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| Criterion |  Operations Process Mapping |  Facilitation Mind Mapping |  Operations Kaizen Event |  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 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 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 | 0.5-5 Tage | 15-30 min |
Participantsdifferent | 3-10 | 1-10 | 4-10 | 3-12 |
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 | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeasMappingStructureFacilitation | LeanContinuous improvementOperations | BrainstormingCollaborationInclusionIdeas |