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| Criterion |  Operations Process Mapping |  Operations Getting Things Done |  Operations Gemba Walk |  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. | 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. | 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 | Low | Low |
Timedifferent | 1-3 h | 1-2 h Setup, laufend | 30-120 min | 10-20 min daily |
Participantsdifferent | 3-10 | 1 | 2-6 | 1 |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Action Lists, Project List, Review Routine | Observation Notes, Improvement Ideas | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | ProcessOperationsImprovement | ProductivityPlanningTasksExecution | LeanObservationProcessOperations | PlanningTime managementProductivityOperations |