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| Criterion |  Operations Visual Management |  Innovation TRIZ |  Operations Gemba Walk |  Innovation Contradiction Analysis |
|---|---|---|---|---|
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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | Ongoing | 1-4 h | 30-120 min | 60-120 min |
Participantsdifferent | 1-20 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | SignalsOperationsVisual management | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations | ContradictionsInnovationProblem solving |