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| Criterion |  Operations Standard Work Analysis |  Operations 5 Whys |  Innovation TRIZ |  Innovation Contradiction Analysis |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 15-30 min | 1-4 h | 60-120 min |
Participantsdifferent | 2-6 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Root cause notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | LeanProcessQuality | Root causeIncidentLeanProblem solving | InnovationProblem solvingContradictionsCreativity | ContradictionsInnovationProblem solving |