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| Criterion |  Product Discovery Kano Model |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Agile WSJF |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-2 Tage | 45-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 10-50 | 2-8 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Ranked Backlog, Cost-of-Delay Assumptions |
Tagsno overlap | SatisfactionPrioritizationCustomer | WasteLeanProcess improvement | LeanFlowWasteDelivery | LeanEconomicsSequencePrioritization |