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| Criterion |  Operations Gemba Walk |  Operations Kaizen Event |  Facilitation Mind Mapping |  Operations Process 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. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 0.5-5 Tage | 15-45 min | 1-3 h |
Participantsdifferent | 2-6 | 4-10 | 1-10 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Mind Map, Topic Clusters, Open Questions | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LeanObservationProcessOperations | LeanContinuous improvementOperations | BrainstormingIdeasMappingStructureFacilitation | ProcessOperationsImprovement |