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| Criterion |  Product Discovery Kano Model |  UX Research Card Sorting |  Operations Kaizen Event |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | 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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 Tage | 20-45 min | 0.5-5 Tage | 1 h bis mehrere Wochen |
Participantsdifferent | 10-50 | Based on research question | 4-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Content groups, Label set, IA hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | SatisfactionPrioritizationCustomer | Information architectureNavigationStructure | LeanContinuous improvementOperations | Continuous improvementLeanExperiments |