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| Criterion |  Operations PDCA Cycle |  Innovation TRIZ |  Operations Gemba Walk |  Innovation Contradiction Analysis |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 1 h bis mehrere Wochen | 1-4 h | 30-120 min | 60-120 min |
Participantsdifferent | 1-8 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | Continuous improvementLeanExperiments | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations | ContradictionsInnovationProblem solving |