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| Criterion |  Operations Process Mapping |  Operations ALPEN Method |  Operations Kaizen Event |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 10-20 min daily | 0.5-5 Tage | 20-45 min |
Participantsdifferent | 3-10 | 1 | 4-10 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary |
Tags1 shared | ProcessOperationsImprovement | PlanningTime managementProductivityOperations | LeanContinuous improvementOperations | LearningOperationsImprovement |