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| Criterion |  Operations Process Mapping |  Facilitation Mind Mapping |  Operations A3 Problem Solving |  Innovation Brainwriting |
|---|---|---|---|---|
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. | 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 | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 15-45 min | 45-90 min | 15-30 min |
Participantsdifferent | 3-10 | 1-10 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Mind Map, Topic Clusters, Open Questions | A3 Report, Action Plan, Root Cause Analysis | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeasMappingStructureFacilitation | LeanProblem solvingCoachingOperations | BrainstormingCollaborationInclusionIdeas |