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Total Quality Control in TAU's Mobile Athlete Assessment and Training

1. Quality Leadership

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In TAU, leadership is crucial for quality control. Leaders set standards and objectives, instill quality awareness, and ensure adherence.

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2. Continuous Improvement

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TAU's operational processes prioritize continuous improvement by utilizing data, feedback, and evaluation to adapt the app's features and user experience to changing needs and demands.

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3. Employee Participation

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TAU's team maintains service quality standards, from direct interaction with sports academies and athletes to technological aspects.

 

4. Quality Circles

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TAU could establish quality circles, small groups of employees who meet regularly to identify, analyze, and solve work-related problems. These circles could be instrumental in facilitating discussions around potential areas of improvement and developing solutions.

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5. Supplier Quality

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In TQC, the quality of suppliers' products and services affects overall quality. Reliable, high-quality technologies are essential for athlete data collection at TAU.

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6. Customer-Oriented Approach

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A primary focus of TQC is meeting and exceeding customer expectations. TAU tailors training programs to each athlete and collects user feedback to understand their needs, making necessary adjustments. TAU's customer-oriented approach refines its services, ultimately improving customer satisfaction.

Current and Future Trends

Current Trends:

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  • Personalized Training Programs: The current operating process focuses on tailoring training programs to each athlete based on extensive data-driven assessments. This tendency aligns with the broader shift towards personalized fitness and sports training solutions.

  • Data-Driven Decision Making: TAU utilizes cutting-edge analytics and machine learning algorithms in its operational process to gain insights into athletes' performance. Data-driven decision-making is a prevalent trend, enhancing the accuracy and effectiveness of training programs.

  • User-Centric Design: TAU's efforts to improve its app's user interface aligns with the more comprehensive trend of improving user experience for better customer retention and satisfaction.

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Future Trends:

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  • AI and Machine Learning: TAU plans to introduce AI-powered predictive analysis, a future trend set to revolutionize the field of sports training. AI can help predict potential outcomes, allowing proactive training programs to be developed.

  • Augmented Reality (AR) and Virtual Reality (VR): TAU's interest in introducing AR/VR features in Year 4 aligns with prospective trends in interactive and immersive training experiences.

  • Continued Personalization: With an ongoing focus on tailoring its services to cater to better sports and individual athlete needs, TAU is aligning itself with the continued trend of hyper-personalization.

Decision Tree and Recommendations

Invest in New Business Model (Decision)

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  • Success (Outcome - 0.8 probability)

  • High ROI (Payoff - $2,000,000)

  • Failure (Outcome - 0.2 probability)

  • Loss (Payoff - $500,000)

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Do not Invest in New Business Model (Decision)

 

  • Maintain Status Quo (Outcome - 0.5 probability)

  • Moderate ROI (Payoff - $1,000,000)

  • Potential Decline (Outcome - 0.5 probability)

  • Low ROI (Payoff - $500,000)

 

The expected monetary value (EMV) for each decision is calculated by multiplying the probability of each outcome by its payoff and adding these values together.

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  • Invest EMV = (0.8 * $2,000,000) + (0.2 * -$500,000) = $1,600,000 - $100,000 = $1,500,000

  • Do not Invest EMV = (0.5 * $1,000,000) + (0.5 * $500,000) = $500,000 + $250,000 = $750,000

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Based on these EMVs, the decision to invest in the new business model would yield a greater expected return.

Decision tree TAU.png

Recommendations

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Investment in the New Business Model: Based on the positive results of the decision analysis, it is recommended that the company invests in the new business model. This investment is in alignment with future industry trends and has the potential to improve user experience, customer retention, and TAU's competitive edge.

Focused Approach to Quality Control: To ensure the success of the new business model, TAU should prioritize total quality control, which consists of quality leadership, continuous improvement, employee participation, and a customer-oriented approach.

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Continual Service Improvements: To stay ahead of industry trends and meet customer expectations, TAU should prioritize continuous service improvements based on user feedback and data analysis.

This recommendation is based on a detailed analysis of the new business model and its alignment with industry trends. The proposed model aims to improve athlete assessment and training through advanced technologies, revolutionizing TAU's services.

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