Quick Change Shoppe

Lauren Breidigam
233 Main Street
Timonium, MD 21093
410-230-7635
March 2, 2015
Mr. Ken Miller
Fallsbrook Junction
Harrisburg, PA 17101
quickC@Shoppe.com
Dear Mr. Miller:
The report you have requested concerning the number of complaints you
have received at your location. The complaints you have received have been
divided into a check sheet to related complaints.
I will include in the following business report some overall graphs and charts
for your disposal, in addition to recommendations that will improve the
customer experience at the Quick Change Shoppe.
Thank you for the opportunity to analyze this data for the past four weeks
and trusting me with providing recommendations that you may use to
expand and improve your business. If you have any additional questions,
please contact me at any time with the provided contact information.
Sincerely,

Lauren Breidigam
Lbreid1@students.towson.edu
410-453-9319
Encl: Report
Cause-and-effect diagrams

March 2, 2015
Report
Mr. Miller, the first thing you should know is the total number of complaints
has increased throughout this four-week time frame. In Figure 1 you will see
that it is a steady positive linear increase.

Figure 1. Run Chart for Total number of complaints

To better understand the reason why the total number of complaints is
increasing, I have prepared a check sheet that divides and organizes the
complaints that were received at your flagship location.
Week
of

Pricing

3- Aug
I
10- Aug
17-Aug II
24-Aug I

Checkout line
service/
invoice/chargi
ng mistakes
IIII II
IIII I
IIII III
IIII II

Out of
Stock

Store/parki
ng
conditions

Quality
of
Product

I
II
I
II

IIII
IIII
IIII
IIII

III
III

IIII
IIII
IIII
III

IIII

Other

II
III
I

Figure 2. Check Sheet

The top two types as you see above are Store and parking lot conditions and
Checkout line service/invoice/charging mistakes. Checkout line
service/invoice/charging mistakes amounts for 28 of 90 mistakes.
Store/parking conditions amount for 35 of 90 complaints, so 38% of all

complaints are related to the store being too cold or nothing to read in the
waiting room.
Store/parking conditions are the highest consistent source for the quality
failures. Showed in Figure 3 the amount of complaints is drastically
decreasing towards the end of the 4-week period.

Figure 3. Run Chart for Store/ parking lot conditions

Shown in Figure 3 the complaints for the first three weeks are the same
however, the number of complaints during the last week declined
downwards. I would suggest continuing improvements to get to the target
number of complaints (8) for a four-week period, see Figure 11.

Figure 4. Fishbone Diagram for Store/parking lot conditions

I have provided the four sources of failures and the possible causes for each
source. The Sources of complaints of Store/parking lot conditions would come
from Management, Customers, Weather and the aura. Aura could change
due to the amount of dirt and/or oil build up from automobiles and person
traffic. Another reason for an Aura source is the noise from the machines
that are in the Shoppe.
The second largest complaint category is Checkout line/invoice/charging
mistakes is averaging at 7 mistakes for the four weeks. The total number of
mistakes for that category is 28 of 90. The reasons and causes I believe have
caused this influx in complaints for the Checkout line/invoice/charging
mistakes are shown in the fishbone diagram in Figure 5.

Figure 5. Fishbone Diagram for Checkout line service/invoice/charging

mistakes
As you can see and infer, the four main sources of failure are from the
employee, customer, coupons, and technology. To explain, the source of
checkout line mistakes by a coupon could be because it was invalid, expired.
Or there could be a mistake because there were no discounts to offer or that
the person used more than one at a time.
The Run-chart for the Checkout line (Figure 6.) shows a steady amount of
complaints during the four-month period. I think you should work harder on
to improve so that it hits the target amount of 8 for a four-week period.

Figure 6. Run Chart for Checkout line service/invoice/charging mistakes

In Figure 7., the pie chart shows the complaint number and the percentages
of all categories of complaints.

Figure 7. Pie Chart on Current Complaints for Quick Change Shoppe

The Current complaints of the Quick Change Shoppe at the flagship location
are separated by total from categories not weekly. Finally, to better
understand the complaints for the bottom four categories you must
determine the trend from the Run Charts.
The Pricing complaints are the lowest and only amount to 4% of the Pie Chart
in Figure 7.
As seen in Figure 8., the amount of pricing problems varies or diminishes
completely throughout the four-week period.

Figure 8. Run Chart for Pricing

A further analysis of the reasons for the pricing complaints would make you
see the service price is over-charged.
The next two complaint categories are Other and Out of Stock, each have 7%
of the total complaints. Other complaints were things that wouldnt be
applied to thinks not actually applied to the oil change service, such as
forgetting to put on a window sticker. The Run Chart for Other complaints in
Figure 9 leads me to believe it will move from 1 up to 3 complaints
continuously.

Figure 9. Run Chart for Other

Figure 9 also shows a steady upward trend of complaints. Other complaints
are clouded by judgments from the customer for things like the technician
being rude or the car wasnt completely vacuumed. For Figure 10, the

complaints of Out of Stock deal with inventory and directly stated so in the
complaint that was filed after service is completed.

Figure 10. Run Chart for Out of Stock

The final complaint category is Quality of Product. As you can see in Figure
11, I conclude that the number of complaints are increasing at a steady rate.

Figure 11. Run Chart of Quality of Product

From August 17th to the 24th trends of the results are positively correlated
and moving above the target complaint amount of 3. This is better described
through a Pareto diagram. Given in a Pareto Diagram, all the categories of
complaints with a current total per category is in the blue bars and the target
amount that I am suggesting in the red.

Figure 11. Pareto Analysis Diagram

Figure 11 arranges the complaint categories from highest to lowest
frequency of occurrences. As I already described Store/parking lot and
Checkout line service/invoice/charging mistakes are the two highest
categories. From Figures 4 and 5, the Fishbone diagrams show the sources
and causes of the highest categories.
To truly help the Quick Change Shoppe, I have suggested target complaints
for a four-week period as shown above in Figure 11. Given these target
marks, you might be interested in how to improve the business so; I have
provided you with a list of recommendations to help make this improvement
process easier.
List of Recommendations:
1. Hold an Employee workshop on customer service. This will help you
with a frustrated customer claiming your cashiers are rude.
2. Test all equipment especially the software to keep all information up to
date and ensure that all invoices are accurately processed/
documented.
3. Work on adding color to the store by painting or redesigning the
waiting area, making sure it is also well stocked with newspapers and
movies. This will make your customers enjoy their experience and
ensure positive reviews/ customer relationships.
4. Keep a list of extra jobs for the administrative employees. These jobs
would include to mopping, restocking shelves, and check the
thermostat. This will help decrease the number of Store/parking lot
conditions complaints.

5. Be prepared for any type of customer: needy, loud, annoying or

impatient. Knowing how to communicate with any type of customer will
keep you in business. Building good customer relationships by making
them feel important will show in online reviews and social media sites.
I recommend acting it out at a weekly meeting with all employees and
technicians.