View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Gemba Walk |  Operations Ivy Lee Method |  Operations A3 Problem Solving |  Operations ALPEN Method |
|---|---|---|---|---|
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 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. | 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. | 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 | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 5-10 min daily | 45-90 min | 10-20 min daily |
Participantsdifferent | 2-6 | 1 | 2-5 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Daily Priority List, Completion Notes | A3 Report, Action Plan, Root Cause Analysis | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationProductivityExecution | LeanProblem solvingCoachingOperations | PlanningTime managementProductivityOperations |