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Mechanic tried to open sun roof and now it wont close

OOOooo
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OOOooo Contributor

OOOooo

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A customer came in with a 2002 Mercedes C230 and my "C" mechanic took it for a test drive. For some reason (he says accidentally) he hit the sun roof and the interior part opened and will not close. The customer tells us that it was broken when she bought the car and she took it some where to have them put it back and she has not messed with it since them. I feel that we should fix it but my head mechanic says he will not mess with it because he has no experience with it. I can tell him to do it anyway but don't want to end up in a bigger mess than I am in right now. I would like to hear how you guys have dealt with situations like that.

totalautocare Enthusiast

totalautocare

Posted
Posted

If she didn't mention it prior to you getting it, you shouldn't be held liable for parts breaking on an inspection.

 

You didn't build it, buy it or break it originally so why should you pay for it?

 

It sucks but what if suspension broke on a test drive? Would you feel the same?

 

Sent from my SM-N900P using Tapatalk

kars Explorer

kars

Posted
Posted

It suck's but I think you owe it to the customer to get the roof closed. The tech had no business opening the roof. I would also disconnect the switch so this will not happen again. This is why in my shop we do not open windows, sun roofs etc.. on older vehicles unless it is part of the repair process or requested.

As for the tech, tell him to suck it up. He has no experience? There is only one way that I know to get experience, and that's to do it.

phynny Community Regular

phynny

Posted
Posted

Not a chance you are responsible for that, you didn't build or break it. A customer that doesn't understand that is a customer I don't want.

OOOooo Contributor

OOOooo

Posted
  • Author
Posted

I don't live in fear over google reviews but I do keep them in mind and I don't like getting bad ones. I also agree that this shouldn't be on me but if I were her I can see why she would think we are responsible. I just told my mechanic to man up and fix it. He is understandably upset having to fix someone else's problem.

Mario Collaborator

Mario

Posted
Posted

Get it closed and be done with it. I understand rolling windows down on test drive, I do it. Probably opened a sunroof or two as well.

Junior Collaborator

Junior

Posted
Posted (edited)

A customer came in with a 2002 Mercedes C230 and my "C" mechanic took it for a test drive. For some reason (he says accidentally) he hit the sun roof and the interior part opened and will not close. The customer tells us that it was broken when she bought the car and she took it some where to have them put it back and she has not messed with it since them. I feel that we should fix it but my head mechanic says he will not mess with it because he has no experience with it. I can tell him to do it anyway but don't want to end up in a bigger mess than I am in right now. I would like to hear how you guys have dealt with situations like that.

 

This depends heavily on what the customer came in for and what you sold them/how you position your services.

 

If they were in for an oil change and you're the kind of shop that just changes the oil with whatever barrel you have and nothing else like a quick change place does then the customer should expect that you are doing only that and nothing else. In this case I think you owe them to shut the roof.

 

If you were doing a complete service per the manufacturer's specification such as Mercedes service B and the customer knows this. You sell your service as a complete service and inspection, follow factory service intervals and use appropriate materials as well as charge the customer accordingly. In this case you have discovered a problem that requires a proper repair, part of the service is discovering these problems in the shop before the customer gets stuck on the road with them. If the customer declines the proper repair they should expect to pay straight time to close the roof, get the cabin weather tight and disable the roof from being able to open again accidentally.

 

If the second scenario is the case the problem with the sunroof should have been discovered with the customer interview. If the customer failed to disclose that kind of problem it is clearly their negligence and again should expect to pay for repair.

 

I'm gonna guess like most of us you're operation is somewhere in the middle. If you want to keep a good relationship with the customer I'd quote the proper repair, offer to close the roof and disable it at time or maybe a reduced rate. If you discount them spell it out on the invoice so they understand what they are getting and make SURE the roof is disabled so it can not happen to them or someone else.

Or you could eat the whole thing and chalk it up to a learning experience

Edited by Junior
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Bock auto Rookie

Bock auto

Posted
Posted

In our shop we would cover the repair regardless of previous discloser. I feel this makes for good business. We go over with our techs what is expected during all our services. we would use this as a lesson to all our techs about what to do or not during to somebody else's car.

RWI Explorer

RWI

Posted
Posted

I believe getting it closed is on you but not a full repair, just get it back the way it was and make it policy in your shop that items like sunroofs are not to be played with unless it is in for repair.

OOOooo Contributor

OOOooo

Posted
  • Author
Posted

We got it shut and she claims she is returning to get some work. I think this will all work out well.

Junior Collaborator

Junior

Posted
Posted

We got it shut and she claims she is returning to get some work. I think this will all work out well.

 

That is good to hear

  • 6 months later...
SprinklerMagician Rookie

SprinklerMagician

Posted
Posted

I would look at it from your tech's eyes and from your customer's eyes.

 

She brought the car in and she got it back with something she had to take care of. If you take care of her, even if she is willing or says she is willing to take care of it on her own, then she will be your customer for life. If she has to pull teeth to get you to fix it then she isn't coming back. Making her happy in this case will cause her to trust you more than if nothing had ever happened.

 

Your tech lied to you because he doesn't know how to fix it. He doesn't want to be responsible because he isn't. Being lied to and letting him get away with it sets a precedent to permit that kind of relationship/behavior in the future, not just with him but with all your techs. Not good.

 

I am not perfect and this is probably not the best solution but here is what I would do:

 

1. I would fix the customer's car myself because I don't want anything to be at all wrong to cause her to come in again; or worse to not come in again because she feels sheepish to complain again. If I felt so to do I might repair whatever was causing it to not work in the first place. It may cost a lot of money but she may then offer to pay, but at a minimum she will be referring anyone she can to your shop.

2. I would tell the tech that I value him and his effort to make my business a success, but that trust is of utmost importance in the process. I would tell him that I hope that he would feel comfortable telling me that he broke it and that he is uncomfortable fixing it if he thinks he isn't capable. Then I would state to him that I know that he lied to me and that if that happens again that his employment would be terminated; this isn't up for argument this is a statement. If he tries to argue that he didn't lie then he still is not trustworthy and I would fire him right then. Everybody makes mistakes, but that doesn't make it acceptable because someone has to pay for it.

 

You are the shop owner and the tech is the employee, you bear the risks of running the business; however I see the viewpoint of others that the tech should be the one to pay for it and I would agree if I trusted him to do it properly; but based on the fact that he may only be a tire tech and that you are a risk bearer yourself and that I in your shoes am thinking about my future relationship with a customer who may have lost trust in me (not my tech), I would have done as I have stated above.

 

Sounds like you have things figured out.

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  • Have you checked out Joe's Latest Blog?

    • Joe Marconi
      The Technician Shortage Is Our Fault, And It's Time We Own It
      By Joe Marconi in Joe's Blog
         0 comments
      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.

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