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| Criterion |  Operations Ivy Lee Method |  Operations Kaizen Event |  Operations A3 Problem Solving |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | 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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | Medium | Medium | Low |
Timedifferent | 5-10 min daily | 0.5-5 Tage | 45-90 min | 10-20 min daily |
Participantsdifferent | 1 | 4-10 | 2-5 | 1 |
Formatdifferent | Async | Workshop | Workshop + async | Async |
Outputdifferent | Daily Priority List, Completion Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | PrioritizationProductivityExecution | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | PlanningTime managementProductivityOperations |