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| Criterion |  Operations Visual Management |  Product Discovery Kano Model |  Operations PDCA Cycle |  Operations ABC 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. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 1-2 Tage | 1 h bis mehrere Wochen | 30-60 min |
Participantsdifferent | 1-20 | 10-50 | 1-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kano Matrix, Feature Classes, Priority Themes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SignalsOperationsVisual management | SatisfactionPrioritizationCustomer | Continuous improvementLeanExperiments | PrioritizationOperationsPortfolio |