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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Innovation TRIZ |
|---|---|---|---|
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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. |
Complexitydifferent | Low | Medium | High |
Timedifferent | Ongoing | 0.5-5 Tage | 1-4 h |
Participantsdifferent | 1-20 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | InnovationProblem solvingContradictionsCreativity |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
