---|---|---|---|---|
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 problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-120 min | Wochen bis Monate | Mehrere Wochen | 1-3 h |
Participantsdifferent | 2-6 | 3-12 | 2-6 researchers plus sample | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LeanObservationProcessOperations | ProcessDivergenceInnovation | OutcomesInnovationResearchQuantitative | ProcessOperationsImprovement |