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| Criterion |  Operations ALPEN Method |  Systems Thinking Current Reality Tree |  Operations A3 Problem Solving |  Operations 8D 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 10-20 min daily | 2-6 h | 45-90 min | 1-6 Wochen |
Participantsdifferent | 1 | 3-8 | 2-5 | 4-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Current Reality Tree, Core Problems, Intervention Ideas | A3 Report, Action Plan, Root Cause Analysis | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | PlanningTime managementProductivityOperations | Systems thinkingRoot causeConstraintsCausality | LeanProblem solvingCoachingOperations | QualityProblem solvingRoot cause |