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| Criterion |  Operations Gemba Walk |  Operations ALPEN Method |  Operations Ivy Lee Method |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 10-20 min daily | 5-10 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 2-6 | 1 | 1 | 1 |
Formatdifferent | Workshop | Async | Async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Daily Plan, Time Estimates, Review Notes | Daily Priority List, Completion Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | LeanObservationProcessOperations | PlanningTime managementProductivityOperations | PrioritizationProductivityExecution | ProductivityPlanningTasksExecution |