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| Criterion |  Operations Visual Management |  Innovation Crazy 8s |  Operations Gemba Walk |
|---|---|---|---|
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. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | Ongoing | 8-15 min | 30-120 min |
Participantsdifferent | 1-20 | 1-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Sketch Set, Idea Shortlist, Direction Options | Observation Notes, Improvement Ideas |
Tagsno overlap | SignalsOperationsVisual management | BrainstormingSketchingSpeedDivergenceDesign sprint | LeanObservationProcessOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
