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| Criterion |  Operations Gemba Walk |  Innovation Brainwriting |  Operations PDCA Cycle |  Facilitation Mind Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 15-30 min | 1 h bis mehrere Wochen | 15-45 min |
Participantsdifferent | 2-6 | 3-12 | 1-8 | 1-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Idea sheets, Expanded concepts, Prioritized list | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Mind Map, Topic Clusters, Open Questions |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingCollaborationInclusionIdeas | Continuous improvementLeanExperiments | BrainstormingIdeasMappingStructureFacilitation |