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| Criterion |  Operations PDCA Cycle |  Innovation SCAMPER |  Operations Kaizen Event |  Innovation Brainstorming |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | 30-60 min | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 1-8 | 2-10 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | SCAMPER Idea List, Concept Shortlist, Variation Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Continuous improvementLeanExperiments | BrainstormingIdeationCreativityReframingInnovation | LeanContinuous improvementOperations | BrainstormingIdeationCreativityWorkshopDivergence |