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| Criterion |  Operations DMAIC |  Facilitation Mind Mapping |  Decision Making Pareto Analysis |  Innovation Brainwriting |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-12 Wochen | 15-45 min | 30-60 min | 15-30 min |
Participantsdifferent | 3-10 | 1-10 | 1-6 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Mind Map, Topic Clusters, Open Questions | Pareto Chart, Top Causes, Focus List | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | Continuous improvementQualityProcess improvement | BrainstormingIdeasMappingStructureFacilitation | PrioritizationQualityFocusRoot cause | BrainstormingCollaborationInclusionIdeas |