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Abstract Motorola Semiconductors Product Sector (SPS) has several problem solving practices in place. SPS IT, a division under SPS, responsible for Information Technology and Architecture, has adopted most of the practices from the mother company. This paper describes the current problem solving process in place at SPS IT, and what advantages and disadvantages there are from using a systematic process. The paper also compares our current process with the AQP Team Excellence Award Guidelines and Criteria, and it identifies areas of improvement, especially in finding the root cause of a problem. Introduction Motorola, as many other organizations today, faces a dynamic environment to operate in. We see changes in every aspect of the business, from processes and economical climates to people and technology supporting the business. The most challenging goal for our company is to ensure we minimize costs and increase profit share. This calls for better quality practices in all areas of the business. Organizations such as AQP and MBNQ have designed decision support and quality systems to help businesses improve workplace quality, by implementing criteria as quality benchmarks. Although these criteria do not spell out specifi