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| Criterion |  Product Discovery Kano Model |  Product Discovery Jobs to Be Done |  Operations 8D Problem Solving |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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 switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 Tage | 1-3 Wochen | 1-6 Wochen | 30-60 min |
Participantsdifferent | 10-50 | 5-12 Interviews | 4-10 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Job Stories, Outcome Statements, Opportunity List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | SatisfactionPrioritizationCustomer | CustomerOutcomesNeeds | QualityProblem solvingRoot cause | PrioritizationQualityFocusRoot cause |