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| Criterion |  Facilitation Mind Mapping |  Operations PDCA Cycle |  Operations Process Mapping |  Operations Kaizen Event |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 15-45 min | 1 h bis mehrere Wochen | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 1-10 | 1-8 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | Continuous improvementLeanExperiments | ProcessOperationsImprovement | LeanContinuous improvementOperations |