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| Criterion |  Operations Process Mapping |  Operations ALPEN Method |  Business Strategy Scenario Planning |  Operations Gemba Walk |
|---|---|---|---|---|
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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | Medium | Low | High | Low |
Timedifferent | 1-3 h | 10-20 min daily | 0.5-2 Tage | 30-120 min |
Participantsdifferent | 3-10 | 1 | 4-12 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Scenario Set, Strategic Implications, Robust Options | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | PlanningTime managementProductivityOperations | StrategyUncertaintyPlanning | LeanObservationProcessOperations |