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| Criterion |  Product Discovery Kano Model |  Delivery Value Stream Mapping |  Operations 8D Problem Solving |  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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | 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 | Medium | High | Low |
Timedifferent | 1-2 Tage | 1-3 h | 1-6 Wochen | 30-60 min |
Participantsdifferent | 10-50 | 4-10 | 4-10 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Current-state map, Future-state map, Bottleneck list | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanFlowWasteDelivery | QualityProblem solvingRoot cause | PrioritizationQualityFocusRoot cause |