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Group Members: Joshua Johnson, Patel Ritesh, Ben Reyes

About the Organization

Mission Statement: To put Christian principals into practice through programs

that build healthy spirit, mind and body for all.

Core values: We continue to stand strong on our core values which are
HONESTY, RESPECT, CARING, and RESPONSIBILITY, and we share these values
with our members through the use of our facilities and participation in our
programs. Becoming active in the Ashland Area YMCA will not only strengthen
our community and its families, but help create a positive environment for our
kids to grow and learn.

Goals: At the Ashland Area YMCA, it is our goal to nurture the potential of
every child and teen while helping to improve the nations health and
wellness. We strive to accomplish this primary goal by providing outstanding
services and programs in modern facilities that accommodate all of the fitness,
wellness, and family needs of our community.

Ashland Area YMCA

The Quality System

The quality system that the YMCA organization operates

on is ISO 9001.

The YMCA works to:

Fulfill customer's requirements (i.e. the consistent delivery

of products and services)

Enhance customer satisfaction

Meet applicable regulatory requirements

Continually review and improve their products and services

YMCA Quality Awards

The YMCA program managers won the Scottish Mentoring Network Quality
Award. The quality of standard design is mentioned below:

Matching purpose with performance

Managing resources and accountability

Putting the client first

Providing committed mentors

Employing skilled staff

Active safeguarding

Implementing TQM Practices

Fifty percent of the lead teachers, that have an early childhood education
certificate or degree, are familiar with Ohios Early Learning Content
Standards and have specialized training in language and literacy.

Teachers have ten hours of child development training per year above
licensing requirements.

Employees are offered at least two employee benefits, which results in a

lower turnover rate.

Continuous Improvement

The Ashland Area YMCA does use continuous improvement and the Just-in-Time

Bob Green has not yet implemented his system of continuous improvement on the
YMCA because he has only been the executive director for a month. Bob Green,
prior to the YMCA, has worked as manager of KDMC and has utilized just-in-time
continuous improvement.

The executive director is in the process of developing a just-in-time system that

eliminates major wastes that the YMCA may be spending money.

An example may be, reduction of lifeguards during less peak times. Lifeguard to Patron
ratio only has to be 1 to 75 according to the state.

By eliminating the waste mentioned above, the YMCA may maximize money and
expand the facility. Because of the YMCA being non profit, the profited money may
be allocated to different departments for upgrading or expanding the facility.

Problem Solving Tools

The YMCA utilizes problem solving tools in every day operations. Although,
most of the major problems that need to be resolved immediately are usually
maintenance. The best problem solving tool is that the Ashland Area YMCA
(AAY) uses is the brainstorming technique.

The YMCA does utilize cause and effect diagrams for various different

Executive Director of the AAY, Bob Green, informed of us of how he uses

cause-and-effect diagram and brainstorming to develop staff scheduling.

The retired Senior Aquatics Director also used trial and error techniques when
developing employee staff schedules.

The YMCA National Strategic

Plan Implemented Nationally
This strategic plan is a
breakdown of every YMCAs plan.
Starting with the cause of the
program, which essentially is to
promote healthy living in the
By defining the cause, the YMCA
is then able to define the three
frames of action.
This plan is essentially carried
out by all YMCA leadership staff

Failure Modes and Effects Analysis

The YMCA organization offers several different activities that constantly have
to use failure modes and effect analysis. A prime example is with their sports
activities. The YMCA provides several different sports activities including
soccer, basketball, Frisbee, volleyball, swimming, swim lessons, and several
others. With these activities, the leadership staff conducts failure modes in
case things go wrong. They especially analyze their emergency action plans,
which are vital to conducting successful exercise activities.

Effect analysis is also carried out by the evaluation of employees with the
leadership staff. The leadership staff uses annual evaluations to effectively
analyze each employee. This is very productive with measuring the employees
capability and efficiency in the job they are performing.

Step Up Heart Rate Test

The YMCA has been known for measuring health statistics in

various different ways. The "Step Up Heart Rate Test" is a way
of measuring cardiovascular health for various different ages.
The test is conducted by stepping up on a 12 inch platform
consistently, while keeping your heart rate at 96 beat per
minute, for three minutes. When the three minutes are up
the person stops immediately and rests for one minute. Then
the person will measure their heart rate. Depending on where
your heart rate lies for your age determines the rating of how
well your cardiovascular health remains.

