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| Criterion |  Product Discovery Kano Model |  Operations Kepner-Tregoe |  Operations Failure Mode and Effects Analysis |  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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | High | High | Low |
Timedifferent | 1-2 Tage | 2-8 h | 2-6 h | 30-60 min |
Participantsdifferent | 10-50 | 2-8 | 3-10 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Problem Analysis, Decision Analysis, Risk Plan | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | SatisfactionPrioritizationCustomer | Problem solvingRoot causeDecisionOperations | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause |