[1]

Luke Spooner, founder and current president of Spooner Sports, Inc., has guided the business through 3
4 successful years and is now interested in bringing his favourite grandson Ted into the company. Ted h
as just got his business degree. At this time, Luke isn’t much in need of data mining –
to reach the stuff at the bottom of his document heaps, he needs good old‐fashioned shovel mining.

The elder Spooner, possessed of a sharp but fading wit, begins the meeting with, “Great to see you, Ted
. You always were a high‐
strung kid. Thought you might like to join our tennis racquet division.” Ted counters, “Not quite, but you
’re getting warm, Luke.” The Spooners have always been a strange bunch.

“Seriously, Ted, I’m getting a little up in years, the microcomputer I bought myself for Christmas is colle
cting dust, and I think you and your business degree could bring some new blood to the company. I’d lik
e you to be my executive vice‐
president. I’ve been running this outfit by the seat of my pants for a lot of years now, and the world just
seems to be getting too big and too complicated these days. I’ve got index cards and file folders just ab
out piled up to the ceiling in that little room next door, and there’s got to be a better way of making sen
se of all this information. Maybe I shouldn’t have fought the fire department when they wanted t
o condemn the place.”

“Besides all these records piling up, a lot of technical developments are affecting our business –
things like composite bicycle wheels, aerodynamic golf balls, and oversized tennis racquets. Just yester
day one of our engineers came in and said she’s come up with a new golf ball that will go farther than th
e conventional design. She seems trustworthy, but we might need to have some numbers to back up ou
r claim if we decide to come out with the product. As for me, I’m happy only if the new ball revolutioniz
es my company’s net profits!”

After further discussion of the business and the position that Mr. Spooner has proposed, Ted accepts th
e offer. He interviews the engineer and finds out that she believes that the new balls incorporates some
changes that may enable it to travel farther than conventional golf balls. The engineer, an avid golfer
herself, is very excited about the prospect that she may have developed an innovation that could r
evolutionize the game of golf.

As his first official duty, Ted duly sets up a test of the new golf ball that’s supposed to travel farther than
the conventional design. He decides to mix 25 of the new balls with 25 of the old type, have a golf pro h
it all 50 of them at a driving range, then measure how far each goes. The results are provided in the file
SPOONER02.xls.

(1) Using 10‐yard intervals beginning with 200.0–under210.0, 210.0–under 220.0, on up to 290.0–
under 300.0, construct a histogram for the distances travelled by the new ball.
(2) Using the same intervals as in (1), construct a histogram for the distances travelled by the conventio
nal ball.

(3) Place the histogram for the new ball next to that for the conventional ball. Does it appear that the n
ew ball might be more “lively” than the conventional ball?

(4) For the 25 drives made with the new balls, calculate statistics that you think would be appropriate i
n describing the central tendency and dispersion of the data.

(5) Repeat (4) for the 25 drives made with the conventional golf balls.

(6) Compare both the new balls and the conventional balls, in terms of central tendencies and dispersio
ns.

(7) Ted wants to write a memo to Luke describing the results, but he has to fly to New York at short noti
ce and instructs you to write the full report to Luke on his behalf. Keep in mind that Luke appreciates si
mple English. [2]

To get a feel for the industry in which his grandfather operates, Ted wants to find out more about the s
porting goods manufacturing business and collect data on the competition that Spooner Sports, Inc. fac
es with some of its products, like racquetball and tennis racquets. Help Ted by providing him informatio
n requested here. Internet search engine and strategically selected key words will come in handy. C
ompile a structured and streamlined report incorporating all the details below.

(1) Approximately how much money do Americans spend on sports equipment annually? Where
possible, identify which types of sports equipment are the biggest sellers.

(2) Who are some of the leading manufacturers of racquetball and tennis racquets? Where possible, fin
d out their relative importance in terms of manufacturing volume or retail sales of these products.

(3) For two of the companies that manufacture equipment for racquet sports, read their most recent an
nual reports. For each company, what have been the trends in overall company sales and profitability o
ver the most recent years reported?

