View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations ALPEN Method |  Operations 5 Whys |  Agile 4Ls Retrospective |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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 | Low | Low | Low | Medium |
Timedifferent | 10-20 min daily | 15-30 min | 45–75 min | 45-90 min |
Participantsdifferent | 1 | 2-6 | Team members involved | 2-5 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Root cause notes, Countermeasures | 4Ls Board, Learning Themes, Improvement Actions | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PlanningTime managementProductivityOperations | Root causeIncidentLeanProblem solving | RetrospectiveLearningReflectionTeam | LeanProblem solvingCoachingOperations |