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| Criterion |  Operations ALPEN Method |  Facilitation Six Thinking Hats |  Operations A3 Problem Solving |  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. | 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 a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Low |
Timedifferent | 10-20 min daily | 45-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 1 | 4-12 | 2-5 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Perspective Notes, Decision Inputs, Action Items | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | PlanningTime managementProductivityOperations | FacilitationOptionsDecision | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |