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| Criterion |  Operations ALPEN Method |  Operations Process Mapping |  Operations 5 Whys |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 10-20 min daily | 1-3 h | 15-30 min | 2-8 h |
Participantsdifferent | 1 | 3-10 | 2-6 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Process Map, Handoff List, Improvement Backlog | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | PlanningTime managementProductivityOperations | ProcessOperationsImprovement | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |