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| Criterion |  Operations ALPEN Method |  Business Strategy 5-Minuten VC-Check |  Operations Gemba Walk |  Operations Getting Things Done |
|---|---|---|---|---|
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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 10-20 min daily | 5-15 min | 30-120 min | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 1-5 | 2-6 | 1 |
Formatdifferent | Async | Workshop + async | Workshop | Async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine |
Tagsno overlap | PlanningTime managementProductivityOperations | StartupValidationCompetition | LeanObservationProcessOperations | ProductivityPlanningTasksExecution |