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| Criterion |  Facilitation Mind Mapping |  Operations Gemba Walk |  Operations PDCA Cycle |  Operations Process Mapping |
|---|---|---|---|---|
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 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 15-45 min | 30-120 min | 1 h bis mehrere Wochen | 1-3 h |
Participantsdifferent | 1-10 | 2-6 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Observation Notes, Improvement Ideas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | LeanObservationProcessOperations | Continuous improvementLeanExperiments | ProcessOperationsImprovement |