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| Criterion |  Business Strategy GAP Analysis |  Operations PDCA Cycle |  Operations ALPEN Method |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 1 h bis mehrere Wochen | 10-20 min daily | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 1 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Daily Plan, Time Estimates, Review Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StrategyAnalysisPlanning | Continuous improvementLeanExperiments | PlanningTime managementProductivityOperations | LeanProblem solvingCoachingOperations |