One way of doing this is to have some kind of gatekeeper who inspects everything and makes sure it complies. This is the standard backwards command and control way of assuring quality: do the inspection after you can perform any intervention that might resolve the problem. It also means you have guaranteed that there will be a bottleneck. Of course, you can have it in front of any work, where there is some kind of oversight. This just means the delay is upstream of any value instead of down.
Instead, there’s an old trick, which is to have swat teams. These are teams made up of experienced individuals who know each other well and work together. Their job is to start new projects, but not finish them. They also work with teams that are stuck or lagging to help them get past whatever problems they have.
The swat team hands off to the less experienced team that will finish the job, it means that there is already a body of knowledge of how we approach things, what the architecture is, etc. built into the project. Of course, this will require pairing and patience. But it means that work gets started well, in a standard way, with all of the levers for continuous improvement in place, by people who know how to do this. Then it’s picked up by others who learn what the standard approach is, without a gatekeeper and a lot of bureaucracy.
This is a team version of staff liquidity, which is discussed in the Commitment book. Staff liquidity uses experts’ knowledge and skills in such a way as to make sure there is enough slack to deal with emergencies and still get the work done.