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| Criterion |  Operations PDCA Cycle |  Innovation SCAMPER |  Operations Kaizen Event |  Innovation Reverse 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
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 | 3-12 |
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 | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | Continuous improvementLeanExperiments | BrainstormingIdeationCreativityReframingInnovation | LeanContinuous improvementOperations | BrainstormingIdeationCreativityRisk |