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| Criterion |  Operations Visual Management |  Innovation Crazy 8s |  Operations A3 Problem Solving |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Ongoing | 8-15 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-20 | 1-10 | 2-5 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Sketch Set, Idea Shortlist, Direction Options | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | SignalsOperationsVisual management | BrainstormingSketchingSpeedDivergenceDesign sprint | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence |