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| Criterion |  Operations Visual Management |  Innovation Crazy 8s |  Operations Gemba Walk |  Innovation Double Diamond |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | Ongoing | 8-15 min | 30-120 min | Wochen bis Monate |
Participantsdifferent | 1-20 | 1-10 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Sketch Set, Idea Shortlist, Direction Options | Observation Notes, Improvement Ideas | Problem Statement, Solution Options, Prototypes, Deliverables per Phase |
Tagsno overlap | SignalsOperationsVisual management | BrainstormingSketchingSpeedDivergenceDesign sprint | LeanObservationProcessOperations | ProcessDivergenceInnovation |