(4) Select a company that makes racquetball racquets, then search discussion groups for comme
nts that group participants may have made about the quality or reputation of racquets carrying that co
mpany’s brand name. [3]

Ted Spooner now has been with his grandfather’s firm for five weeks, and enjoying his job immensely. T
he elder Spooner is also pleased –
so pleased that he takes one day off a week to do a little fishing. However, while old Luke is catching so
me carp, young Ted is catching some flak.
At the other end of a morning’s telephone call is an irate customer whose aluminium racquet has cracke
d in half after just 14 months. The caller is an avid player who gets out on the court about two or three t
imes a week, and he claims the racquet has never been abused in any way. He not only wants Spooner S
ports, Inc. to send him another racquet, but also demands that the company reimburse him the $300
he lost after his racquet broke and he was no longer competitive with his opponent.

Ted assures the indignant caller that the company will replace his racquet at no cost, since it is only sligh
tly over the 12‐
month warranty and the company values his loyalty to its products. Unfortunately, the $300 wager can
not be covered, even though it was a triple‐or‐
nothing bet from the caller’s losses in the two previous matches.

On Mr. Spooner’s return to the office, Ted mentions the interesting phone call, and the elder Spooner is
not a bit surprised. He says the firm has been getting a lot of complaints in recent months, mainly from
long‐
time customers who claim their latest Spooner aluminium racquet didn’t hold up as well as the ones the
y had used in the past.

Speculating, Mr. Spooner goes on to point out that the company has had two aluminium suppliers for m
any years, but added a third supplier just a year and a half ago. He suspects that the most recent supplie
r may be shipping an aluminium alloy that is more brittle and prone to failure. He’s not sure, but thinks t
hat the racquets that are failing are more likely to be constructed from the aluminium purchased from t
he newest of the three suppliers.

When the company sends out a replacement racquet, it does so only after it has received the defective
one. All of the racquets that have been returned over the past 5 years or so are in a wooden crate in the
basement. Mr. Spooner isn’t sure why, but 6 years ago, he mandated that each racquet produced hav
e a serial number that identifies when it was made and who supplied the aluminium for its constr
uction. If someone were to ferret through the wooden crate, maybe he could shed some light on this bu
siness of customers calling up with broken racquets.

Mr. Spooner goes on, “Say, Ted, why don’t you come in over the weekend and take a look at those brok
en racquets downstairs, and see if maybe there’s something going on here that I should know about? M
aybe I should have stayed with those two suppliers I’ve been using. The prices the new folks were offeri
ng just seemed too good to be true. But net profits from our tennis business aren’t going to be very stro
ng if we have to keep on sending people all these free racquets.”

1) As Ted rummages through the broken racquets in the basement, he asks you what kind of informatio
n he should be seeking and how he might structure it in the form of a contingency table. Help him.
(2) What kinds of probabilities might be useful for Ted regarding racquet failure? Come up with a concre
te example to advise Ted.

(3) What implications could your and Ted’s findings have for helping his grandfather better satisfy the c
ompany’s racquet customers?

[4]

Arriving at the office a bit early, Ted finds Luke Spooner in a fit of rage. Mr. Spooner is sipping coffee an
d looking over Ted’s notes on the defective racquets that were constructed with aluminium purchased f
rom each of the company’s three suppliers.

In rummaging through the basement crate, Ted found a total of 30 defective racquets. Of these, 5 were
made of aluminium supplied by the Snowmet Corporation, and 5 were made of aluminium purc
hased from Barstow Aluminium, Inc. These are the two suppliers from whom Spooner Sports, Inc. has b
een buying aluminium from for many years, and with consistently excellent results.

The cause of Mr. Spooner’s anger is the total of 20 defective racquets made from aluminium purchased
from the company’s newest and lowest‐
priced supplier, Darwood Discount Metals, Inc. A month ago, Luke placed a big order with Darwood, an
d he is now counting the minutes until 10 a.m. so that he can call the West Coast firm, cancel the order,
and give Mr. Darwood a piece of his mind. The arrival of the morning mail has only served to deepen Lu
ke’s ire, as three more complaints have come in from disgruntled customers demanding immediat
e replacements for their broken racquets.

Ten o’clock finally rolls around, and Luke places a person‐to‐

person call to Mr. Darwood. After berating Mr. Darwood and his products, Luke demands that his order
be cancelled immediately. Mr. Darwood does not appreciate the elder Spooner’s tirade, but he is quite
cognizant of the

fact that 10% of his company’s profits come from Spooner Sports, Inc. Though thoroughly annoyed, he
patiently tries to reason with Mr. Spooner.

