Tammy Tan

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ECON1203
Lee Lee Ooi
ASB 232 (Mon 10:00 11:00)

JGW - AllRepairs
Business Analytics Department:
Quality Control

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Executive Summary
This report will examine the success of JGWs AllRepairs in maintaining a high quality of service and
isolate any inefficiency in the provision of services. One concern of AllRepairs is in quality control and
measures efficiency by the time it takes the mechanic to undertake the assigned task. In order to maximise
chance of repeat business, AllRepairs is also interested in maintaining a good relationship with them. An
agreed target has been established: at least 82% of customers should be either satisfied or very satisfied
with the services provided.
In this report, 293 jobs were selected as a sample and the associated customers were surveyed.
Data has been collected from the branch that provides repairs to refrigeration units.

KEY FINDINGS

95.6% of jobs were completed within one hour with the shortest being 8 minutes and longest 94
minutes
Regarding difficulty, 28% of jobs were easy, 61% standard and 11% hard.
There is a 50.54% variation in time due to difficulty, and as difficulty increases, so does time.
The hard jobs created the greatest range in the time taken.
There are no marked differences between mechanics that suggests any one mechanic was less
efficient that the other mechanics.
17% of customers were very satisfied with the repair job, 60% were satisfied, 16% dissatisfied, 2%
very dissatisfied and 5% did not respond.
Time and mechanic are both factors of little influence to customer satisfaction.
The agreed target was not met and less than 82% of customers were either satisfied or very
satisfied with the refrigeration repair.

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Table of Contents
Executive Summary ........................................................................................................................................... 1
Key Features of Data ......................................................................................................................................... 3
Efficiency and Effectiveness in the Provision of Services .................................................................................. 3
Time Taken .................................................................................................................................................... 3
Customer Satisfaction.................................................................................................................................... 5
Conclusion ......................................................................................................................................................... 6

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Key Features of Data

Time
Mean
33.8
Median
33
Mode
42
Range
86
Standard Deviation
14.7
Sample Variance
215.2
Minimum
8
Maximum
94
Table 1.1: Descriptive Characteristics of data

Difficulty
1.8
2
2
2
0.6
0.4
1
3

Satisfaction
3.2
3
3
5
1.4
2.0
1
9

Years
8.1

10
3.9
15.1
2
12

The data in Table 1.1 reveal that there is a wide spread in the time it takes the mechanics to undertake the
refrigeration repair, thus there is a possible inefficiency in the provision of services. The mode for
satisfaction also shows that most customers are satisfied; therefore the company is on track in maintaining
a high quality of service.

Efficiency and Effectiveness in the Provision of Services

Time Taken

Fig 2.1: Time to complete job

This data represents a bimodal histogram with

37.2% of jobs being completed within 16-30
minutes and 36.5% within 31-45 minutes, with the
mean being 33.8 minutes.
It is positively skewed with 95.6% of jobs being
completed within one hour, suggesting that
AllRepairs is quite efficient in providing its repair
services.
The shortest time was 8 minutes with the longest
94 minutes.

Frequency

120
100
80
60
40
20
0

Time (minutes)

Figure 2.2: Job difficulty

Fig 2.2 Job Difficulty

11%
28%

Easy
Standard

61%

Figure 2.1: Time to complete job

Hard

The mean job difficulty is 1.8 and the median and

mode are both 2.
Most (61%) jobs were evaluated as standard by
the dispatcher, with 28% easy and 11% hard. This
suggests that the majority of the refrigeration
repairs should be completed rather quickly.

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Figure 2.3: Difficulty vs time

Fig 2.3: Difficulty vs time

The scatter plot represents a positive linear

relationship between difficulty and time.
The co-efficient of correlation is 0.7109,
suggesting that the linear relationship is fairly
strong, thus time is quite dependent on difficulty.
The R-squared value of the scatter plot is 0.5054,
indicating that there is a 50.54% variation in time
due to difficulty.
The more difficult the task, the greater the range.

