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| Criterion |  Operations PDCA Cycle |  Operations 5 Whys |  Innovation SCAMPER |
|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | 15-30 min | 30-60 min |
Participantsdifferent | 1-8 | 2-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Root cause notes, Countermeasures | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | Continuous improvementLeanExperiments | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityReframingInnovation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
