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| Criterion |  Operations PDCA Cycle |  Innovation Contradiction Analysis |  Operations Kaizen Event |  Innovation TRIZ |
|---|---|---|---|---|
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 system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 1 h bis mehrere Wochen | 60-120 min | 0.5-5 Tage | 1-4 h |
Participantsdifferent | 1-8 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | Continuous improvementLeanExperiments | ContradictionsInnovationProblem solving | LeanContinuous improvementOperations | InnovationProblem solvingContradictionsCreativity |