Time (minutes)

100
80
60
40
20
0
0

Difficulty

Years
Mechanic 1
12
Mechanic 2
10
Mechanic 3
9
Mechanic 4
2
Table 2.1: number of years the mechanic has been
with AllRepairs

The data in Table 2.1 shows that Mechanic 1, 2,

and 3 all have considerable experience with
AllRepairs while Mechanic 2 is relatively new to
the company.

In reference to the wide range in difficulty 3: Mechanic 2, with the 10 years of experience (above the mean
of 8.1 years), has the greatest range in time taken (8-94 minutes) to complete the task, thus it cannot be
said that any one mechanic is less efficient than the other because of the years of experience with
AllRepairs.

Figure 2.4: Time vs mechanic

Fig 2.4: Time vs mechanic

Time (minutes)

100
80
60
40
20
0
0

The scatterplot has a co-efficient of correlation of

-0.1223 and there is no apparent linear
relationship.
The R-squared value is 0.0149, indicating there is
a 1.49% variation in time.
This suggests that the mechanic does not have
significant impact on the time taken to complete
the task.

Mechanic

Thus, it does not seem as though experience with AllRepairs is an influencing factor on efficiency as
measured by the time it takes to complete the assigned task. All staff performs with a positive linear
positive relationship between difficulty and time (fig 2.3). Therefore it cannot be said that there are
particular marked differences across staff undertaking the same tasks that affect efficiency.

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Customer Satisfaction

Figure 3.1: Customer Satisfaction

Fig 3.1: Customer Satisfaction

5% 2%
Very Dissatisfied

16%

17%

Dissatisfied
Satisfied
Very Satisfied
No Response

60%

Figure 3.2: Satisfaction vs Time

Fig 3.2: Satisfaction vs time

The scatterplot represents no apparent linear

relationship between satisfaction and time.
The R-squared value is 0.0006 suggesting that
there is close to no variation in satisfaction due to
time.
This suggests that time has little to no effect on
the satisfaction of the customer.

10
8
Satisfaction

This pie graph shows that the majority (60%) of

customers surveyed were satisfied with the
refrigeration repair job.
This is a relatively good sign towards the goal of
high service quality.
However, the number of dissatisfied (16%)
customers is relatively proportionate to very
satisfied (17%) customers.

6
4
2
0
0

50
Time (minutes)

100

Figure 3.3: Satisfaction vs mechanic

Fig 3.3: Satisfaction vs mechanic

The scatterplots reveals no apparent linear

relationship between satisfaction and mechanic.
The R-squared value is -0.0041 indicating that the
mechanic causes a 0.41% variation in time.
This reveals that the mechanic is not an influencing
factor on satisfaction.

Satisfaction

10
8
6
4
2
0
0

Mechanic

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AGREED TARGET:
At least 82% of customers should be either satisfied or very satisfied with the service provided
The null hypothesis will be that 82% or more of customers are satisfied or very satisfied.

H0:
The alternative hypothesis will be that less than 82% of customers are satisfied or very satisfied.

H1:
The hypothesis will be tested with a 5% significance level ( = 0.05).
By the central limit theorem, we can assume that the data is normally distributed because sample size is
large.
Given:

Satisfaction
Test statistic

p-value = P(

= - 2.23

1
2
3
4
No Response

Frequency
7
47
177
49
13

= P(z < -2.23)

= 0.5 0.4871
= 0.0129
Since the p-value (0.0129) is between 0.01 and 0.05, we reject the null hypothesis and conclude there is
strong evidence to infer that the alternative hypothesis is true, less than 82% of customers are satisfied or
very satisfied. This result is statistically significant.
Therefore, the agreed target whereby 82% of customers should either be satisfied or very satisfied with the
service has not been achieved in the branch that proves repairs to refrigeration units.

Conclusion
In this statistical report conducted by BAD, it was found that there is no evidence of marked differences
across staff undertaking the same task. As difficulty increases, time also increase, however, there is no
apparent linear relationship between time and mechanic, thus the experience of the mechanic has no
effect. The report also indicates that the agreed target has not been achieved and thus less than 82% of
customers are satisfied or very satisfied with the repair. Time and mechanic also do not have much impact
on customer satisfaction.