View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Standard Work Analysis |  Innovation Contradiction Analysis |  Operations Gemba Walk |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 60-120 min | 30-120 min | 15-30 min |
Participantsdifferent | 2-6 | 2-8 | 2-6 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | LeanProcessQuality | ContradictionsInnovationProblem solving | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |