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| Criterion |  Facilitation Mind Mapping |  Operations Kaizen Event |  Operations Root Cause Analysis |  Operations Failure Mode and Effects 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. | 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 a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 15-45 min | 0.5-5 Tage | 1-4 h | 2-6 h |
Participantsdifferent | 1-10 | 4-10 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | LeanContinuous improvementOperations | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |