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| Criterion |  Operations ALPEN Method |  Innovation Lean Startup |  Operations Failure Mode and Effects Analysis |  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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | High | Low |
Timedifferent | 10-20 min daily | Wochen bis Monate je Lernzyklus | 2-6 h | 15-30 min |
Participantsdifferent | 1 | 2-8 | 3-10 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures |
Tagsno overlap | PlanningTime managementProductivityOperations | LeanStartupValidationMVP | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving |