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| Criterion |  Product Discovery Kano Model |  Operations ABC Analysis |  Operations Process Mapping |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-2 Tage | 30-60 min | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 10-50 | 1-5 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement |