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| Criterion |  Operations ABC Analysis |  Product Discovery Kano Model |  Operations After-Action Review |  Operations Learning Review |
|---|---|---|---|---|
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. | 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. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 1-2 Tage | 20-45 min | 1-3 h |
Participantsdifferent | 1-5 | 10-50 | 3-12 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kano Matrix, Feature Classes, Priority Themes | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | SatisfactionPrioritizationCustomer | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations |