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| Criterion |  Operations ALPEN Method |  Operations Standard Work Analysis |  Operations Getting Things Done |  Operations Gemba Walk |
|---|---|---|---|---|
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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 10-20 min daily | 1-3 h | 1-2 h Setup, laufend | 30-120 min |
Participantsdifferent | 1 | 2-6 | 1 | 2-6 |
Formatdifferent | Async | Workshop | Async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Action Lists, Project List, Review Routine | Observation Notes, Improvement Ideas |
Tagsno overlap | PlanningTime managementProductivityOperations | LeanProcessQuality | ProductivityPlanningTasksExecution | LeanObservationProcessOperations |