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| Criterion |  Operations ALPEN Method |  Operations Kaizen Event |  Operations Fishbone Diagram |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 10-20 min daily | 0.5-5 Tage | 30-60 min | 15-30 min |
Participantsdifferent | 1 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Fishbone Diagram, Cause Categories, Investigation Backlog | Root cause notes, Countermeasures |
Tagsno overlap | PlanningTime managementProductivityOperations | LeanContinuous improvementOperations | Root causeQualityOperations | Root causeIncidentLeanProblem solving |