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| Criterion |  Operations ALPEN Method |  Delivery Value Stream Mapping |  Operations Kaizen Event |  Delivery Communication Plan |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 10-20 min daily | 1-3 h | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 1 | 4-10 | 4-10 | 2-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | PlanningTime managementProductivityOperations | LeanFlowWasteDelivery | LeanContinuous improvementOperations | CommunicationStakeholdersDeliveryPlanning |