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| Criterion |  Operations ALPEN Method |  Facilitation Six Thinking Hats |  Operations 8D Problem Solving |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 10-20 min daily | 45-90 min | 1-6 Wochen | 2-6 h |
Participantsdifferent | 1 | 4-12 | 4-10 | 3-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Perspective Notes, Decision Inputs, Action Items | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | PlanningTime managementProductivityOperations | FacilitationOptionsDecision | QualityProblem solvingRoot cause | RiskQualityOperationsRoot cause |