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| Criterion |  Operations Gemba Walk |  Facilitation Mind Mapping |  Operations Process Mapping |  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. | 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. | 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 | 1-3 h | 15-30 min |
Participantsdifferent | 2-6 | 1-10 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Mind Map, Topic Clusters, Open Questions | Process Map, Handoff List, Improvement Backlog | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeasMappingStructureFacilitation | ProcessOperationsImprovement | BrainstormingCollaborationInclusionIdeas |