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| Criterion |  Operations Kaizen Event |  Operations A3 Problem Solving |  Innovation TRIZ |  Innovation Contradiction Analysis |
|---|---|---|---|---|
Purposedifferent | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | 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 system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 0.5-5 Tage | 45-90 min | 1-4 h | 60-120 min |
Participantsdifferent | 4-10 | 2-5 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | ContradictionsInnovationProblem solving |