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Car cut off limit. How far do you go?

defiancetire
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defiancetire Contributor

defiancetire

Posted
Posted

Hello, I was wondering if there was any other shops that have a cutoff limit to repairs they will do? I specialize in undercar, Tires both new and Used, Driveability....With that being said. Ive done two engines this month, Diagnosing transmission issues..I cant say no! How do you say no to work when they are loyal customers?

alfredauto Experienced

alfredauto

Posted
Posted

We don't have the time to do engine swaps. We average 10 cars a day with 2 techs working, taking a guy and having him spend 2 days on a motor job = 10 unhappy customers minimum.

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defiancetire Contributor

defiancetire

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  • Author
Posted

We don't have the time to do engine swaps. We average 10 cars a day with 2 techs working, taking a guy and having him spend 2 days on a motor job = 10 unhappy customers minimum.

I dont have the time either, I am a one man shop. I will spend two weeks on a engine job. =everyone pissed.

defiancetire Contributor

defiancetire

Posted
  • Author
Posted

Hire additional help and increase your advertising

Shop is too small for that. Two bay. I advertise alot, But I push the in and out work.

  • 5 years later...
Grace Automotive Rookie

Grace Automotive

Posted
Posted (edited)

I run a two man shop also.  (Although the shop itself has 8 bays we are still fairly new and still expanding which is why we currently only have two techs...but having the extra bays allows us to keep long term jobs around)

We do not turn away heavy line work during these uncertain times. In my mind another wave of COVID lockdowns could come at any time, so I'm taking in anything I can while I can.

The only things we turn away are things we truly can't do because we don't have the equipment and/or training: (Body Work such as dents and paint, Exhaust Welding Work, transmission rebuilds, and tires)

Even then we don't truly turn anything away. We sublet it out. I have a tire shop, transmission shop, exhaust shop, and body shop that all give me wholesale pricing on their services so I can charge the customers basically the same they would have paid at the other shop and make a small profit while the customer doesn't have to go anywhere else.  (In return I give these other shops wholesale pricing on alignments or other services they can't/prefer not to do themselves) 

Anyway....
The key to these big jobs, is properly setting expectations. And good communication and status updates while the car is in your shop.

I tell the customer right up front that this is a two man shop, and we can't devote more than a couple of hours a day to any one job and properly service our other customers. 

I also find that if I touch base with them every day or two to give them a quick status update they are satisfied that we haven't forgotten about them or shoved them completely to the back burner and generally speaking are pretty patient.

Last month, I had a customer come in with an Acura TL that had a blown head gasket. He wanted us to also just go ahead and replace the timing belt and water pump while we were already in there. 

I told the customer up front that the job is bigger than what a two man shop would normally want to tackle, but we'd be willing to do it IF he could leave the car with us for several weeks. 

He was fine with that (nobody else wanted to do it at all, and some of the other shops were booked out 2-3 weeks anyway).

When we got the heads off, we noticed it wasn't just the head gasket but he also had some burnt valves (He towed it in, so we didn't see the blue smoke to diagnose this in advance)

So, I also sold him a valve grind job. We have a great machine shop we work with that can turn these around in just a couple of days. 

All in all, we got him completely taken care of in under two weeks and he was pleased as punch, and we didn't have to piss off any other customers because we only worked on his when we had time to do so.

During the same two weeks we also had a pickup truck come in with a loud tappet tick. We diagnosed it as a blown head gasket (allowing water into that cylinder causing the hydraulic lifter to collapse), but once we got the heads to the machine shop and they pressure tested them we realized he actually had cracked heads as opposed to a simple gasket leak. 

Sold the customer new heads, new set of lifters and lifter trays. 

We got both of these jobs done in the same two week period without ticking off any of our customers who had smaller jobs, simply through good communication and made a couple thousand dollars in GP combined that we would not have gotten if we turned them away.




 

Edited by Grace Automotive
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  • 2 weeks later...
JamisonAutoGroup Explorer

JamisonAutoGroup

Posted
Posted

I also have a two man shop.  From the very beginning, I knew that I had to focus on the jobs that I could do better than most of my competitors.  I am a BMW/Mercedes shop, but end up taking many other makes and models in as a result of my reputation for quality work.  I'm not the cheapest, not the fastest, but honest and thorough.  I turn away many types of jobs because either we don't have the tools to do it, or the job is not one that I am well enough educated/experienced on.  We take on many larger jobs, dealing with a dozen or so cars at a time.  My car count is lower than some shops, but the ARO is a hell of a lot higher than most other shops as a result.  You have to play to your strengths, and do the best you can at what you're the best at.  Trust your gut and do your research. You will be fine! Good luck!

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  • 2 weeks later...
Hands On Community Regular

Hands On

Posted
Posted

I always add at least an extra day to big jobs, often bill at a higher rate. I also include options, for example used engine, I will have an extra optional job called re seal. 6 hours to re do all gaskets on the used engine. This way the client understands if he declines that job, we are not going to cover his oil leak 6 months from now. If they walk because the price is too high I am pleased as punch. If they decide to move forward I am still profitable that week.

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  • 5 weeks later...
Hands On Community Regular

Hands On

Posted
Posted
On 1/10/2022 at 5:38 AM, Joe Marconi said:

You bring up good points. All too often, if not all the time, the labor guides a  not even close when it comes to big jobs. 

Customer: But my cousin says he can do it in 4 hours Me: Why are you wasting the good oxygen in my office.

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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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