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| Criterion |  Operations ALPEN Method |  Operations Gemba Walk |  Operations Theory of Constraints |  Operations After-Action Review |
|---|---|---|---|---|
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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 10-20 min daily | 30-120 min | 2-4 h Analyse, laufend | 20-45 min |
Participantsdifferent | 1 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Observation Notes, Improvement Ideas | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary |
Tags1 shared | PlanningTime managementProductivityOperations | LeanObservationProcessOperations | OperationsConstraintsFlowImprovement | LearningOperationsImprovement |