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| Criterion |  Operations ALPEN Method |  Operations 5 Whys |  Facilitation Power Interest Grid |  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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | 30-60 min | 45-90 min |
Participantsdifferent | 1 | 2-6 | 2-8 | 2-5 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Root cause notes, Countermeasures | Power Interest Grid, Strategy per Stakeholder | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PlanningTime managementProductivityOperations | Root causeIncidentLeanProblem solving | StakeholdersFacilitationAlignmentPlanning | LeanProblem solvingCoachingOperations |