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| Criterion |  Operations Standard Work Analysis |  Business Strategy Three Horizons |  Innovation Double Diamond |  Operations Gemba Walk |
|---|---|---|---|---|
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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | Halbtags-Workshop, dann iterativ | Wochen bis Monate | 30-120 min |
Participantsdifferent | 2-6 | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | StrategyInnovationPortfolioForesight | ProcessDivergenceInnovation | LeanObservationProcessOperations |