Report on Implementing Quality Improvement at Bounce Fitness Centre

This report focuses on developing a quality improvement plan for Bounce Fitness Centre, addressing issues such as space management, legal requirements, and service enhancements. It begins by outlining systems and procedures that support continuous improvement, emphasizing the importance of...Read More

Quality Improvement in Bounce Fitness
Centre

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
Task- 1 Systems and Procedures.....................................................................................................4
How Systems and Procedures Can Support Effective Continuous Improvement.......................4
How Continuous Improvement System Relate to other Business System..................................5
Task- 2 Developing Continuous Systems and Procedures..............................................................7
Strategies for Facilitating Active Participation............................................................................7
Communication Process for continuous Improvement................................................................8
Use of mentoring and coaching for Continuous Improvement...................................................8
Developing effective monitoring and coaching process..............................................................9
Task 3- Developing Strategies to Monitor and Adjusting Performance........................................10
Monitoring and Reviewing Continuous Improvement System.................................................10
Measuring Performance through Information Produced...........................................................11
Correcting Strategies to Meet Organizational Goals.................................................................11
Task 4- Developing Opportunities for Further Improvements......................................................11
Communicating success to Team..............................................................................................11
Recording Team Performance...................................................................................................12
CONCLUSION..............................................................................................................................12

LIST OF FIGURES
Figure 1: System of Continuous Improvement................................................................................3
Figure 2: Activities Affected by Continuous Improvement System...............................................4
Figure 3: Strategies for Effective Participation for Fitness Centre..................................................5
Figure 4: stakeholder’s Engagement for Continuous Improvement................................................6
Figure 5: Coaching Process.............................................................................................................7
Figure 6: Coaching and Mentoring For Continuous Improvement.................................................8

INTRODUCTION
Continuous improvement can be defined as the ongoing cycle of review and evaluation of
the existing systems and procedures in an organization. Having a policy of continuous
improvement assists in refining the way in which things are being done to make it as effective
and efficient as possible. The report addresses issues like maintaining legal requirements,
offering services that improve overall health, space management with better and advanced
amenities; that are faced by a fitness centre in their normal course of operation. This report aims
to solve the same in respect of Bounce Fitness Centre by devising a total quality control system
and procedure, leading to continuous improvement. “What gets measured is what gets
managed” is the main focus of the report on which an entire plan will be developed to resolve
communication issues connected with the end result.
TASK- 1 SYSTEMS AND PROCEDURES
Systems and Procedures that can Support Effective Continuous Improvement
 A good structure of system and procedures will result in reducing unnecessary delays in
terms of waiting time for clients leading to enhanced quality.
 The goals set for the center can be met with great ease if all the work is carried out in set
procedures.
 Systems and procedures also promote internal check of all the activities required for the
purpose of total quality management.
 If there is no proper utilization of the available space and resources then there will be
wastage of labor and there will be increased overheads; thus systems and procedure
reduce this issue to a great extent.
 Elimination of unsatisfactory results may be achieved only if there is a proper system of
working devised for an entire unit.
 Constant improvements are possible only if the results are recorded, and necessary
adjustments are made to enhance them.
 It also becomes easier to train the staff for the provision of services according to the
needs and requirements of the different individual.

 There will be no discrepancy in the procedures since there will be set norms and patterns
for each section.
 It becomes easier to fix responsibility which reveals the areas which need more
improvement than others (Dale and Barrie, 2015).
Figure 1: System of Continuous Improvement
(Source: Dale and Barrie, 2015)
How Continuous Improvement System Relate to other Business System
 According to Goetsch, David and Stanley Davis (2014), the vision and mission
statements of any organization are based on the need for continuous improvement of the
organization. Thus continuous improvement is related to vision and mission statements in
a way that it reflects the needs of stakeholders (external and internal), staff and
administrators who share common understandings for commitments they desire to
accomplish together.
 The feedback system formulated in business is regularly solicited from the system for
quality improvement in which the staff, employees and customers give their best opinions
and observations that can be used to respond to new conditions and improve quality.
 Quality improvement system focuses on the core processes of the organization- its
administration system, in which old techniques are replaced by innovations that are
strategic and information grounded.

