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| Criterion |  Operations Kaizen Event |  Systems Thinking Stock and Flow Diagram |  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. | 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. | 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 | High | Low |
Timedifferent | 0.5-5 Tage | 2-6 h | 10-20 min daily |
Participantsdifferent | 4-10 | 1-6 | 1 |
Formatdifferent | Workshop | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | LeanContinuous improvementOperations | DynamicsSimulationFeedbackSystems thinking | PlanningTime managementProductivityOperations |
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