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| Criterion |  Operations ALPEN Method |  Systems Thinking Futures Wheel |  Operations A3 Problem Solving |  Operations Kaizen Event |
|---|---|---|---|---|
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 Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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 a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 10-20 min daily | 60-120 min | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 1 | 3-10 | 2-5 | 4-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Futures Wheel, Consequence Chains, Strategic Signals | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | PlanningTime managementProductivityOperations | ForesightSystems thinkingSignals | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations |