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Posted

So, I feel like most shops on this forum are performing some sort of multi-point inspection on just about every car that comes in. I know we do. I'm curious though what everyone's inspection consists of. Are you having techs pull every cabin filter and air filter? Test drive every vehicle? Are you pulling wheels to check and measure brakes? 

Also, are you paying your techs for these inspections on top of other services? If so, how much?

Here is a copy of one of our digital inspections if anyone is curious.  http://2un.me/yssm 

Personally, I've struggled with checking cabin and air filters for 2 reasons. 1.) It is a bummer to pull out those filters, take pictures, make the recommendation, and the customer decline, just to turn around and put them back in. 2.) Some filters a real pain in the ass to check. I really struggle justifying pulling out a glove box assembly to find a clean cabin filter, or to find a dirty filter and the customer decline replacing it.

I've also struggled with with the following situation: We find a radiator leaking, build a quote, present to the customer, and they decline. I've toyed around with the idea of scrapping all component specific inspection points and simply informing the customer that we found a coolant leak on their vehicle and using that information to sell a '$49 cooling system inspection'... I haven't pulled the trigger on that yet.

It would be cool to see what kind of inspections you guys are doing on every vehicle and how you are handling different aspects of it. 

  • Like 1
  • 2 weeks later...
Posted

We don't diagnose leaks unless it is obvious.  So, a left front axle seal is obvious but a coolant leak always goes to pressure test to diagnose.  We average $4.77 in air filter sales/oil change and about 33% of my oil change customers do a rotation.  These are legit air filters and rotations.  In fact I could probably do more.  We don't check difficult air filters like in Chevy Ventures or some Caravans where there is a lot of work involved (but we check every Silverado and they suck).  But we mark them as "did not check."  As for brakes, we do our best to look with tires on.  If we don't know or can't see, we mark them as "difficult to estimate pad depth" and move on.  Then, if we feel like they might be less than 30%, we inform the customer that they should do a rotation so we can see them better.

The way I look at it is that a rotation is 100% gross profit and an air filter is over 50% gross profit, so if I can take $10 in gross profit from an oil change and make it $40 then I've 4x my gross profit for that hour.  It makes the oil changes more productive.  Same for batteries, wiper blades and belts.  Anything that I can do in the the allotted time slot is fair game as long as it's good for the customer and not just for sales sake.

You want that oil change time slot as profitable as possible because you're paying a guy for time, so any parts that can be sold should be.

  • Like 1
Posted

I agree with Joe. Don't waste your time building an estimate for a radiator or valve cover leak or whatever. Sell the customer a cooling system pressure test, oil leak diagnosis etc. If it's super obvious, tell them you'll do the test for free if they decide to fix it. That way you're not wasting time bidding jobs that the customer doesn't care about.

  • Like 1
  • 2 weeks later...
Posted (edited)

I find that I really don't have trouble selling jobs full of the small things like air filters and cabin filters, bulbs and the major work like axles, brakes, valve cover gaskets. If a customer declines a service it usually because of a money issue and not because of doubt or distrust. I am still friendly in the event of a decline and give them the estimates on paper and many times they call back and schedule the remaining work. 

I have a pretty unique approach to selling and make the customer comfortable and part of it is being assertive in the approach and confident in the repair while praising the condition of the vehicle or the value of the vehicle and this gives them confidence that they aren't spending money just because I told them but they believe it is a wise investment. 

Although this would be difficult to explain in words it may be better if one day I made a short video showing how I approach this. 

Just yeasterday a guy came in and his electric seat wouldnt move, automatic lift tailgate doesnt work, and engine mount broken. He initially came in saying that if the seat track is a $700 part plus labor then he didn't want ro spend the money. I gave an estimate of over $1700 for all the items and he called me back after talking to his wife and said to do it all. 

Edited by [email protected]
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  • Have you checked out Joe's Latest Blog?

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      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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