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| Criterion |  Operations ABC Analysis |  Product Discovery Kano Model |  UX Design Service Blueprinting |  Operations After-Action 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. | When a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-60 min | 1-2 Tage | 0.5-2 Tage | 20-45 min |
Participantsdifferent | 1-5 | 10-50 | 6-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kano Matrix, Feature Classes, Priority Themes | Service Blueprint, Fail Points, Ownership Map | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | SatisfactionPrioritizationCustomer | Service designOperationsJourneyBlueprint | LearningOperationsImprovement |