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| Criterion |  Operations Process Mapping |  Innovation Design Thinking |  Innovation Contradiction Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 60-120 min | 45-90 min |
Participantsdifferent | 3-10 | 4-10 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessOperationsImprovement | InnovationPrototypeResearch | ContradictionsInnovationProblem solving | LeanProblem solvingCoachingOperations |