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| Criterion |  Product Discovery Kano Model |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 Tage | 45-90 min | 20-45 min | 30-60 min |
Participantsdifferent | 10-50 | 2-5 | 3-12 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | PrioritizationOperationsPortfolio |