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| Criterion |  Operations Visual Management |  Operations Gemba Walk |  Product Strategy Impact Mapping |  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. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Low | Medium | Low |
Timedifferent | Ongoing | 30-120 min | 45-90 min | 10-20 min daily |
Participantsdifferent | 1-20 | 2-6 | 3-8 | 1 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Observation Notes, Improvement Ideas | Impact Map, Outcome Hypotheses, Delivery Options | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | SignalsOperationsVisual management | LeanObservationProcessOperations | OutcomesStrategyBehaviorPlanning | PlanningTime managementProductivityOperations |