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| Criterion |  Operations Kaizen Event |  Operations ALPEN Method |  Product Strategy Impact Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 0.5-5 Tage | 10-20 min daily | 45-90 min | 30-120 min |
Participantsdifferent | 4-10 | 1 | 3-8 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Daily Plan, Time Estimates, Review Notes | Impact Map, Outcome Hypotheses, Delivery Options | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | PlanningTime managementProductivityOperations | OutcomesStrategyBehaviorPlanning | LeanObservationProcessOperations |