After just two years, plastics manufacturer Flambeau Inc. says the on-site clinical services it provides to the 500 employees at its plant in Baraboo, Wisconsin, already have had a substantial effect on its overall health care costs.

Last year, the company was able to reduce its medical costs by about $300,000 from 2013, largely by offering primary and preventive health care services, chiropractic care and massage therapy at its clinic in a leased storefront space across the street from its manufacturing plant, said Mark Reiland, Flambeau’s director of human resources.

“That’s all in, even throwing in all of the expenses from the clinic, and we still saved $300,000 in 2014,” Mr. Reiland said. “The previous year was similar. Not quite as big, but it was similar.”

Mr. Reiland said the clinic — which today boasts an employee utilization rate of between 60% and 65% — has had other positive effects since it opened in 2012, although he admits that those effects are more difficult to quantify.

“To me, the feedback that we get back from employees, and the satisfaction that they have in the services that they receive from the clinic, along with the utilization rate, are enough of an indication that it’s been effective,” Mr. Reiland said.

Not surprisingly, Mr. Reiland said, Flambeau encountered its share of challenges during the clinic’s implementation and early operation. In particular, he said the company’s decision to staff and manage the clinic internally, rather than use a third-party vendor, made identifying the right medical personnel for the company’s culture quite difficult.

“We think that in a lot of health care systems, there’s an overuse of testing, and we felt that by having our own on-site clinic we could better control those decisions about how much testing and additional services really are needed,” Mr. Reiland said. “So finding a physician that shared that mindset and was willing to work in an on-site clinic without a lot of support was definitely a challenge.”

Mr. Reiland said the company also took several proactive steps to overcome its employees’ early reticence to use the clinic, including educational programs and family events designed to familiarize its workforce with the clinic’s services.

“One thing we did was ask the on-site physician and clinic staff to go to the shift meetings and address the associates, talk about the services we were offering and answer their questions,” Mr. Reiland said. “A lot of the questions we got were around data privacy, and what we did there was emphasize the fact that the clinic was being run on a completely separate server and that the company has absolutely no access to it.’’

Mr. Reiland said the company made a deliberate choice to brand the clinic, which operates as Nordic Private Care, separately from its own corporate identity in order to ease employees’ concerns over any perceived threat to their private medical information.

“We called it that for a couple of reasons, primarily because we wanted to have at least some separation between the company and the clinic,” Mr. Reiland said. “We feel like that separation did help the employees on a psychological level, simply in that it didn’t have the Flambeau name attached to it. As subtle a thing as that is, we felt like it was important.”