No, I'm asking about its practical application.

Whenever there was an issue, such as a customer complaint or a returned product, we would use the form. Every problem had that form. We were using more data than ever before, and it was consistently applied. You could pull up that problem-solving form, or PSP, for every problem we had. If you had a red month for one of your metrics, that was acceptable. If you had two, you were expected to have a PSP, and that PSP had to show that you understood why you were in the red. If you continued being in the red for six months, that was acceptable, as long as you forecasted it on the PSP and showed where it was going to turn around. This became part of our daily language.

How do they achieve this? What about their process allows them to delve deeper than other companies typically do? Is it the PSP process? Is it the incentive structure?

It's the fact that everyone is aligned with the process and takes it seriously, especially the preparation. For a typical Kaizen, like this one, we usually invest four to six weeks of preparatory work, involving people from all areas. We even conduct mini Kaizens before the main Kaizen event to dig into this information. We would have missed this before. Even the finance and supply chain teams were unaware of it. But the meticulous detail that Danaher insists on, and the push for understanding from their DBS experts, makes a difference.