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| Criterion |  Operations Visual Management |  Business Strategy GAP Analysis |  Engineering Kanban |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 | Low | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | Ongoing | 10-20 min daily |
Participantsdifferent | 1-20 | 2-8 | 2-12 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Gap Matrix, Action Plan, Risk Notes | Kanban board, WIP policies, Flow metrics | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | SignalsOperationsVisual management | StrategyAnalysisPlanning | FlowVisual managementDelivery | PlanningTime managementProductivityOperations |