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| Criterion |  Product Discovery Kano Model |  Delivery Value Stream Mapping |  Operations Waste Analysis |  Engineering Kanban |
|---|---|---|---|---|
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 a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 Tage | 1-3 h | 45-120 min | Ongoing |
Participantsdifferent | 10-50 | 4-10 | 2-8 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanFlowWasteDelivery | WasteLeanProcess improvement | FlowVisual managementDelivery |