The First 100 Days: A Permitting Playbook - #3 The Permit Accelerator Program
Executives cannot redesign the assembly line from a conference room. The people best equipped to identify problems are the ones actually doing the work. Kaizen gives those people both the tools and the explicit permission to fix what they find. The improvements are intended to be incremental and continuous, and compound over decades.
In my first post, I shared that we’ve repeatedly heard that culture change is key to permitting reform. Implementing a kaizen approach to management isn’t exactly an actionable solution, but a little known pilot program in Pennsylvania is a tangible example of how to shift an agency’s culture towards kaizen.

