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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Product Discovery Kano Model |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-60 min | 20-45 min | 1-2 Tage | 2-4 h Analyse, laufend |
Participantsdifferent | 1-5 | 3-12 | 10-50 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Kano Matrix, Feature Classes, Priority Themes | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningOperationsImprovement | SatisfactionPrioritizationCustomer | OperationsConstraintsFlowImprovement |