According to Mr. Darwood, independent metallurgists have conducted a lot of tests in which they have f
ound Darwood aluminium to be every bit as good as that supplied by Snowmet and Barstow. He sugges
ts that the unusually high number of defective racquets found by Luke was merely a fluke. Already oper
ating on a short fuse, Mr. Spooner responds that he doesn’t much care for silly rhymes in the middle of
the morning, and he warns Mr. Derwood not to load any more aluminium onto Spooner‐
bound trucks until he and Ted have had a chance to further examine the information Ted collected over
the weekend. He promises to call Mr. Darwood with a final decision by 3 p.m. Pacific time.
Ted spends a very busy morning and skips lunch, but by 2 p.m., he comes up with data that might prove
useful. Most importantly, he has uncovered a research study in which it was found that 0.8% of all al
uminium racquets end up being returned as defective. The number of Snowmet and Barstow racq
uets in the “defectives” crate is about 1% of those produced. However, of the 1200 racquets made from
Darwood aluminium, 20 (about 1.7%) are defective. Ted decides to model the situation as a binomial o
ne, using research findings that 0.8% of all the aluminium racquets produced are defective. Using the es
timate for the entire industry, the expected number of defectives among the 1200 racquets made of Da
rwood aluminium would be 9.6, but 20 defects were observed.

Suddenly Ted receives a telephone call from home that the water pipes have just burst and his house is
rapidly flooding. Ted has to flee the office pronto. On his way out, he asks you to determine how unusu
al this Darwood situation really is, to find the cumulative probabilities for the number of defects, and us
e the information he has found to advise Mr. Spooner before Luke makes the call to Mr. Darwood.

Compile a full report and write a memo to Ted advising him of all possible arguments to present to Luke
before Luke calls Mr. Darwood. [5]

Since Spooner “Graph‐

Pro” racquetball racquets were introduced several years ago, no attempt has been made to offer a light
weight solution, Ted has done some research and found that some of the other manufacturers offer a li
ghter version of their standard racquets. In addition, some of the racquetball players he has talked to ha
ve said a lighter racquet would probably improve their game.

Talking with production engineers, Ted learns that the racquets coming off the line don’t all weigh the s
ame anyway. According to the chief engineer, the racquets weigh an average of 240

grams, but the weights “vary all over the lot”, and he takes advantage of the situation to press for a hig
h‐tech $700,000 machine that would keep this variation within narrower limits.

Old Luke isn’t too keen on buying a $700,000 machine, especially since Ted might have a better solution
. Ted has dusted off the literature that accompanied the racquetball machine and found that the machi
nes generates output that is approximately normally distributed, with a standard deviation of 10 grams.
This is a little sloppy, but maybe Spooner Sports, Inc. can turn this weakness into a strength.

Conversing further with Luke, talking to three sporting‐

goods retailers, and interviewing players at five different racquetball facilities, Ted comes back to the of
fice with a terrific idea. Asking Luke to sit down, and bringing him some coffee, Ted begins his pitch, “Sa
y, grandfather, why don’t we take the racquets at the lighter end of the range and label them “Graph‐
Pro Light”, with the ones more in the middle being “Graph‐
Pro Regular”, and the ones at the heavier end “Graph‐Pro Stout”?”
Luke responds that just because this works for the beer companies, this doesn’t mean it will work for Sp
ooner Sports, Inc. However, he’s willing to give it a try. After accompanying Ted on another round of co
nversations with retailers and players, the elder Spooner tells Ted that for now, he’d like to see 15% of t
he production consist of “Graph‐Pro Light”, with 80% “Graph‐Pro Regular”, and 5% “Graph‐Pro Stout”.

(1) Ted’s next task is to tell the production people how to go about selecting which racquets are to be p
ut into these three different categories by weight. He enlists your help in doing so. Compile a full report
to submit to Ted.

(2) And by the way, Ted’s also trying to follow his grandfather’s directive to come up with a better name
for the “Stout” model, but he figures he can do that after lunch. Any bright ideas for Ted? [6]

As he does on the first business day of each month, Ted has just opened up the suggestion box that Luk
e placed in the plant to attract ideas from the employees. Along with the usual monthly suggestions tha
t old Luke attempt activities that are either inappropriate for his age or physiologically impossibl
e, Ted finds a message from a production worker who is very concerned about the company’s rac
quetball racquet machine:

“Dear Messrs. Spooner,

I am getting very worried about the racque tball racquet machine. Some of the older workers say it was
here 15 years ago when they arrive d, and I think it is just about worn out. I know new machines are
expensive so I thought I would co llect some numbers that might help you out in making a decision to
replace it.

