For larger scale processes and efficiency improvement, I first go to those closest to the problem I am trying to solve. I will start out by simply asking them if they have an answer as to why we are where we are and how we will get where we are needing to go$.$ For routine improvements, the way I have always managed in the past, is if you think it is a good idea, and will not create waste or cost anything, you do not need my blessing: Just do it$!$ In a lot of cases, those close to a process have great large scale ideas they are wanting to share, but maybe they feel intimidated or self conscious about what others will think of their idea. Creating an environment and team where those types of ideas can be brought to the forefront is key. My second source for large scale improvements would be getting someone from my network with good foundational knowledge of whatever area the problem is in $($manufacturing$,$ policy making, change management, etc$)$ but no direct knowledge of our specific situation. For example, I was stumped as to how to make my production line more efficient$($in this case I was trying to remove a job so we could maintain our efficiency with one less person due to being short staffed$).$ I had studied my process over and over and involved other supervisors from my department and we could not think of a way to do it$.$ I consulted a supervisor from another area of the plant and asked them to come watch my line run for a day. They noticed the forklift driver for the next line over only pulled pallets once every $6$ minutes and sat on their forklift during downtime. They asked my why we did not split the other department's forklift driver instead of each of our lines having our own. We made the change the next day and solved the problem. Sometimes we are so wrapped up in looking for hard solutions, we miss the easy one in front of us$.$