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| Criterion |  Product Discovery Kano Model |  Delivery Value Stream Mapping |  Agile WSJF |  Operations Waste 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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 Tage | 1-3 h | 45-90 min | 45-120 min |
Participantsdifferent | 10-50 | 4-10 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Current-state map, Future-state map, Bottleneck list | Ranked Backlog, Cost-of-Delay Assumptions | Waste Map, Prioritized Waste, Improvement Backlog |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanFlowWasteDelivery | LeanEconomicsSequencePrioritization | WasteLeanProcess improvement |