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| Criterion |  Operations Visual Management |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 Wochen | 1-2 Tage | 20-45 min |
Participantsdifferent | 1-20 | 5-12 Interviews | 10-50 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | LearningOperationsImprovement |