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| Criterion |  Operations A3 Problem Solving |  Operations ALPEN Method |  Business Strategy Value Chain Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Low |
Timedifferent | 45-90 min | 10-20 min daily | Half day | 15-30 min |
Participantsdifferent | 2-5 | 1 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Daily Plan, Time Estimates, Review Notes | Value Chain Map, Lever List | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | PlanningTime managementProductivityOperations | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving |