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| Criterion |  Operations Process Mapping |  Facilitation Mind Mapping |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 15-45 min | 45-90 min | 15-30 min |
Participantsdifferent | 3-10 | 1-10 | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Mind Map, Topic Clusters, Open Questions | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeasMappingStructureFacilitation | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |