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| Criterion |  Operations Time Blocking |  Operations A3 Problem Solving |  Innovation TRIZ |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 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 | Low | Medium | High | Low |
Timedifferent | 15-30 min Planung, laufend | 45-90 min | 1-4 h | 30-120 min |
Participantsdifferent | 1 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas |
Tagsno overlap | PlanningTime managementFocus | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations |