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| Criterion |  Operations Standard Work Analysis |  Operations ALPEN Method |  Operations Ivy Lee Method |  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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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 | 5-10 min daily | 30-120 min |
Participantsdifferent | 2-6 | 1 | 1 | 2-6 |
Formatdifferent | Workshop | Async | Async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Daily Plan, Time Estimates, Review Notes | Daily Priority List, Completion Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | PlanningTime managementProductivityOperations | PrioritizationProductivityExecution | LeanObservationProcessOperations |