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| Criterion |  Product Discovery Kano Model |  Delivery Value Stream Mapping |  Operations ABC Analysis |  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. | 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. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 1-2 Tage | 1-3 h | 30-60 min | 0.5-5 Tage |
Participantsdifferent | 10-50 | 4-10 | 1-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Current-state map, Future-state map, Bottleneck list | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanFlowWasteDelivery | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations |