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| Criterion |  Operations Time Blocking |  Operations Gemba Walk |  Innovation TRIZ |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | 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 | Low | Low | High | Low |
Timedifferent | 15-30 min Planung, laufend | 30-120 min | 1-4 h | 15-30 min |
Participantsdifferent | 1 | 2-6 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tagsno overlap | PlanningTime managementFocus | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |