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| Criterion |  Innovation How Might We |  Operations PDCA Cycle |  Operations DMAIC |  Operations Standard Work Analysis |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30–45 min | 1 h bis mehrere Wochen | 2-12 Wochen | 1-3 h |
Participantsdifferent | 1-10 | 1-8 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | FramingOpportunityIdeationQuestions | Continuous improvementLeanExperiments | Continuous improvementQualityProcess improvement | LeanProcessQuality |