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| Criterion |  Product Discovery Kano Model |  UX Research Card Sorting |  Operations Gemba Walk |  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. | When content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | Medium |
Timedifferent | 1-2 Tage | 20-45 min | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 10-50 | Based on research question | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Content groups, Label set, IA hypotheses | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | SatisfactionPrioritizationCustomer | Information architectureNavigationStructure | LeanObservationProcessOperations | LeanContinuous improvementOperations |