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| Criterion |  Operations ALPEN Method |  Operations Fault Tree Analysis |  Operations Gemba Walk |
|---|---|---|---|
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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Low | High | Low |
Timedifferent | 10-20 min daily | 2-6 h | 30-120 min |
Participantsdifferent | 1 | 3-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Observation Notes, Improvement Ideas |
Tagsno overlap | PlanningTime managementProductivityOperations | RiskRoot causeSafety | LeanObservationProcessOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
