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| Criterion |  Facilitation Mind Mapping |  Operations Gemba Walk |  Operations 5 Whys |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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 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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 15-45 min | 30-120 min | 15-30 min | 2-8 h |
Participantsdifferent | 1-10 | 2-6 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |