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| Criterion |  Operations Gemba Walk |  Operations PDCA Cycle |  Innovation Brainwriting |  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. | 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 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. | 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 | 1 h bis mehrere Wochen | 15-30 min | 15-45 min |
Participantsdifferent | 2-6 | 1-8 | 3-12 | 1-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Idea sheets, Expanded concepts, Prioritized list | Mind Map, Topic Clusters, Open Questions |
Tagsno overlap | LeanObservationProcessOperations | Continuous improvementLeanExperiments | BrainstormingCollaborationInclusionIdeas | BrainstormingIdeasMappingStructureFacilitation |