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| Criterion |  Operations Gemba Walk |  Innovation Reverse Brainstorming |  Innovation Crazy 8s |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 30-60 min | 8-15 min | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 1-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Reverse Ideas, Risk Themes, Solution Ideas | Sketch Set, Idea Shortlist, Direction Options | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityRisk | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityDivergenceWorkshop |