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How Long is a Labor Hour?

         Did you ever stop and wonder how long a labor hour actually is?  I’m not talking about time ticking away on a clock. I’m talking about the actual time spent on a repair vs. the labor guide’s suggested time. Personally, I’ve never had a job that started and finished exactly to the second of the given labor time.  It’s not like the labor guide’s hourly chart is set in stone, or that they’re wrong, but when it comes to getting paid it sure seems like they are.

         Any mechanic will tell you that a labor hour can stretch to half a day if a lot of research is involved, or it can last 15 minutes. Most labor guides typically don’t take into account how much research, diagnosis, equipment setup, or the time it takes recover your 10mm socket that just fell down into the motor.

         Time, as they say, is money. If you don’t think so, take your car to any bodyshop and read off the labor charges.  You’ll find the labor time is divided into a 1/10th of an hour. However, in the mechanical repair shop, seldom are the labor costs scrutinized as they are when dealing with insurance companies. Even still, I’ve never once been asked to break down the mechanical repair labor into diagnostic time and the actual physical labor when giving an estimate.

         Estimates are usually quoted by the R&R labor time for a particular repair.  Generally, that doesn’t include diagnostic time.  Even though the book time has been calculated out, it’s still not a complete guide and certainly not the Holy Grail of the repair industries time clock.  Try sticking with an estimate for changing a starter that’s listed as one hour job.  More than likely the estimate is only going to be quoted straight from book of a one-hour labor charge and not any diagnostic time included.

 

        Even with all the technically advanced diagnostic tools a professional mechanic has at their disposal there are still people who can’t understand why diagnostic time should be included in the labor estimate, even though it’s not part of the R&R for the component.  In their mind, (as I’ve been told numerous times), the mechanic should already know what’s wrong when they pull their car into the shop.

 

        What’s worse is the price shopper who calls from shop to shop looking for the cheapest repair. I’d bet to say the cheapest quote is probably nothing more than the R&R labor time for whatever part they’re concerned about. However, nobody mentioned anything about the crusted connections at the battery, or the leaking valve cover that’s coated the starter in oil, or whether you’ve installed aftermarket headers. Not to mention any diagnostic time, because the real problem isn’t the starter at all.

         On the other hand there are the stop watch aficionados. You know, the people who literally count the seconds of every minute and are bound to argue over any labor time discrepancies on their invoice. The mechanic’s entire career, (in their way of thinking), is strictly turning bolts and slapping on parts. These tick-tock-time-keepers, watch their timepieces with precision and inevitably use “time” as the only determining factor for the cost of a repair. 

        For instance, let’s say the book time said an hour, and everyone involved agreed upon the charges, but the mechanic got it done in 25 minutes. The argument has always been that the cost of the job should be no more than the time it took to do it.  Should the mechanic be penalized for doing his job proficiently and having completed it early? Where does it say he should give the job to the customer at some discounted rate because he can beat the book time?  Doesn’t seem right at all. But, what if the same job that was quoted for an hour has taken four hours to complete? Who pays for the time difference now?

         So in a sense, a labor hour isn’t an hour at all.  It’s an arbitrary amount of time that may or may not be exactly 60 minutes. If it was as accurate as some people believe, then theoretically you should get an estimate for that hour’s labor, pull up to the repair shop, and walk out in exactly 60 minutes with the job completed.  Not a second sooner or a second later. Yea, good luck with that one.

         Like most trades mechanics get paid by the hour, however it’s not like you punch a time clock in the morning, work all day, then collect a 40-hour paycheck at the end of the week.  Most mechanics work on flag time. Realistically, let’s call it what it really is… piece work, (the piece being the car). Very few mechanics are offered an hourly pay and a guaranteed 40-hour work week, (although there are some places that use a combination of both flag time and hourly pay).

         More times than not, a mechanic ends up eating a whole lot of labor time for problem solving. Whether there are rusted bolts, bad connections, illusive intermittent problems or poor information from the get-go, something is going to use up time which eventually won’t go towards a paycheck.

          Any time money and people are involved in the same situation, and you’re dealing with something that’s not widely understood, such as the modern car, it’s up to the mechanics and the repair shops to make sure they do.  Customers also need to understand that this is a business based on suggested labor hours and not a time clock. There needs to be a reasonable amount of trust in the labor guide estimates from both sides of the counter.  Because, it’s hard to say how long an hour of labor really is.

          

        


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  • Like 1
Posted

very good ! The way I look at the labor hour is the same I look at this whole funny business we are in.. You have good customers, bad customers, good week/months, bad weeks/months , sometimes you kill the labor guide sometimes it kills you .. ( I always mention there may be a diagnostic charge when giving an estimate over the phone ) . That being said, it seems to be the same as the game of life, there are  the ups and downs, but hopefully in the end it all balances out.

Posted

This story was brought on by a shop hopper who told me they went to 5 different shops and got the same estimate for the repair, but when they called me I wouldn't nail down a cost because I didn't believe it was a bad component.  So, I quoted the diagnostic fee along with the part R&R.  Which was higher than everybody else.  It wasn't the cost that mattered, it was the fact he didn't feel like I was hiding anything and I was more up front with the probably costs of the repair. 

Turned out to be a loose ground lead.  

Thus, giving prices over the phone may not be the best policy, but in this case it made the difference..... even though I was the highest price he was quoted. 

  • Like 1
Posted

Good article Gonzo.

I have noticed that some of the manufacturers are quoting warranty / repair time in "units", not hours. A unit is an unspecified block of time. Some mechanics are faster than others so the block of time which is based on 1/10 hour is variable unit.

What we sell are labor and parts. It is the bottom line that is important. Sometimes shoppers completely miss this idea.

 

Mike

  • Like 1
Posted

realistically  it should be time spent, time charged. but there are so many other factors that have to be considered, it becomes a huge problem to agree on a price!

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         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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