I know that the weight of the racquets coming off the machine is a big deal, since all of the racquets are
weighed and then you decide which ones will be “Light”, “Regular”, and whatever you’ve decided to call
the heaviest model! Anyway, I’ve b een doing some research. On my own time, honest. From time to
time during the day, I take 30 rac quets that have just come from the machine and weigh them myself.

You’ve told us that some racquets weigh more than others, so I can understand that one racquet might
weight 245 grams, the very next one might weight 230 grams, and then the next one off the lime might
be all the way up to 250 grams. Like I said before, I think the machine is worn out. The first 30 racquets I
weighed yesterday we ighed an average of 236.5 grams; the next 30 weighed an average of 243.1
grams. I think the mach ine is going crazy, and you should either get it fixed or replace it.

My friends would get pretty upset if they kn ew I wrote this suggestion, since buying a brand new
machine could mean no one gets a Christ mas bonus this year. But I’m a young guy and I’d like for you to
be successful so that I can have some job security and take care of my of family. If you end up saddled
with problems with weights of your racquets, I might wi nd up without a job.

I’d like to find out if maybe I’m missing someth ing here, and if the machine is really okay or not. So my
friends don’t find out about this sugg estion, would you please put together a reply and duct-tape it to
the underside of the pay phone next to the candy machine? I’m planning on picking it up after the first
work shift on the 15th of next month.

Loyally yours,

Abe Dixon

“Honest Abe”

Discarding those suggestions that Luke would probably find offensive, Ted mentions the young worker’s
letter regarding the racquetball racquet machine. Luke asks if the machine is still working the same as
when the decision was made to offer racquets in three different weight categories. Ted replies that it se
ems to be. The average weight is still 240 grams and the standard deviation is still 10 grams, although h
e isn’t too sure whether the weights are still normally distributed.

Luke tells Ted to generate a reply to the worker’s suggestions. Ted duly turns to you.

Submit a report containing your full analysis and write a draft of that letter to Honest Abe for Ted’s vetti
ng and approval.

[7]

Seeing the fishing pole in his grandfather’s office, Ted Spooner’s first thought is that old Luke is going to
go fishing again, and leave him to manage. He is surprised to learn that the fishing pole is actually an ins
piration of a new series of ads that Luke has conjured up.

The elder Spooner explains, “Ted, this fishing pole is made of graphite, the same stuff that goes into out
Graph‐
Pro racquetball racquets. It’s so flexible and strong that it can be bent so the two ends actually touch ea
ch other. They even show this in the ads.” Although Luke realizes that you can’t exactly do the same thi
ng with a racquetball racquet, he’d like to put some of his racquets into a horizontal mounting device, a
nd then see how much weight they’ll take before they break .

If the amount of weight is impressive enough, Luke plans to include this kind of test in the television adv
ertisements he’s planning for the firm’s racquetball racquets. However, he wants to be careful not to br
ag about the racquet being able to hold too much weight, since the firm could get into trouble with the
government and other truth‐in‐advertising watchdogs.
He asks Ted to set up a test in which each racquet mounted horizontally, with the weight on the ends gr
adually increased until the racquet breaks. Based on the test results, a weight value would be selected s
uch that the average racquet would almost certainly be able to withstand this amount. Although accura
cy is important, Ted has been instructed not to break more than 15 or 20 racquets in coming up with an
average for all the racquets.

The file SPOONER09.xls contains the weights in pounds at which each of 20 tested racquets failed.

Ted believes it’s reasonable to assume the population of breaking strengths is approximately normally d
istributed. Because of Luke’s concern about being able to support the advertising claim, he wants to be
very conservative in estimating the population mean for these breaking strengths. Ted and you decide t
o use a 99% level of confidence in your analysis. Compile your analysis for Ted to come up with a numbe
r that can be safely promoted in the new ads.

[8]

The first item on Ted Spooner’s agenda for today is a meeting with Martha Scott, a technical sales repre
sentative with Cromwell Industries. Cromwell produces a racquet‐stringing machine

that is promoted as the fastest in the industry. In their recent telephone conversation, Martha offered T
ed the chance to try the machine for a full week, then return it to Cromwell if he decides it doesn’t offer
a worthwhile improvement.

