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| Criterion |  Operations Gemba Walk |  Innovation TRIZ |  Innovation Design Thinking |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30-120 min | 1-4 h | 1 Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 2-6 | 2-8 | 4-10 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Prototype, Test Learnings | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity | InnovationPrototypeResearch | LeanProblem solvingCoachingOperations |