Problem solving is one of the most critical aspects of an organization. Effective problem solving can reduce the bottom line, increase productivity and decrease defects. A structured problem solving approach has a direct correlation to an organization's performance and the ability repeat successful outcomes (Perloff et al 2004). Many organizations implement different styles of problem solving to increase performance based on the idea of “best practices”, that is, whatever works for a particular company must be the best approach. Some of the most common problem solving approaches are DMAIC (Define-Measure-Analyze-Improve-Control), Global 8D (Disciplines), and the most widely used is the Shewhart-Deming Cycle PDCA (Plan-Do-Check-Act). The tactics that organizations use to implement problem solving varies. Most problem solving techniques are led by internal quality department functions because they have the primary role to interface with the customer. For this reason, quality departments often lead problem solving activities since they are expected to update the customer regarding the corrective action (Nakamura, 1955). Most quality engineers and managers do not want to report inadequate or partial information to the customer which makes them highly motivated to follow through with internal problem solving activities. A more direct approach to problem solving are organizations who assign responsibility to functional areas (Elias and David, 1983). In this case, a coordinator, supervisor, engineer or manager has the overarching role of problem solving for their particular area. This tactic provides clear boundaries of responsibility; however, most managers apply the problem solving technique differently throughout the organization (MacDuffie, 1997; Robinson, 1987). One of the most common problem solving tactics is the use of experts such as black belts to conduct problem solving (Wedgewood, 2007). Unfortunately, most companies do not have enough black belts to solve all of the companies problems either big or small.