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| Criterion |  Operations Standard Work Analysis |  Innovation Contradiction Analysis |  Operations Gemba Walk |  Innovation TRIZ |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 60-120 min | 30-120 min | 1-4 h |
Participantsdifferent | 2-6 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | LeanProcessQuality | ContradictionsInnovationProblem solving | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity |