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| Criterion |  Innovation TRIZ |  Operations 5 Whys |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 1-4 h | 15-30 min | 30-120 min | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |