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| Criterion |  Operations Kaizen Event |  Innovation Design Thinking |  Innovation Double Diamond |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 0.5-5 Tage | 1 Tag bis mehrere Wochen | Wochen bis Monate | 45-90 min |
Participantsdifferent | 4-10 | 4-10 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Prototype, Test Learnings | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | InnovationPrototypeResearch | ProcessDivergenceInnovation | LeanProblem solvingCoachingOperations |