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| Criterion |  Product Discovery Kano Model |  Operations PDCA Cycle |  Agile WSJF |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 Tage | 1 h bis mehrere Wochen | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 10-50 | 1-8 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Ranked Backlog, Cost-of-Delay Assumptions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | SatisfactionPrioritizationCustomer | Continuous improvementLeanExperiments | LeanEconomicsSequencePrioritization | LeanContinuous improvementOperations |