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| Criterion |  Innovation TRIZ |  Operations Gemba Walk |  Operations After-Action Review |  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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | 30-120 min | 20-45 min | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 3-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations | LearningOperationsImprovement | LeanProblem solvingCoachingOperations |