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| Criterion |  Operations Kaizen Event |  Product Discovery Kano Model |  Operations ABC Analysis |  Operations PDCA Cycle |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 1-2 Tage | 30-60 min | 1 h bis mehrere Wochen |
Participantsdifferent | 4-10 | 10-50 | 1-5 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | LeanContinuous improvementOperations | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio | Continuous improvementLeanExperiments |