The folks at Toyota talk about two different kinds of process: controlling and supportive.
Controlling is that sort of BS. And I had seen it so much early in my career that I thought that's all there was.
Supportive process is bottom up, done to improve consistency and reliability. E.g., by my door I have checklists for going running and swimming, because I was tired of going out to exercise and realizing I had forgotten something.
I say this because I think process can be amazingly helpful if it's done bottom up, if the workers are the ones who design and improve it. But that only happens if managers have another thing that Toyota talks a lot about: "respect for people" [1]. That's what I think is really missing in these metrics-driven, people-are-cogs schemes.