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| Criterion |  Operations Kaizen Event |  Innovation Contradiction Analysis |  Innovation SCAMPER |
|---|---|---|---|
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 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 | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 60-120 min | 30-60 min |
Participantsdifferent | 4-10 | 2-8 | 2-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | LeanContinuous improvementOperations | ContradictionsInnovationProblem solving | BrainstormingIdeationCreativityReframingInnovation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
