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| Criterion |  Operations PDCA Cycle |  Innovation Brainstorming |  Operations Kaizen Event |  Innovation Design Charrette |
|---|---|---|---|---|
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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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. | 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 | Low | Low | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 30-60 min | 0.5-5 Tage | Halber Tag bis mehrere Tage |
Participantsdifferent | 1-8 | 4-12 | 4-10 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Idea pool, Theme clusters, Shortlist | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | Continuous improvementLeanExperiments | BrainstormingIdeationCreativityWorkshopDivergence | LeanContinuous improvementOperations | BrainstormingWorkshopCollaborationIdeation |