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| Criterion |  Operations Standard Work Analysis |  Facilitation Mind Mapping |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | Medium |
Timedifferent | 1-3 h | 15-45 min | 30-120 min | 45-90 min |
Participantsdifferent | 2-6 | 1-10 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Mind Map, Topic Clusters, Open Questions | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanProcessQuality | BrainstormingIdeasMappingStructureFacilitation | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |