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| Criterion |  Operations Time Blocking |  Innovation Contradiction Analysis |  Operations Gemba Walk |  Innovation TRIZ |
|---|---|---|---|---|
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. | 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 | Low | Medium | Low | High |
Timedifferent | 15-30 min Planung, laufend | 60-120 min | 30-120 min | 1-4 h |
Participantsdifferent | 1 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | PlanningTime managementFocus | ContradictionsInnovationProblem solving | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity |