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| Criterion |  Operations Kaizen Event |  Operations Process Mapping |  Innovation Brainwriting |  Innovation Design Charrette |
|---|---|---|---|---|
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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | 1-3 h | 15-30 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 4-10 | 3-10 | 3-12 | 10-50 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Idea sheets, Expanded concepts, Prioritized list | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | LeanContinuous improvementOperations | ProcessOperationsImprovement | BrainstormingCollaborationInclusionIdeas | BrainstormingWorkshopCollaborationIdeation |