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| Criterion |  Operations Gemba Walk |  Innovation SCAMPER |  Operations A3 Problem Solving |  Innovation Reverse 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 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. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 2-10 | 2-5 | 3-12 |
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 | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityReframingInnovation | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityRisk |