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| Criterion |  Product Discovery Kano Model |  Delivery Value Stream Mapping |  Operations Root Cause Analysis |  Operations Root Cause Tree 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | 1-3 h | 1-4 h | 1-3 h |
Participantsdifferent | 10-50 | 4-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Current-state map, Future-state map, Bottleneck list | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanFlowWasteDelivery | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality |