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| Criterion |  Operations Kaizen Event |  Operations Process Mapping |  Innovation Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 30-60 min | 45-90 min |
Participantsdifferent | 4-10 | 3-10 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Idea pool, Theme clusters, Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | LeanContinuous improvementOperations | ProcessOperationsImprovement | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityDivergenceWorkshop |