View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations PDCA Cycle |  Innovation TRIZ |  Operations Kaizen Event |  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. | 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 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 | 0.5-5 Tage | 15-30 min |
Participantsdifferent | 1-8 | 2-8 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Contradiction Statement, Inventive Principles, Solution Concepts | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementLeanExperiments | InnovationProblem solvingContradictionsCreativity | LeanContinuous improvementOperations | Root causeIncidentLeanProblem solving |