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| Criterion |  Operations Kaizen Event |  Innovation Rolestorming |  Innovation SCAMPER |
|---|---|---|---|
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 a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 30-60 min | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 2-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | LeanContinuous improvementOperations | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityReframingInnovation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
