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| Criterion |  Operations Kaizen Event |  Operations ALPEN Method |  Systems Thinking Causal Loop Diagram |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 0.5-5 Tage | 10-20 min daily | 1-3 h | 2-6 h |
Participantsdifferent | 4-10 | 1 | 2-8 | 1-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Daily Plan, Time Estimates, Review Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | LeanContinuous improvementOperations | PlanningTime managementProductivityOperations | FeedbackSystems thinkingCausalityDynamics | DynamicsSimulationFeedbackSystems thinking |