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| Criterion |  Operations Kaizen Event |  Innovation Design Charrette |  Operations A3 Problem Solving |  Innovation Brainstorming |
|---|---|---|---|---|
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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | Halber Tag bis mehrere Tage | 45-90 min | 30-60 min |
Participantsdifferent | 4-10 | 10-50 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanContinuous improvementOperations | BrainstormingWorkshopCollaborationIdeation | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence |