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| Criterion |  Product Discovery Jobs to Be Done |  Operations Kaizen Event |  Product Discovery Kano Model |
|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 Wochen | 0.5-5 Tage | 1-2 Tage |
Participantsdifferent | 5-12 Interviews | 4-10 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Kano Matrix, Feature Classes, Priority Themes |
Tagsno overlap | CustomerOutcomesNeeds | LeanContinuous improvementOperations | SatisfactionPrioritizationCustomer |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
