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| Criterion |  Operations Process Mapping |  Innovation Lotus Blossom |  Operations Gemba Walk |  Innovation Rapid Ideation |
|---|---|---|---|---|
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 central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 30-120 min | 5-20 min |
Participantsdifferent | 3-10 | 3-10 | 2-6 | 1-20 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Lotus Diagram, Idea Themes, Shortlist | Observation Notes, Improvement Ideas | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeationCreativityDivergenceWorkshop | LeanObservationProcessOperations | BrainstormingIdeationDivergenceSpeed |