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| Criterion |  Operations ALPEN Method |  Operations Gemba Walk |  Agile Start Stop Continue |  Operations Process Mapping |
|---|---|---|---|---|
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. | 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. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 10-20 min daily | 30-120 min | 30-60 min | 1-3 h |
Participantsdifferent | 1 | 2-6 | 3-12 | 3-10 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Observation Notes, Improvement Ideas | Start Stop Continue Board, Improvement Actions | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | PlanningTime managementProductivityOperations | LeanObservationProcessOperations | RetrospectiveImprovementTeamReflection | ProcessOperationsImprovement |