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| Criterion |  Operations Gemba Walk |  Innovation SCAMPER |  Innovation TRIZ |
|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. |
Complexitydifferent | Low | Low | High |
Timedifferent | 30-120 min | 30-60 min | 1-4 h |
Participantsdifferent | 2-6 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | SCAMPER Idea List, Concept Shortlist, Variation Notes | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityReframingInnovation | InnovationProblem solvingContradictionsCreativity |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
