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| Criterion |  Operations Waste Analysis |  Operations ALPEN Method |  Operations Time Blocking |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-120 min | 10-20 min daily | 15-30 min Planung, laufend | 30-120 min |
Participantsdifferent | 2-8 | 1 | 1 | 2-6 |
Formatdifferent | Workshop | Async | Async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Blocked Calendar, Capacity View, Focus Plan | Observation Notes, Improvement Ideas |
Tagsno overlap | WasteLeanProcess improvement | PlanningTime managementProductivityOperations | PlanningTime managementFocus | LeanObservationProcessOperations |