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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Innovation TRIZ |  Operations 5 Whys |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 0.5-5 Tage | 30-120 min | 1-4 h | 15-30 min |
Participantsdifferent | 4-10 | 2-6 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |