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| Criterion |  Operations ALPEN Method |  Operations 5 Whys |  Innovation TRIZ |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 10-20 min daily | 15-30 min | 1-4 h | 1-4 h |
Participantsdifferent | 1 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Root cause notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | PlanningTime managementProductivityOperations | Root causeIncidentLeanProblem solving | InnovationProblem solvingContradictionsCreativity | Root causeProblem solvingQualityIncident |