If it's part of a well-defined improvement program, not an end unto itself, the low-hanging fruit is well worth picking. But beware, lest it turn out to be a poison apple.
Since the re-engineering days of the 1980s, every process or facility improvement project has chased the elusive low-hanging fruit. Groups with colorful names like quick-hit teams, early wins committees and rapid action teams were mobilized, and kaizen events carried out, on the premise that big benefits were there for the taking with little or no effort.