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| Criterion |  Operations Kaizen Event |  Innovation Design Charrette |  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. | 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 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 | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 4-10 | 10-50 | 2-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | LeanContinuous improvementOperations | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityReframingInnovation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
