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| Criterion |  Product Discovery Outcome-Driven Innovation |  Operations Gemba Walk |  Innovation TRIZ |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | Mehrere Wochen | 30-120 min | 1-4 h | 15-30 min |
Participantsdifferent | 2-6 researchers plus sample | 2-6 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tagsno overlap | OutcomesInnovationResearchQuantitative | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |