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| Criterion |  Product Discovery Kano Model |  Operations Kaizen Event |  Operations 5 Whys |  Operations 8D 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. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-2 Tage | 0.5-5 Tage | 15-30 min | 1-6 Wochen |
Participantsdifferent | 10-50 | 4-10 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Root cause notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanContinuous improvementOperations | Root causeIncidentLeanProblem solving | QualityProblem solvingRoot cause |