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| Criterion |  Operations Visual Management |  UX Design Design Studio |  Operations Gemba Walk |  Innovation Design Charrette |
|---|---|---|---|---|
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. | When several designs need to be quickly put in relation to each other, it makes ideas visible and comparable. It encourages early variants instead of long upfront debates. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 1-3 h | 30-120 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 1-20 | 3-8 | 2-6 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Sketches, Concept Directions, Design Decisions | Observation Notes, Improvement Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | SignalsOperationsVisual management | SketchingCollaborationIdeation | LeanObservationProcessOperations | BrainstormingWorkshopCollaborationIdeation |