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| Criterion |  Operations After-Action Review |  Operations Gemba Walk |  Operations Getting Things Done |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 30-120 min | 1-2 h Setup, laufend | 10-20 min daily |
Participantsdifferent | 3-12 | 2-6 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | LearningOperationsImprovement | LeanObservationProcessOperations | ProductivityPlanningTasksExecution | PlanningTime managementProductivityOperations |