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| Criterion |  Operations Gemba Walk |  Innovation Worst Possible Idea |  Operations 5 Whys |  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 a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 20-45 min | 15-30 min | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 2-6 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Bad Idea List, Reframed Concepts, Idea Shortlist | Root cause notes, Countermeasures | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | IdeationCreativityDivergence | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityDivergenceWorkshop |