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FxsX24

By FxsX24
in General Automotive Discussion

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FxsX24 Apprentice

FxsX24

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it is sad, if I (or anyone here for that fact) offers a service and charges for it, and does not do that service, they should be closed down.

 

one thing that i noticed, the filter on that jeep should have been a N/S filter, the tech knew that and charged for the part and labor.

TheTrustedMechanic Community Regular

TheTrustedMechanic

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I hate to see this, it's not good for any of us. The fact is that most of us are hard working people that have a tough time getting what we deserve. We put in long hours, need to have the skills of DaVinci, the intellect of of a Rocket Scientist and the business knowlegde of Donald Trump. The media never does a story on the majority. It's a shame, I wish this never happened!

 

What really irritates me is that this makes customers automatically resistant to our recommendations. We may go outside of the manufacturer's recommendations and recommend a transmission service or a fuel injection cleaning based on real world specific vehicle conditions, and we will be looked at as crooks too. But the underlying cause is very simple, it is management by numbers. The employees were held to a quota and that is flat out wrong. But that is what so many of the "expert" management consulting companies promote. And we wonder why this stuff happens.

 

I know I am a terrible businessman because I don't track and aggressively target an average R.O. I refuse to because every vehicle that comes into my shop will need what it needs, not what I need it to need to make my average R.O. and nobody is going to change that. Sure there is xx billion dollars of unperformed maintenance "left on the table" each year. But how much of that is the type of maintenance pushed by these quickie lubes? How much of that unperformed maintenance would have been performed if the vehicle owner had been made aware of it? I review manufacturer's recommended maintenance with my customers and I'm finding even the "imports" are recommending less and less. And of the maintenance that is recommended, if it's more than an air filter it's a major event to get it even scheduled, let alone get them to show up to have it performed.

 

rant over

TheTrustedMechanic Community Regular

TheTrustedMechanic

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Posted

You bring up very good points. I want to add one thing. We don't have quotas in my shop, but we do adhere to a process that I know is in the best interest of the consumer. For expample: Battery Sales. We don't put a number on how many batteries we sell, BUT we do insist that every car we service three years or older get a free battery test. We tell the customer it's time for your free test, and if it fails the customer has the option to purchase a new one from us or decline. This process is not intrusive but does serve as a benifit to the customer. There is no hard sell, and no sales tactic, just a process of informing the customer. We end up selling a good amount of batteries, the honest way.

 

I really appreciate your outlook on doing things the honest way. And I too will do a battery test for my customers, for free. But that whole scenario bothers me. Why do we, the service professional need to invest our time and money into the relatively expensive equipment to perform a service to our customers for free? Why are we expected to do so much for free? A doctor doesn't do anything for free. Call a plumber and it'll cost you $150 just for them to show up. Why do we have to do brake inspections, "quick peek" inspections, battery tests and a myriad of other things for free? Well I guess that is another topic. But like I said, I really like how you emphasize value to the customer based on honesty, I won't run my business any other way. And I too found that when I started testing every battery that came in I ended up selling more batteries in the first three months of winter than I had in a year before. It sure is nice to have a tester with a printer though. Now if I can just get customers to understand the difference between a professional grade battery and a wally-world or Dontalast special.

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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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