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| Criterion |  Facilitation Mind Mapping |  Operations Standard Work Analysis |  Innovation Brainwriting |  Operations Gemba Walk |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-45 min | 1-3 h | 15-30 min | 30-120 min |
Participantsdifferent | 1-10 | 2-6 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Idea sheets, Expanded concepts, Prioritized list | Observation Notes, Improvement Ideas |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | LeanProcessQuality | BrainstormingCollaborationInclusionIdeas | LeanObservationProcessOperations |