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| Criterion |  Operations Waste Analysis |  Operations ALPEN Method |  Delivery Value Stream Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-120 min | 10-20 min daily | 1-3 h | 1-2 h Setup, laufend |
Participantsdifferent | 2-8 | 1 | 4-10 | 1 |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Current-state map, Future-state map, Bottleneck list | Action Lists, Project List, Review Routine |
Tagsno overlap | WasteLeanProcess improvement | PlanningTime managementProductivityOperations | LeanFlowWasteDelivery | ProductivityPlanningTasksExecution |