Currently, the Spooner racquetball and tennis racquets are strung using a type of machine that has bee
n around for about 10 years, and the Spooners have been very pleased with the results. When efficienc
y experts visited the plant last year, they found it took an average of 3.25 minutes to string a racquetbal
l racquet and an average of 4.13 minutes for a tennis racquet. Both distributions were found to be appr
oximately normal.

Ms. Scott comes by, explains the operation of the machine, and assists in its installation. Because its con
trols are similar in function and layout to the older model, no operator training is necessary. During the
one‐week trial, the new machine will be working side‐by‐side with older models in the racquet‐
stringing department.

After Ms. Scott leaves, Luke and Ted Spooner discuss the machine further. Luke indicates that the oldes
t of the current machines is about due for replacement and if the Cromwell model is really faster, he wil
l buy the Cromwell to replace it. It’s possible that Cromwell models would also be purchased as other st
ringing machines approach the end of their operating lifetimes and are retired. Luke cautions Ted that t
he Cromwell must be purchased only if it is indeed faster than the current models –
although Ms. Scott seems to have an honest face, he’s never trusted “anybody whose briefcase cont
ains brochures”. The Cromwell must be quicker in stringing both racquetball and tennis racquets. Ot
herwise, the firm will continue purchasing the current model.

Evaluating the Cromwell model, Ted measures the exact time required for each racquet in separate sam
ples consisting of 40 racquetball racquets and 40 tennis racquets. The times are given in SPOONER10.xls
.

Since Luke seems quite adamant against buying something that isn’t any faster than the current models
, Ted must be very confident that any increased speeds measured are not simply due to chance. Help Te
d perform an analysis of the sample times using hypothesis tests for each type of racquets. Do the respe
ctive tests appear to warrant purchase of the Cromwell machine, or should Ted return it to Cromwell at
the week’s end? Compile and submit your full report to advise Ted.

[9]

The Spooners have submitted a bid to be the sole supplier of swimming goggles for the U.S. Olympic te
am. OptiView, Inc. has been supplying the goggles for many years, and the Olympic

committee has said it will switch to Spooner only if the Spooner goggles are found to be significantly bet
ter in a standard leakage test.

For purposes of fairness, the committee has purchased 16 examples from each manufacturer in the reta
il marketplace. This is to avoid the possibility that either manufacturer might supply goggles that have b
een specially modified for the test. Testing involves installing the goggles on a surface that simulates the
face of a swimmer, then submitting them to increasing water pressure (expressed in metres of water d
epth) until the goggles leak. The greater the number of metres before leakage, the better the quality of
the goggles.

Both companies have received copies of the test results and have an opportunity to offer their respectiv
e comments before the final decision is made. Ted Spooner has just received his company’s copy of th
e results, rounded to the nearest metre of water depth, in SPOONER11.xls.

1. Write a commentary that Ted Spooner might wish to submit to the committee, providing any eviden
ce based on hypothesis tests of these data.

2. To brace Ted for the rival’s challenge, prepare a commentary that you think OptiView might submit t
o the committee based on hypothesis tests of these data.

3. Ted looks you in the eye, tells you to be level with him and give him a square answer to his question,

“What would your own independent professional recommendation be to the committee and why?
” [10]
Ted Spooner is trying to close a sale with the Alvindale Chipmunks, a minor‐
league professional baseball team. Although his grandfather isn’t too thrilled about any kind of deal wit
h somebody with a name like “Chipmunks”, Ted feels this could mark the beginning of some really high‐
level business with professional baseball teams, all the way up to the majors.

The Chipmunks, who are relatively high‐tech for a minor‐

league team, have been using a Spooner competitor’s automatic pitching machine for batting practice a
nd are looking for a replacement. Although it has not “beaned” any players yet, they are concerned abo
ut the amount of vertical variability it exhibits in its pitches. In fact, Tom Johnson, principal owner of th
e Chipmunks, did a study in which he set up a target at home plate, then measured the heights at which
the balls hit the target. Mr. Johnson found the heights were normally distributed, as he has discovered
is the case for pitching machines throughout the industry. However, he feels that a standard deviation o
f 3.5 inches in the heights of the pitches is just too “wild”, even for the minor‐
league level. He has offered Ted Spooner the opportunity to supply a

replacement machine. The only catch to the sale is that Ted must prove that the Spooner “Rapid Robot”
machine is significantly better than the machine the Chipmunks are now using.

