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| Criterion |  Operations ABC Analysis |  Product Discovery Kano Model |  Operations After-Action Review |  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. | 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. | 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 | Medium | Low | High |
Timedifferent | 30-60 min | 1-2 Tage | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 1-5 | 10-50 | 3-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kano Matrix, Feature Classes, Priority Themes | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | PrioritizationOperationsPortfolio | SatisfactionPrioritizationCustomer | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |