Carlos thanks for your question! It would be a very long list, including A3, VSM, kanban, ... I PROMOTE THE UNDERSTANDING AND APPLICATION OF PRINCIPLES - they will at the end determine what are the right tools. n

Philip We do not use DSS a lot. Those systems are only as good as the assumptions going into them and many engineers consider them as a black box and do not like the results if they do not understand how the results were generated. I personally prefer the collaborative discussion with all the experts involved. n

thanks for your question Ed At Goodyear we first learned the principles and figured out how and where we could apply them We already had the right sponsor Then we put together a small team to work on the implementation We followed Womack/Jones' 5 steps: - define value for the customer - focus on the value stream - create flow and stability - implement pull - work towards perfection n

Thanks Rakesh for your question Even when educating leaders, it is good to take the "inside out" approach. It is important to get their buy-in in the new behaviors. Teaching leaders basic principles, showing them what good looks like, and providing opportunities to practice and develop best practices with coaching may work better than lecturing. n

Mahendiran Thanks for your question! At Goodyear we document our product standards and process standards. For the processes we use a "standard operations manual". We use training to make sure engineers are aware of the standard work they are expected to do. n

Aaron We use a kanban in R&D when it is time to start work We want to start every learning cycle as late as possible, so we know as much as possible This allows us to control WIP and manage variability thanks for your question