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| Criterion |  Operations PDCA Cycle |  Innovation TRIZ |  Innovation Contradiction Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | 1-4 h | 60-120 min | 15-30 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Contradiction Statement, Inventive Principles, Solution Concepts | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementLeanExperiments | InnovationProblem solvingContradictionsCreativity | ContradictionsInnovationProblem solving | Root causeIncidentLeanProblem solving |