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| Criterion |  Operations Standard Work Analysis |  Operations ALPEN Method |  Decision Making Constraint Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Low |
Timedifferent | 1-3 h | 10-20 min daily | 30-90 min | 30-120 min |
Participantsdifferent | 2-6 | 1 | 2-8 | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Daily Plan, Time Estimates, Review Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | PlanningTime managementProductivityOperations | ConstraintsDecisionPlanningOptions | LeanObservationProcessOperations |