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Soon To Be New Shop Owner In Tn


Superman

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My name is Bruce, located in southern middle TN. I have beeen a mechanic/technician for 13 1/2 years. I am working on going into business with someone. He currently works at his brothers transmission shop. His brother wants him to buy him out. He wants to do this and partner with me to move the shop into town and expand into more than just transmission work, it is currently out in the boonies. There is a building we are looking at that is on the main drag about a 1/2 mile from the interstate that was booming when the previous owner ran it right. But he lost interest and started doing other things. He would close in the middle of the afternoon or just not open at all if he didnt feel like it.

 

I have been reading on this site the past few days and there is a lot of great info here.

 

A little about my username, I am proud of it. I have been at my current job for over 4 years. The very first job I got was diagnosed as a burnt valve on a Chevy 3.1, by one of the other guys at the shop. I didnt think it had a burnt valve so I spent a little time on it and the injector was stopped up. The tech that diagnosed it as a burnt valve started calling me Superman.lol

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Congratulations and best of luck in your new venture. I am going to assume (the term Super Man is a tip off) that you are probably a top notch mechanic. That's good, and equally important for business requires a profound understanding of the business side of running an auto service center.

 

The trend toward more general repairs from former transmission shops and other specialty shops is a growing trend in many sectors of our industry. The combined knowledge of your future partner and yours will compliment each other nicely.

 

My advice for you and your partner, get everything down on paper NOW. Even though you are a partnership, you need to clearly define each other's roles, job descriptions, tasks and responsibilities. Base this on each other's strengths. And, don't overlap this plan. For example, if you determine that on of your responsibilities will be in keeping track of inventory, cores, returns, then only you should do it. Divide and conquer.

 

Also, create a business plan, with as much detail as possible. Success is in the details.

 

There is so much info on this site and don't forget about the blogs and articles too.

 

Good Luck again! And stay in touch!

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Thanks for the welcome and the advice. But the the term Superman is just what I described in the OP.

 

"A little about my username, I am proud of it. I have been at my current job for over 4 years. The very first job I got was diagnosed as a burnt valve on a Chevy 3.1, by one of the other guys at the shop. I didnt think it had a burnt valve so I spent a little time on it and the injector was stopped up. The tech that diagnosed it as a burnt valve started calling me Superman."

 

The way I understand it is he started calling me that because he felt that I "showed him up" and he didnt like the new guy showing him up. He never would tell me why he called me that, I found out from one of the other techs later on.

 

As far as being a top notch mechanic, I can hold my own. I know there are better techs out there.

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  • Have you checked out Joe's Latest Blog?

         13 comments
      Most shop owners would agree that the independent auto repair industry has been too cheap for too long regarding its pricing and labor rates. However, can we keep raising our labor rates and prices until we achieve the profit we desire and need? Is it that simple?
      The first step in achieving your required gross and net profit is understanding your numbers and establishing the correct labor and part margins. The next step is to find your business's inefficiencies that impact high production levels.
      Here are a few things to consider. First, do you have the workflow processes in place that is conducive to high production? What about your shop layout? Do you have all the right tools and equipment? Do you have a continuous training program in place? Are technicians waiting to use a particular scanner or waiting to access information from the shop's workstation computer?
      And lastly, are all the estimates written correctly? Is the labor correct for each job? Are you allowing extra time for rust, older vehicles, labor jobs with no parts included, and the fact that many published labor times are wrong? Let's not forget that perhaps the most significant labor loss is not charging enough labor time for testing, electrical work, and other complicated repairs.  
      Once you have determined the correct labor rate and pricing, review your entire operation. Then, tighten up on all those labor leaks and inefficiencies. Improving production and paying close attention to the labor on each job will add much-needed dollars to your bottom line.
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