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| Criterion |  Operations Gemba Walk |  Innovation Rapid Ideation |  Operations A3 Problem Solving |  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. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | Medium | Low |
Timedifferent | 30-120 min | 5-20 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 1-20 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Ideenpool, Roh-Shortlist, Cluster | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationDivergenceSpeed | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence |