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| Criterion |  Product Discovery Kano Model |  Operations ABC Analysis |  Innovation Lean Startup |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 Tage | 30-60 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 10-50 | 1-5 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations |