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| Criterion |  Operations ALPEN Method |  Operations 5 Whys |  Innovation Lean Startup |  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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Medium | Medium |
Timedifferent | 10-20 min daily | 15-30 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 1 | 2-6 | 2-8 | 2-5 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PlanningTime managementProductivityOperations | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations |