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