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| Criterion |  Operations Gemba Walk |  Innovation Morphological Analysis |  Operations Failure Mode and Effects Analysis |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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 a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-120 min | 1-3 h | 2-6 h | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Morphological Box, Concept Combinations, Idea Shortlist | FMEA Table, Risk Priority, Mitigation Actions | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | LeanObservationProcessOperations | IdeationInnovationCreativity | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityRisk |