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| Criterion |  Product Discovery Kano Model |  Operations Waste Analysis |  Operations Kaizen Event |  Operations ABC 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 Tage | 45-120 min | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 10-50 | 2-8 | 4-10 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Waste Map, Prioritized Waste, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SatisfactionPrioritizationCustomer | WasteLeanProcess improvement | LeanContinuous improvementOperations | PrioritizationOperationsPortfolio |