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They Come In Threes

Good things, bad things, they just can’t show up all by themselves; not just once, hardly ever twice, nope… always in threes. At least it seems that way. Why, I don’t know… it just does, I guess. Whether it’s a great day of easy going jobs at the repair shop, or something at the house, you can almost count on the threes. It’s like there’s some sort of buddy system going on with all this chaos.

Take the other day when I got my big mower out of the garage. I always make it a habit to check the tire pressure, oil and gas before I start mowing. Sure enough, I’m low on the go juice, well… might as well fill it up, oh wait minute… that tire…it’s not low… it’s flat! Oh geez… Ok, gotta take care of that too. Oh, no… what’s this? It’s a broken stabilizer bar for the mowing deck. Now how did that happen? Sheared the bolt clean off. I’ll have to weld that back together before I go anywhere. As usual I had a few choice “words” to say about the whole thing, which brought the wife out to see what all the commotion was about. She just shook her head as she walked back inside.

After I finished mowing and put the tractor away, I couldn’t help but notice a strong fuel smell coming from it. Oh geez, the gas cap is missing. Crud, I didn’t screw it back on tight; now I’ve got to take that long slow walk through the yard trying to find the missing cap. (More grumbling and choice words again). I found the cap lying on the ground just a few feet from where I filled up. (Lucky)

Anyway, that ended the debacle at the house. It’s Monday morning again, and I’m back at the office. Cars were already lined up outside. I was expecting a pretty good turn out this morning. Based on all the calls I received the week before, I was counting on a pretty productive day. The very first job was a no start on a 2006 Chevy truck with an 8.1 liter. The scanner was my first choice, since I could hear the fuel pump hum as I turned the key. The Tech II beeps were loud and clear in the still morning air as I stood out in the parking lot gathering the information. I went straight to the service codes section … “No Codes Present”.

I thought to myself, “What in the world is going on here? No codes?”

I cranked the engine again… nothing. Ok, now what!? Back up a couple of screens to the data section and crank the engine again, this time watching the cam and crank signals. Neither budged. It’s probably a bad crank or cam sensor… or both. Might as well run back in and grab the scope to check the wave patterns, since this truck’s computer seems to think everything is just hunky-dory.

I’ll bet if this PCM could talk right now it would probably be saying something like, “Hey, what’s your problem? Everything is fine here; me (the PCM) and all the sensors are just sitting around have a good time. Don’t see what all the fuss is about.” (Stupid computer…! Doesn’t even know when it should be telling me something important. A service code would be nice right about now. But, no… that would be too easy.) Well, it did end up being the cam and crank sensor, even though that pesky PCM didn’t seem to care.

It didn’t stop there. Later, another job came in with an A/C problem. This one was a 2008 Acura. The pressure levels were good enough to kick the compressor on, but no clutch engagement. I’ll try talking to this car with a scanner. Oh, would ya look at that… it says, “Everything is fine, no codes here. Don’t know what your problem is, we’re all having a great time under the hood.” (A few choice words seemed appropriate right about now.)

This is crazy; two jobs in a row where the computer is supposed to be helping me diagnose the problem are both saying there is no problem? A little more checking and a few more choice words I had it solved. (Had to go through the instrument control module that’s where all the A/C information was at. The prints referred to the instrument cluster as the “Instrument Control Module”. As if checking for an A/C signal by way of the cluster wasn't confusing enough already, you had to go and rename the dang thing.) It turned out to be bad compressor after all of that. Still no codes, though.

I thought I was done, done with all these weird problems… but no… they come in threes don’t they? Now it’s this 1998 Chevy van’s turn. This van had the propensity to shift all the way to high gear, before it even passed 30mph. It wasn’t a harsh shift, it wasn’t a slip… it just shifted super-fast. My buddy Jeff, over at the transmission shop checked it out earlier, and determined that it was an electrical problem. This didn’t sound easy to diagnose… but like Jeff said, “If it was easy, I wouldn’t be bringing it to you.” (Remind me to thank you later, Jeff.)

The first thing I did after a test drive was scan it. Oh please…not again… are you kidding me? It’s another no codes present scenario. I swear I heard a little snicker from this van’s computer.

As if it was saying, “Don’t know what to tell ya, we’re all fine in here.” (You know there are times I think those little electrons are just laughing at me.) At this point I’m thinking an internal computer glitch, but I better play it safe and try to recalibrate, or at least see if there’s an update for the PCM. There was, so I downloaded the info into the van’s PCM.

Another drive test… no change. Codes? … Seriously you thought there would be codes? NOT! After removing the PCM it wasn’t hard to spot the water damage inside the unit. After installing the new PCM a code popped up. Wow… a code? A real code! Hmm, transmission TCC solenoid. The Tech II couldn’t activate the solenoid either. I better call Jeff. By now we both had enough of this job, and after a brand new (not reman’d) PCM was installed, neither one of us were thinking it could be a bad computer… must be the solenoid. But, it wasn’t the TCC solenoid; it was the brand new computer. (Choice words again… they seem to be popping up more frequently, have ya noticed?). Another computer, another reprogram, (Third time programming the same van, by the way) … finally… everything is working.

What should I expect next? Maybe some more brand new “bad” parts? Maybe it’s Jeff’s turn for wacky repairs. Maybe … it’s another lawnmower fiasco? Maybe I should start triple checking things instead of double checking. Who knows? But, like my buddy Jeff tells me, “Whatever it is… good or bad. They come in threes you know.”


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That crank sensor on those 8.1's ain't a picnic to get out either. Barely enough room to get a few fingers down to the sensor, and barely enough room between the head and the firewall to get it out. Dang thing is about 6 inches long, slender, and in there tight. Grrr!

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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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