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| Criterion |  Operations Kaizen Event |  Decision Making Constraint Analysis |  Operations ALPEN Method |  Operations Getting Things Done |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 0.5-5 Tage | 30-90 min | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 4-10 | 2-8 | 1 | 1 |
Formatdifferent | Workshop | Workshop + async | Async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | LeanContinuous improvementOperations | ConstraintsDecisionPlanningOptions | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |