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| Criterion |  Operations Kaizen Event |  Innovation TRIZ |  Operations Gemba Walk |
|---|---|---|---|
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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 0.5-5 Tage | 1-4 h | 30-120 min |
Participantsdifferent | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations |
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