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| Criterion |  Operations Getting Things Done |  Operations Failure Mode and Effects Analysis |  Decision Making Pareto Analysis |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | Medium | High | Low | Low |
Timedifferent | 1-2 h Setup, laufend | 2-6 h | 30-60 min | 10-20 min daily |
Participantsdifferent | 1 | 3-10 | 1-6 | 1 |
Formatdifferent | Async | Workshop | Workshop + async | Async |
Outputdifferent | Action Lists, Project List, Review Routine | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | ProductivityPlanningTasksExecution | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause | PlanningTime managementProductivityOperations |