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| Criterion |  Operations ALPEN Method |  Decision Making Assumption Surfacing |  Operations 5 Whys |  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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 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 | 45-90 min | 15-30 min | 45-90 min |
Participantsdifferent | 1 | 2-8 | 2-6 | 2-5 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Assumption List, Critical Assumptions, Learning Plan | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PlanningTime managementProductivityOperations | AssumptionsRiskDecisionDiscovery | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |