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| Criterion |  Engineering Kanban |  Operations ALPEN Method |  Operations Gemba Walk |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 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. | 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 | Ongoing | 10-20 min daily | 30-120 min | 1-2 h Setup, laufend |
Participantsdifferent | 2-12 | 1 | 2-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Daily Plan, Time Estimates, Review Notes | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine |
Tagsno overlap | FlowVisual managementDelivery | PlanningTime managementProductivityOperations | LeanObservationProcessOperations | ProductivityPlanningTasksExecution |