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| Criterion |  Operations Visual Management |  Product Discovery Kano Model |  Operations Kaizen Event |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | 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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Ongoing | 1-2 Tage | 0.5-5 Tage | 1 h bis mehrere Wochen |
Participantsdifferent | 1-20 | 10-50 | 4-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kano Matrix, Feature Classes, Priority Themes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | SignalsOperationsVisual management | SatisfactionPrioritizationCustomer | LeanContinuous improvementOperations | Continuous improvementLeanExperiments |