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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Innovation TRIZ |  Innovation Double Diamond |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 0.5-5 Tage | 30-120 min | 1-4 h | Wochen bis Monate |
Participantsdifferent | 4-10 | 2-6 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Solution Options, Prototypes, Deliverables per Phase |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity | ProcessDivergenceInnovation |