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| Criterion |  Operations Visual Management |  Product Discovery Kano Model |  Operations After-Action Review |  Operations Process Mapping |
|---|---|---|---|---|
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 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 1-2 Tage | 20-45 min | 1-3 h |
Participantsdifferent | 1-20 | 10-50 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kano Matrix, Feature Classes, Priority Themes | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | SignalsOperationsVisual management | SatisfactionPrioritizationCustomer | LearningOperationsImprovement | ProcessOperationsImprovement |