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| Criterion |  Operations Bottleneck Analysis |  Operations ALPEN Method |  Operations Gemba Walk |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 10-20 min daily | 30-120 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 1 | 2-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Daily Plan, Time Estimates, Review Notes | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine |
Tagsno overlap | FlowMeasurementConstraints | PlanningTime managementProductivityOperations | LeanObservationProcessOperations | ProductivityPlanningTasksExecution |