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The Improve dimension of the House of Quality will also provide employees and management with the critical feedback and information they need to continually increase their participation and results achieved. For the employee, the Improve dimension includes the attributes of having a customizable and measurable program. Using long-term teaching techniques including autonomy, mastery and purpose, trainers in the fitness center will be able to get more employees enrolled and continually working out compared to any other approach. Measuring how effective the program is will bring greater credibility and trust in the results, and the scorecards and benchmarks will continually fuel mastery of healthcare on the part of employees. The measurable aspects of the program are particularly important to the CEO and senior management, as they will want to calculate the Return on Investment (ROI) of this program in addition to the long-term trending on healthcare costs for Scott's overall. All of these factors will contribute to the CEO and senior management further defending investments in fitness centers globally, based on the analytics, intelligence and metrics generated from these measurable programs.
The most significant metric of all will be the health of the employees, as measured by their aggregate score, their quality of life and satisfaction with their jobs. Healthy employees who have less stress are less likely to leave one employee for another, or seek to derail efforts internally. These are unquantifiable but very real costs that the CEO and his senior management team are also watching. Putting...
This has a major effect on morale and further strengths the dimensions of the House of Quality.
Conclusion
Scott's Fitness Center has created an innovation solution to a very difficult and costly problem many corporations will face in the next twenty years. Getting and keeping their aging workforce fit and healthy is going to be a very costly challenge for many businesses. Scott's has taken a leadership role by having the CEO and senior management solidly behind the initiatives, and then creating a facility, programs and metrics to evaluate the performance of the investment over time. The greatest ROI are healthy employees. The Improve and Reduce dimensions of the House of Quality are immediately relevant to both the employees and the management team, ensuring this program's success.
References
Michelle Conlin. (2007, February). GET HEALTHY -- OR ELSE: Inside one company's all-out attack on medical costs. Business Week,(4023), 58-69.
Hall, Phil. (1992). Living with TQM. Risk Management, 39(3), 20.
Sepic, Thomas, & McNabb, David. (1994). Applying TQM's golden rule to your support services. The Journal for Quality and Participation, 17(3), 44.
Talib, F., Rahman, Z., & Azam, M.. (2011). Best Practices of Total Quality Management Implementation in Health Care Settings. Health Marketing Quarterly, 28(3), 232.
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