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| Criterion |  Operations Process Mapping |  Operations 5 Whys |  Operations Getting Things Done |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 15-30 min | 1-2 h Setup, laufend | 10-20 min daily |
Participantsdifferent | 3-10 | 2-6 | 1 | 1 |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Root cause notes, Countermeasures | Action Lists, Project List, Review Routine | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | ProcessOperationsImprovement | Root causeIncidentLeanProblem solving | ProductivityPlanningTasksExecution | PlanningTime managementProductivityOperations |