 Continuous improvement system also improves strategic planning which identifies all the
processes which the organization has to undergo for the purpose of total quality
management. Continuous quality improvement also fosters decision-making system by promoting better
teamwork by building trust among members through a common understanding of the
organization’s systems and procedures and endorsing commitment towards work. In nutshell, the total quality management and continuous improvement system enhances
all the other business system by reflecting needs of stakeholders through feedback,
planning for future via sound information, addressing the weaker areas which need
immediate attention of the management, setting priorities for staff so that they know
which areas need improvement for better customer services and lastly it is possible to
effectively integrate and collaborate available resources and exploring new avenues based
on customer expectation.
Figure 2: Activities Affected by Continuous Improvement System
(Source: Goetsch, David and Stanley, 2014)

TASK- 2 DEVELOPING CONTINUOUS SYSTEMS AND
PROCEDURES
Strategies for Facilitating Active Participation
 Preach what you Practice- If the leader is not trusted, the staff tends to assume that they
are being manipulated. Thus for involving participation among the team members, the
leader should follow motives that are beyond criticism. A manager cannot ask the
members to do what he himself is presented to do.
 Communication- the policies and procedures devised for the purpose of improvement
describing all the aspects of quality are required to be communicated to the volunteers.
Communication is very important for continuous improvement (Oakland, John, 2014).
 Inviting feedbacks- the leaders and trainers must not resist feedbacks given by clients;
this will reveal the lapses which exist in the gym’s system and procedures. Hence, the
staff must be receptive and seek feedback from customers. This will seal the cracks that
are present in the present structure of gym and gradually all the goals related to quality
management will be achieved. This will develop trust among the clients and staff.
Figure 3: Strategies for Effective Participation for Fitness Centre

(Source: Oakland, John, 2014)
Communication Process for Continuous Improvement
Letting the organization know what you want- This has been evidence from most of the
fitness businesses that many of the frontline staff who are in direct contact with the clients do not
know what tasks are they supposed to carry for quality management; in order to bring out the
results for delivering strategic change. This is the same case with Bounce Fitness (Bounce
Fitness. 2017 [Online]). This is due to two reasons- results are not defined in terms of
measurable outcome i.e., the number of customers that should increased in a year. Secondly,
even if the results are listed out in clear terms, they are not always in full like how the client base
is to be increased. An appropriate strategy will give clarity to the staff about the activities they
ought to do. This will describe all the activities in a defined status rather than a myriad; and the
staff will be able to define cheaper, smarter and better ways to deliver complete fitness service
for people looking to lose weight by regaining a balanced lifestyle.
Figure 4: stakeholder’s Engagement for Continuous Improvement
(Source: Oakland, John, 2014)

Use of mentoring and coaching for Continuous Improvement
As per Gimenez-Espin, et.al. (2013), continuous improvement programs require
measuring the required change in all the analysed amenities of the centre and making changes in
the present system on everyday basis. The organization’s existing suite of metrics does not
reflect any new priorities. This signals that new metrics have to be introduced as early as
possible in terms of gaining popularity and offering better services as compared to what other
gyms are providing. The coach of the gym can assist people in getting more focused on their
health goals by clearly identifying the areas of problem and prompting other staff also to see the
problem and learn more about the actual situation. This makes the process of problem solving
much more precise and focused, which greatly increases the chances for sustainable
improvements.
Figure 5: Coaching Process
(Source: Gimenez-Espin, et.al., 2013)
Developing effective monitoring and coaching process
According to the words of Chang, James (2016), inspiring behavior of people unleashes
the energy to do their best. There is a need of a Leader who can generate and inspire
commitment, loyalty, enthusiasm and passion in the team members creating a positive work
environment. Once it has been agreed to begin a mentoring and coaching programme in Bounce
Fitness, the mentor/coach along with the active participation of other members needs to brief on
the following major issues:

1. Determining the area which needs the maximum amount of mentoring or coaching. In
case of bounce Fitness the major weakness lies in the ineffective utilization of the available
space. Thus coaching will be required to identify solutions with which the space can be best
utilized. This may involve creating suitable batches of clients with similar needs.
2. An agreement to the overall objectives by all the working staff is very important in the
process of coaching can start.
3. Identifying outcomes that are realistic and devising a plan of action for achieving the
desired result. The first step in this regard would be checking that whether the staff posses all the
necessary qualities required for weight management.
4. Devising an appropriate programme mentoring or coaching for the short falls found in
the existing system.
5. Agreeing on a suitable timescale for the total programme of mentoring and coaching.
6. Setting criteria and standards for evaluation and assessment of the programme; judging
whether the programme has achieved the result for which it was devised.
Figure 6: Coaching and Mentoring For Continuous Improvement
(Source: Chang, James, 2016)

