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| Criterion |  Operations Kaizen Event |  Innovation Contradiction Analysis |  Innovation Double Diamond |  Innovation TRIZ |
|---|---|---|---|---|
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. | 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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 0.5-5 Tage | 60-120 min | Wochen bis Monate | 1-4 h |
Participantsdifferent | 4-10 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | LeanContinuous improvementOperations | ContradictionsInnovationProblem solving | ProcessDivergenceInnovation | InnovationProblem solvingContradictionsCreativity |