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| Criterion |  Operations Visual Management |  Product Discovery Kano Model |  Decision Making Pareto Analysis |
|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | Ongoing | 1-2 Tage | 30-60 min |
Participantsdifferent | 1-20 | 10-50 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kano Matrix, Feature Classes, Priority Themes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | SignalsOperationsVisual management | SatisfactionPrioritizationCustomer | PrioritizationQualityFocusRoot cause |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
