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| Criterion |  Innovation TRIZ |  Operations Kaizen Event |  Innovation Double Diamond |  Operations 5 Whys |
|---|---|---|---|---|
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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 0.5-5 Tage | Wochen bis Monate | 15-30 min |
Participantsdifferent | 2-8 | 4-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Root cause notes, Countermeasures |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | LeanContinuous improvementOperations | ProcessDivergenceInnovation | Root causeIncidentLeanProblem solving |