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| Criterion |  Innovation Brainwriting |  Operations Kaizen Event |  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. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 15-30 min | 0.5-5 Tage | 15-45 min | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 1-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Mind Map, Topic Clusters, Open Questions | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | LeanContinuous improvementOperations | BrainstormingIdeasMappingStructureFacilitation | LeanProblem solvingCoachingOperations |