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| Criterion |  Operations Process Mapping |  Facilitation Mind Mapping |  Operations Kaizen Event |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 15-45 min | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 3-10 | 1-10 | 4-10 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Mind Map, Topic Clusters, Open Questions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeasMappingStructureFacilitation | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations |