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| Criterion |  Operations Kaizen Event |  Operations Getting Things Done |  Innovation Lean Startup |  Operations ALPEN Method |
|---|---|---|---|---|
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 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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Medium | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 1-2 h Setup, laufend | Wochen bis Monate je Lernzyklus | 10-20 min daily |
Participantsdifferent | 4-10 | 1 | 2-8 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Action Lists, Project List, Review Routine | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | LeanContinuous improvementOperations | ProductivityPlanningTasksExecution | LeanStartupValidationMVP | PlanningTime managementProductivityOperations |