How we design equity

The Kōhei Group is able to design equity through a unique blend of evidence-based tools, systems, and principles branded the Equity Management System™ or EMS™. The EMS™ is rapidly and effectively deployed over the course of six months in three phases.

LEARN MORE
Alignment

Alignment is a key component in creating equity. Without it, employees cannot be clear on the direction and, thus, fail to see how they can contribute in a meaningful way. Toyota refers to this phase as Nemashashi or consensus building.

Build

In this phase we begin to build what we designed, focusing on core processes and how employees are managed. During this phase we also engage frontline staff to ensure their ideas and creativity are incorporated into what we build.

Train and Deploy

Unlike most management consultant firms, at the Kōhei Group we prioritize capability building so that our clients can take ownership of the EMS™ and work autonomously. In this phase we train both employees on how to perform newly defined processes and managers on how to use the EMS™ to manage in a way that creates equity and drives results. To do so, we use a proven technique known as Job Instruction and track progress on a skills matrix.

Phase 1: Alignment

Alignment is a key component in creating equity. Without it, employees cannot be clear on the direction and, thus, fail to see how they can contribute in a meaningful way. Toyota refers to this phase as Nemashashi or consensus building.

In this phase the following key milestones are achieved:

  • Key Performance Indicators or KPIs and targets are established with the executive team.
  • A focus value stream (all the processes from start to finish to deliver a product and/or service) that has maximum impact on the KPIs is selected for transformation. This is the “case study” we will create to replicate throughout the organization.
  • A current state analysis is conducted to better understand pain points and opportunities in the following areas:
    • Voice of the Customer (VOC)
    • Employee Equity Perception
    • How value is delivered at the “hand-off” level, i.e. core processes or “inputs” in equity theory
    • How employees are managed including reward structure or “outputs” in equity theory
    • How the organization is structured, i.e. the organization chart
  • A future state on how to improve the 5 areas above using proven archetypes is designed.

Phase 2: Build

In this phase we begin to build what we designed, focusing on core processes and how employees are managed. During this phase we also engage frontline staff to ensure their ideas and creativity are incorporated into what we build.

In this phase the following key milestones are achieved:

  • How value is delivered is defined at a detailed, step-by-step level using key concepts of Training Within Industry (TWI) and poka-yoke or mistake proofing. We begin with the last process in the value stream and work our way forward to ensure each process receives complete and accurate inputs from the previous process.
  • An andon or paper lantern system is developed to enable employees to slow down or stop work when they cannot perform to standard. Genchi Genbutsu or “go and see” is incorporated to allow leadership to understand and remove obstacles from the way of employees so that they can perform their jobs correctly.
  • Visual Management is created to align employees on accountability, see performance, surface problems, and reward the right behaviors.
  • Self-accountability huddles are designed to allow employees to align, reflect, adjust and reward. This process is traditionally referred to as kansei-kai or a reflection meeting and is meant to be short with a bias for action.
  • Leader standard work is developed to provide leaders with a step-by-step guide on how to use the EMS™.

Phase 3: Train and Deploy

Unlike most management consultant firms, at the Kōhei Group we prioritize capability building so that our clients can take ownership of the EMS™ and work autonomously. In this phase we train both employees on how to perform newly defined processes and managers on how to use the EMS™ to manage in a way that creates equity and drives results. To do so, we use a proven technique known as Job Instruction and track progress on a skills matrix.

Click here for a healthcare case study