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| Criterion |  Operations Gemba Walk |  Product Discovery Outcome-Driven Innovation |  Innovation Contradiction Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-120 min | Mehrere Wochen | 60-120 min | 15-30 min |
Participantsdifferent | 2-6 | 2-6 researchers plus sample | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | OutcomesInnovationResearchQuantitative | ContradictionsInnovationProblem solving | Root causeIncidentLeanProblem solving |