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| Criterion |  Operations Kaizen Event |  Decision Making Decision Tree |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | 30-90 min | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 4-10 | 1-6 | 1 | 1 |
Formatdifferent | Workshop | Workshop + async | Async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Decision Tree, Option Map, Assumption List | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | LeanContinuous improvementOperations | DecisionTreeOptions | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |