A key insight preached in Carpenter’s book is the need to involve those who are affected by a new work procedure in the design of that procedure. His staff wrote 98 percent of the procedures currently in place and had a “heavy hand” in shaping the remaining 2 percent that Carpenter created himself. As a result, his employees are “fully vested” in these processes. Perhaps even more crucial, Carpenter made it easy to instigate further improvements. “If an employee has a good idea for improving a procedure, we will make an instant modification—with no bureaucratic hang-ups,” he explains.23 He
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