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| Criterion |  Operations Process Mapping |  Operations A3 Problem Solving |  Innovation SCAMPER |  Operations Gemba Walk |
|---|---|---|---|---|
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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 30-60 min | 30-120 min |
Participantsdifferent | 3-10 | 2-5 | 2-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | SCAMPER Idea List, Concept Shortlist, Variation Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityReframingInnovation | LeanObservationProcessOperations |