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| Criterion |  Operations ALPEN Method |  Operations After-Action Review |  Engineering Kanban |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | 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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 10-20 min daily | 20-45 min | Ongoing | 2-4 h Analyse, laufend |
Participantsdifferent | 1 | 3-12 | 2-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary | Kanban board, WIP policies, Flow metrics | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | PlanningTime managementProductivityOperations | LearningOperationsImprovement | FlowVisual managementDelivery | OperationsConstraintsFlowImprovement |