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| Criterion |  Product Discovery Kano Model |  Operations Root Cause Tree Analysis |  Operations A3 Problem Solving |  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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | High |
Timedifferent | 1-2 Tage | 1-3 h | 45-90 min | 1-6 Wochen |
Participantsdifferent | 10-50 | 2-8 | 2-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Cause Tree, Evidence Notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | SatisfactionPrioritizationCustomer | Root causeTreeIncidentQuality | LeanProblem solvingCoachingOperations | QualityProblem solvingRoot cause |