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| Criterion |  Operations Kaizen Event |  Facilitation Mind Mapping |  Operations 5 Whys |  Operations 8D Problem Solving |
|---|---|---|---|---|
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 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 0.5-5 Tage | 15-45 min | 15-30 min | 1-6 Wochen |
Participantsdifferent | 4-10 | 1-10 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Mind Map, Topic Clusters, Open Questions | Root cause notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | LeanContinuous improvementOperations | BrainstormingIdeasMappingStructureFacilitation | Root causeIncidentLeanProblem solving | QualityProblem solvingRoot cause |