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| Criterion |  Operations Kaizen Event |  Operations PDCA Cycle |  Facilitation Mind Mapping |  Innovation Brainwriting |
|---|---|---|---|---|
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. | 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 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. | 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 | Medium | Low | Low | Low |
Timedifferent | 0.5-5 Tage | 1 h bis mehrere Wochen | 15-45 min | 15-30 min |
Participantsdifferent | 4-10 | 1-8 | 1-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Mind Map, Topic Clusters, Open Questions | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | LeanContinuous improvementOperations | Continuous improvementLeanExperiments | BrainstormingIdeasMappingStructureFacilitation | BrainstormingCollaborationInclusionIdeas |