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| Criterion |  Operations Visual Management |  Innovation TRIZ |  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. | 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. | 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. |
Complexitydifferent | Low | High | Low |
Timedifferent | Ongoing | 1-4 h | 30-120 min |
Participantsdifferent | 1-20 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas |
Tagsno overlap | SignalsOperationsVisual management | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