Mr. Johnson has specified that the Spooner pitcher will be purchased only if it passes the following test:

“Based on 30 pitches by Rapid Robot, the standard deviation of the vertical heights must be significant
ly less than 3.5 inches, and at the 1% level of significance.”

All of this talk about vertical standard deviation is way over Luke’s head, but he tells Ted to go ahead an
d see if he can swing a deal with the Chipmunks. Ted is confident that the Spooner Rapid Robot can me
et Mr. Johnson’s specifications, so he and Mr. Robot make the trip to Alvindale.

Ted and Mr. Johnson set up the Spooner Rapid Robot machine at the team’s practice facility, along with
a target at home plate that will reveal exactly where each pitch lands. Measured from ground level at h
ome plate, the 30 pitches are the following distances from the ground, recorded in SPOONER13.xls.

(1) Given Mr. Johnson’s specifications, would you perform a one‐tailed or a two‐
tailed hypothesis test? What are the null and alternative hypotheses? Show full details of the ap
propriate hypothesis test involved.

(2) Ted asks you for advice, as he isn’t sure whether Mr. Johnson will sign Spooner’s Rapid Robot as a m
echanical member of the Chipmunks upon analyzing the data represented by the pitches in the test sess
ion. Based on your test, tell Ted what you think Mr. Johnson would do.

[11]
Ted and Luke Spooner have just returned from lunch with Candice Ergonne, president of a chain of 550
health clubs located across the United States. The clubs have a quality image and are known for featurin
g equipment and facilities that are second to none. The Spooners are rightfully pleased that Ms. Ergonn
e has invited their proposal for supplying bicycles to the 120 new clubs that are to be opened during the
next year.

After further negotiations, the deal is practically closed, but some fine‐
tuning remains with regards to the seat design for the “SpoonerBike 2000” model that has been selecte
d. Ms. Ergonne recognizes that some club members require wider seats than others, but doesn’t want t
o call attention to this fact by having differing seat widths from one bike to the next. She would prefer a
“one size fits all” approach to the seating decision.

In an experiment to evaluate four seat designs, Ms. Ergonne supplies seven persons who vary widely in
size, while the Spooners provide the seats to be tested. Each of the individuals spends 5 minutes riding
on each of the four seat designs, with the order determined randomly. The subject then rates the comf
ort of the seat on a scale of 1 to 10, with 1 = “poor” and 10 = “excellent”. The results are contained in SP
OONER14.xls.

From these results and using a 10% level of significance, can Ted Spooner reject the null hypothesis tha
t the four seating designs could be equally comfortable? As Ted’s trusted colleague and resident s
tatistical expert, compile a full report of the chi‐
square test and final statistical outcome for Ted’s practical decision‐making. [12]

Ted Spooner’s friend Mary Stuart teaches a statistics course at the local university, and she has asked Te
d to stop in and talk to the students about statistics as it relates to sports. Among the topics Ted thinks
might be interesting is a discussion of how Olympic swimming performances for both men and women
have improved over the years. According to Ted, swimmers and other athletes have been getting bigger
, faster, and stronger. In addition, training technologies and equipment have improved by leaps and bou
nds. Among the data that Ted has collected are the winning times for men and women in the 400‐
metre freestyle swimming event for Olympic held from 1924 through 2004. The times are listed in SPOO
NER15.xls. (Source: Time Almanac 2006, pp. 924, 926.)

Ted again turns to you, his trusted advisor, to compile his notes. Submit a report which encompasses all
of the following.

(1) Using the women’s winning time as the dependent variable and year as the independent variable, d
etermine and interpret both the regression equation and the coefficient of correlation. For the Lo
ndon Olympics in 2012, predict the winning time in the women’s 400metre freestyle. Also give a 95% pr
ediction interval for the winning time in the women’s 400metre freestyle.

(2) Repeat (1), using the men’s winning time as the dependent variable.
(3) Using the women’s winning time as the dependent variable, and the men’s winning time as the ind
ependent variable, determine and interpret both the regression equation and the coefficient of co
rrelation. If the men’s winning time were 4.000 minutes in a given Olympics, predict the winning time in
the women’s event.

(4) For the regression equation obtained in (3), carry out a hypothesis test to examine the significance
of the linear relationship between the variables.