TASK 3- DEVELOPING STRATEGIES TO MONITOR AND
ADJUSTING PERFORMANCE
Monitoring and Reviewing Continuous Improvement System
This includes analyzing how Bounce Fitness spends its capital, manpower and other
resources. As per the views of Chang, James (2016), this analysis will highlight the resources
which need to be changed for the needed continuous improvement. It means allocating the right
level of seniority to right people who have experience to work on quality improvement
programme.
Measuring Performance through Information Produced
The information produced by the above analysis is used to measure performance in ways
that draw attention towards areas which are not working as per the standards. In case of Bounce
fitness there is lack of quality services due to insufficient space and poor space management.
With this issue the centre cannot operate to its maximum ability which is resulting in reduced
customer base.
Correcting Strategies to Meet Organizational Goals
There can be two ways in which the problem can be addressed-
 The area in which the centre operates can be expanded keeping in view the increased
activities. This is possible only when there is complete knowledge of what will be the
consequences of expansion and thus will entail huge expenses.
 Another strategy is to better utilize the available space by dividing the total number of
customers into appropriate batches; this will divide the total incoming crowd of the gym
in peak hours. The customers with high potential can be attended on a priority basis. The
other slots can be used for customers who do not have high preferability for workout
sessions and have mild fitness goals.
TASK 4- DEVELOPING OPPORTUNITIES FOR FURTHER
IMPROVEMENTS
The staff operating the gym has to develop improvement opportunities for the clients so
that they reap the benefits of the amount paid for their fitness. Hence the staff needs to explore

new prospects for developing skills for better weight training; inculcating a positive attitude in
the clients. This will have a two-fold impact- evaluating performance and creating a culture of
weight training with fun. Recreational activities must be used for this purpose.
Communicating success to Team
 Communicating clear strategy for direction- Better results will come to everyone when
they have clarity about the direction, and they understand the strategy to achieve it.
Hence, this would be a major step towards quality improvement.
 Inspiring and motivating- the main strategy used for this purpose will be the “push and
pull”. This will include driving people for results and at the same time inspiring them for
high efforts and performance towards improving quality of services being provided.
Inspiring people’s behaviour unleashes their energy to do their best (Mitra,
Amitava. 2016).
Recording Team Performance
After the strategy devised for continuous improvement is implemented successfully, it is
very essential to record the performance of the team before and after the implementation to
evaluate the accomplishment. According to the words of Becker and et.el. 2013, without
recording performance after success, all the efforts put in by the team will go in vain. The result
from one strategy will provide a base for another; thereby making comparisons an easier task.
CONCLUSION
Staying tuned into many facets of the business is required for effective management of
the fitness centre; this includes management of clients, staff and facilities. There are numerous
issues that can go wrong every day, and the only way to avoid them is to create an initiative of
quality control by providing superior customer service. This includes maintaining a checklist for
standard quality control practices and following various recommendations provided International
Health Organization. This will increase profit and provide more scope for expansion. A powerful
combination of a leader’s effectiveness impacting the gym staff is ability to drive all the
members towards excellence.

REFERENCES
Books and Journal
Becker, Jörg, Martin Kugeler, and Michael Rosemann. eds. Process management: a guide for
the design of business processes. Springer Science & Business Media. 2013.
Chang, James F. Business process management systems: strategy and implementation. CRC
Press, 2016.
Dale, Barrie. Total quality management. John Wiley & Sons, Ltd. 2015.
Gimenez-Espin, Juan Antonio, Daniel Jiménez-Jiménez, and Micaela Martínez-Costa.
"Organizational culture for total quality management." Total Quality Management & Business
Excellence24. No. 5-6 (2013): 678-692.
Goetsch, David L., and Stanley B. Davis. Quality management for organizational excellence.
Upper Saddle River, NJ: Pearson. 2014.
Mitra, Amitava. Fundamentals of quality control and improvement. John Wiley & Sons. 2016.
Oakland, John S. Total quality management and operational excellence: text with cases.
Routledge. 2014.
Online
Bounce Fitness. 2017. [Online]. Available through < http://www.bouncefit.com.au/>. [Accessed
on 27th September 2017].