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| Criterion |  Facilitation Mind Mapping |  Operations A3 Problem Solving |  Operations Kaizen Event |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-45 min | 45-90 min | 0.5-5 Tage | 30-120 min |
Participantsdifferent | 1-10 | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations | LeanObservationProcessOperations |