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| Criterion |  Operations Process Mapping |  Operations Getting Things Done |  Business Strategy Balanced Scorecard |  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. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Medium | High | Low |
Timedifferent | 1-3 h | 1-2 h Setup, laufend | Halber Tag bis mehrere Wochen | 10-20 min daily |
Participantsdifferent | 3-10 | 1 | 4-12 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Action Lists, Project List, Review Routine | Balanced Scorecard, Strategic Measures, Initiative Map | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | ProcessOperationsImprovement | ProductivityPlanningTasksExecution | StrategyMetricsExecution | PlanningTime managementProductivityOperations |