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| Criterion |  Operations Gemba Walk |  Innovation Morphological Analysis |  Operations Kaizen Event |  Innovation 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 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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 1-3 h | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Morphological Box, Concept Combinations, Idea Shortlist | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | IdeationInnovationCreativity | LeanContinuous improvementOperations | BrainstormingIdeationCreativityWorkshopDivergence |