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| Criterion |  Operations ALPEN Method |  Facilitation Six Thinking Hats |  Operations Kepner-Tregoe |  Operations 8D Problem Solving |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 10-20 min daily | 45-90 min | 2-8 h | 1-6 Wochen |
Participantsdifferent | 1 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Perspective Notes, Decision Inputs, Action Items | Problem Analysis, Decision Analysis, Risk Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | PlanningTime managementProductivityOperations | FacilitationOptionsDecision | Problem solvingRoot causeDecisionOperations | QualityProblem solvingRoot cause |