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| Criterion |  Facilitation Mind Mapping |  Operations Gemba Walk |  Operations Failure Mode and Effects Analysis |  Operations Standard Work Analysis |
|---|---|---|---|---|
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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 15-45 min | 30-120 min | 2-6 h | 1-3 h |
Participantsdifferent | 1-10 | 2-6 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Observation Notes, Improvement Ideas | FMEA Table, Risk Priority, Mitigation Actions | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | LeanObservationProcessOperations | RiskQualityOperationsRoot cause | LeanProcessQuality |