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| Criterion |  Product Strategy RICE Scoring |  Product Discovery Kano Model |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 60-90 min | 1-2 Tage | 45-90 min | 30-120 min |
Participantsdifferent | 2-10 | 10-50 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | RICE Scores, Ranked List, Assumption Log | Kano Matrix, Feature Classes, Priority Themes | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | PrioritizationScoringRoadmapTradeoffs | SatisfactionPrioritizationCustomer | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |