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| Criterion |  Facilitation Mind Mapping |  Operations PDCA Cycle |  Operations Kaizen Event |  Innovation Brainwriting |
|---|---|---|---|---|
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 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. | 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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 15-45 min | 1 h bis mehrere Wochen | 0.5-5 Tage | 15-30 min |
Participantsdifferent | 1-10 | 1-8 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | BrainstormingCollaborationInclusionIdeas |