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| Criterion |  Operations Kaizen Event |  Operations Getting Things Done |  Innovation Design Thinking |  Innovation Design Sprint |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 0.5-5 Tage | 1-2 h Setup, laufend | 1 Tag bis mehrere Wochen | 4-5 Tage |
Participantsdifferent | 4-10 | 1 | 4-10 | 5-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Action Lists, Project List, Review Routine | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | LeanContinuous improvementOperations | ProductivityPlanningTasksExecution | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation |