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| Criterion |  Innovation Brainwriting |  Operations Gemba Walk |  Facilitation Mind Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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 topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 15-30 min | 30-120 min | 15-45 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 1-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Observation Notes, Improvement Ideas | Mind Map, Topic Clusters, Open Questions | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | LeanObservationProcessOperations | BrainstormingIdeasMappingStructureFacilitation | LeanProblem solvingCoachingOperations |