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| Criterion |  Operations Kaizen Event |  Product Discovery Outcome-Driven Innovation |  Innovation Contradiction Analysis |  Innovation Design Thinking |
|---|---|---|---|---|
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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 0.5-5 Tage | Mehrere Wochen | 60-120 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-6 researchers plus sample | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | LeanContinuous improvementOperations | OutcomesInnovationResearchQuantitative | ContradictionsInnovationProblem solving | InnovationPrototypeResearch |