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| Criterion |  Operations Gemba Walk |  Innovation SCAMPER |  Operations A3 Problem Solving |  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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-6 | 2-10 | 2-5 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | SCAMPER Idea List, Concept Shortlist, Variation Notes | A3 Report, Action Plan, Root Cause Analysis | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityReframingInnovation | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityDivergenceWorkshop |