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| Criterion |  Product Discovery Kano Model |  Operations ABC Analysis |  Innovation Lean Startup |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 Tage | 30-60 min | Wochen bis Monate je Lernzyklus | 0.5-5 Tage |
Participantsdifferent | 10-50 | 1-5 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio | LeanStartupValidationMVP | LeanContinuous improvementOperations |