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| Criterion |  Operations Visual Management |  Operations Failure Mode and Effects Analysis |  Innovation Design Charrette |  Innovation Reverse 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | Ongoing | 2-6 h | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 1-20 | 3-10 | 10-50 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | FMEA Table, Risk Priority, Mitigation Actions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | SignalsOperationsVisual management | RiskQualityOperationsRoot cause | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityRisk |