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| Criterion |  Operations PDCA Cycle |  Operations Kaizen Event |  Facilitation Mind Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 1 h bis mehrere Wochen | 0.5-5 Tage | 15-45 min | 45-90 min |
Participantsdifferent | 1-8 | 4-10 | 1-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Mind Map, Topic Clusters, Open Questions | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | BrainstormingIdeasMappingStructureFacilitation | LeanProblem solvingCoachingOperations |