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| Criterion |  Operations Gemba Walk |  Innovation TRIZ |  Innovation Lotus Blossom |  Innovation SCAMPER |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-120 min | 1-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 3-10 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Lotus Diagram, Idea Themes, Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityReframingInnovation |