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| Criterion |  Operations PDCA Cycle |  Innovation Worst Possible Idea |  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 a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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 | 20-45 min | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 1-8 | 3-12 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Bad Idea List, Reframed Concepts, Idea Shortlist | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Continuous improvementLeanExperiments | IdeationCreativityDivergence | LeanContinuous improvementOperations | BrainstormingIdeationCreativityWorkshopDivergence |