Step Up Heart Rate Test Statistics

Ashland YMCA Aqua Zumba Class: Step

Up Heart Rate
Figure 1: Aqua Zumba Pareto Chart






Amount of People










Axis Title

Cumulative Percent

Above Average


Cumulative Percent

AAY Aqua Zumba Chart Analysis

Essentially, the chart was conducted from an Aqua Zumba class to measure
the heart rate for statistics.

The sample size was 28 total, with all of the participantshaving an average
heart rate or better.

68% of the people in the class' heart rate was "Good" or "Excellent"

Twelve of them had an "Excellent" heart rate

Three had an "Above Average" heart rate

This information conducted and charted is valuable because through out the
year the Zumba instructor may see the classes cardiovascular health

Peak Time Statistics

Figure 2: Average YMCA Day Peak Time Statistics










Amount of People






6:00PM - 9:30PM

3:00PM - 6:00PM

7:30AM - 12:00PM

Axis Title

Cumulative Percent

12:00PM - 3:00PM


AAY Peak Time Chart Analysis

This information is vital to the leadership staff of the YMCA.

90% of the members that use the YMCA on an average day, use it in the time
frame from noon-9:30PM

74% of the members that use the YMCA on an average day, use it in the time
frame from 3:00PM-9:30PM

39% of the members that use the YMCA on an average day, use it in the time
frame from 6:00PM-9:30PM

This is important because with this data the YMCA can know when to schedule
more or less staff. Also, with this information leadership staff should
definitely be at the YMCA at work in the afternoons during the higher
concentration of members using the facility.

Organizations Quality/Six Sigma

The Excellence:

The organization has some excellent components in their quality performance. The YMCA leadership staff
has excellence communication skills. Weekly team meetings amongst the leadership staff is conducted,
which creates an excellent balance in the leadership staff. The leadership staff provides a friendly
environment to work in for the non-leadership employees. The organization and cleanliness of the entire
facility is excellent. There does not seem to be a lot of problems with maintenance. Thisis related to
having a good maintenance manager and maintenance team, which will also help them save on costs.
Saving on major maintenance cost is one of their largest quality performance appeals. Once a year, they
have a week where the YMCA closes and all staff is required to work and help with a complete detail
cleaning. This week helps enormously to the quality of the facility, but also saves on money. Because
equipment is being deep cleaned, it provides a longer lasting lifetime of some the equipment.

The Improvement:

The organizations "Quality Six Sigma" performance needs some enhancing. However, this may be directly
related to the executive director only been employed at the YMCA for about 5 weeks. It was extremely
difficult to get data for analysis. We ended up having to speak to prior leadership employees and use good
estimations. We created the Pareto charts based off of the estimation that the leadership staff provided.
The retention rate of leadership employees has not been well in the past 5 years. The YMCA has had about
4 or 5 different executive directors and 4 different head swim coaches within the past 5 years.

Recommendations to Enhance TQM

We would highly recommend that every department of the YMCA use a Pareto or control chart
to track the concentration of people that utilize each department.

We would recommend that they use control charts to track gear being used over time
durations. This may help determine the lifetime of equipment for the amount of usage the
equipment is receiving by members. Ex: Lifeguards documenting time members use pool
noodles, kickboards, goggles, and other water gear being used by members and for how long.

We would recommend enhancing more documentation of machines being utilized in the

fitness center. The fitness director may be able to enforce on his or her employees of keeping
documentation of equipment use. Ex: Hours used per day on the treadmills. This would help
keep track of the lifetime of a treadmill and they could maximize the usage by rotating
treadmills out, ones that are being used more or less than others.

The most important recommendation is that all leadership staff needs to be on board and
understand the TQM they are going to implement with their staff. The TQM method needs to
be tailored to each leadership staffs individual department, but also tailored as an entire non
profit recreation facility.

Ashland Area YMCA:

Bob Green
Executive Director

Sweetie Lowery
Former SR. Aquatics Director
Internet Sources:
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