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| Criterion |  Product Discovery Kano Model |  Operations Kaizen Event |  Operations ABC Analysis |  Agile WSJF |
|---|---|---|---|---|
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. | 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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-2 Tage | 0.5-5 Tage | 30-60 min | 45-90 min |
Participantsdifferent | 10-50 | 4-10 | 1-5 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ABC Classification, Focus Rules, Control List | Ranked Backlog, Cost-of-Delay Assumptions |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanContinuous improvementOperations | PrioritizationOperationsPortfolio | LeanEconomicsSequencePrioritization |