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| Criterion |  Decision Making Pre-Mortem |  Operations Standard Work Analysis |  Operations ALPEN Method |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20–45 min | 1-3 h | 10-20 min daily | 30-120 min |
Participantsdifferent | Small cross-functional group | 2-6 | 1 | 2-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Daily Plan, Time Estimates, Review Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | RiskDecisionFailurePlanning | LeanProcessQuality | PlanningTime managementProductivityOperations | LeanObservationProcessOperations |