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| Criterion |  Operations Process Mapping |  Operations A3 Problem Solving |  Innovation Rapid Ideation |  Innovation Crazy 8s |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 5-20 min | 8-15 min |
Participantsdifferent | 3-10 | 2-5 | 1-20 | 1-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Ideenpool, Roh-Shortlist, Cluster | Sketch Set, Idea Shortlist, Direction Options |
Tagsno overlap | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | BrainstormingIdeationDivergenceSpeed | BrainstormingSketchingSpeedDivergenceDesign sprint |