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| Criterion |  Operations DMAIC |  Operations Ivy Lee Method |  Operations Getting Things Done |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-12 Wochen | 5-10 min daily | 1-2 h Setup, laufend | 10-20 min daily |
Participantsdifferent | 3-10 | 1 | 1 | 1 |
Formatdifferent | Workshop + async | Async | Async | Async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Daily Priority List, Completion Notes | Action Lists, Project List, Review Routine | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | Continuous improvementQualityProcess improvement | PrioritizationProductivityExecution | ProductivityPlanningTasksExecution | PlanningTime managementProductivityOperations |