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| Criterion |  Product Discovery Kano Model |  Operations ABC Analysis |  Delivery Value Stream Mapping |  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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | 1-3 h | 45-90 min |
Participantsdifferent | 10-50 | 1-5 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations |