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| Criterion |  Operations Gemba Walk |  Facilitation Mind Mapping |  Operations Kaizen Event |  Innovation Brainwriting |
|---|---|---|---|---|
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 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 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 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 | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 15-45 min | 0.5-5 Tage | 15-30 min |
Participantsdifferent | 2-6 | 1-10 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Mind Map, Topic Clusters, Open Questions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeasMappingStructureFacilitation | LeanContinuous improvementOperations | BrainstormingCollaborationInclusionIdeas |