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| Criterion |  Operations Process Mapping |  Innovation Brainstorming |  Operations Gemba Walk |  Innovation Design Charrette |
|---|---|---|---|---|
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. | 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. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 30-60 min | 30-120 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-10 | 4-12 | 2-6 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Idea pool, Theme clusters, Shortlist | Observation Notes, Improvement Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeationCreativityWorkshopDivergence | LeanObservationProcessOperations | BrainstormingWorkshopCollaborationIdeation |