Over the past few years the word quality has taken a beating. Often in the same organization it has been abused, glorified and dumped for the latest fad. No wonder people frown when asked to define it.

I think we should dedicate ourselves to saving this grand old word, and reestablish it as the preeminent word for organizational improvement and national prosperity.

For this we must ask ourselves what we mean by "quality". For me the word "quality" is the strategic word for innovation, productivity, healthy workplace, ethics and excellence. All these factors are elements of quality, not the other way round.

Productivity is output over inputs, and is driven by quality of the system that everyone works in. How is it possible for example to be productive with 32% of payroll (which is the norm) paying for inspection and failure?

How is it possible to have a culture of wellness in an organizational environment of fear and turf war?

How is it possible to be innovative in an environment that lacks the freedom for innovation?

There has been little recognition that a healthy work environment is essential to support quality, and that's a pity.

Economic success will depend on creating healthy places to work. There is no alternative.

A national survey* found that at least one in five people has difficulty in keeping up with their workload.

A UK survey** discovered rising job skills, an essential ingredient of a knowledge economy, were directly associated with increased employee stress.

High-pressure workplaces discourage innovation and finding new and better ways to do things simply because there is no time for learning.

The major reason people do not participate in training is lack of time.

Excellence through quality has a fine ring to it, everyone promises it and an industry has formed to satisfy the appetite for making it happen. Everything from having the right habits to teaching Shakespeare to management teams preparing to charge the ramparts of the competition.

Improving the quality of a system that people work in with their help is the holy grail of excellence. Moving from one motivational program to another expecting a positive outcome is like shouting at a battery to recharge it, nothing happens, but it can be fun to yell together.

A few years ago people described quality as if it were a measurement system or something to do with inspection and audits, and it was always someone else's responsibility.

How about we make a decision that the Canadian way on quality is all about "quality of life", not simply about products and services.

We could, if we have the national will, differentiate Canada on this expanded view of quality. I offer the following recipe for a successful organization, public or private sector, blending quality and staff wellness into a new system for managing:

- Leaders are leading - they have an approach and style built on an understanding of the linkages between work-life balance, innovation and productivity and work together to promote teamwork.

- Leaders, by their insistence, are kept informed on the impacts of healthy workplace issues, and work at improving their own approach to a healthy workplace environment.

- A healthy workplace system is viewed as a management task, supported through direct involvement by our leadership.

- Responsibility to employee wellness and well-being is considered in the decision making process.

- Key priorities, including workplace well-being activities are linked to strategic direction.

- A comprehensive quality and health policy provides the context for consistent direction in all parts of the organization

- A healthy workplace focus is an integral part of HR planning, with key priorities on quality and employee wellness linked to strategic direction.

- Teamwork is nurtured and recognized within the organization, for the development of win-win relationships.

- All levels understand strategic direction and the improvement plan covering quality and healthy workplace goals.

- It is recognized that a person's lifestyle consists of an interdependent set of health habits, and every one is involved in addressing issues related to well being: health, safety and environmental concerns.

- The contribution and achievements of people is recognized.

- The organization is customer/client driven - the primary aim being to meet and strive to exceed the needs of customers.

- Information is gathered, analyzed and evaluated to determine customer needs.

- Full consensus on the importance of achieving customer satisfaction.

- Methods in place that make it easy for customers to provide input on their needs and seek assistance.

- Everyone has the opportunity to develop their full potential and use their creativity to make a positive contribution to improvement.

- Key work processes are reviewed for continuous improvement.

- Work process problems, impacting quality of work and employee wellness are analyzed, root causes identified, and actions taken to prevent recurrence.

- Decisions are made based on measured data and understanding the cause and effect mechanisms at work, not on the basis of authority or anecdotal data.

- Data and trends in meeting goals established on employee well being are reviewed.

For example:

- results in lowering absenteeism, employee turnover, and accidents
positive levels of participation helping move the organization forward
- good utilization of lifestyle programs
- good outcomes from rehabilitation and reintegration of people back into the workforce from illness or injury
- positive health behaviour changes, and;
- increased awareness of healthy lifestyle issues and skill development.

I have just described to you a "quality organization", and maybe you have noticed something.

The above recipe does not differentiate between quality of services and products and employee wellness; it takes it for granted that such elements are one of the same, not separate.

My contention is that the language of quality is interwoven with the aim of employee wellness and well-being and that the true aim is balance, and quality of life.

I see "national quality" in the context of this linkage, as a potential differentiator for Canada. It will need to be that way if we are going to maintain, sustain and improve our standard of living. Wellness and quality are like bread and butter, inseparable.

A focus on employee well being to sustain quality in the context of the "true meaning of quality" must be a national focus. A noble cause and why not. I wish you well on your own journey.