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| Criterion |  Operations Gemba Walk |  Innovation Reverse Brainstorming |  Innovation Design Charrette |  Innovation Round Robin 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 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | With unevenly distributed speaking time, the method brings every person into the contribution one after another. It prevents early voices from setting the direction while still producing a shared idea space. This makes participation plannable and the team's diversity visible. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 30-60 min | Halber Tag bis mehrere Tage | 20-45 min |
Participantsdifferent | 2-6 | 3-12 | 10-50 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Reverse Ideas, Risk Themes, Solution Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Idea List, Cluster, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityRisk | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationFacilitationInclusionCreativity |