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A Visit from a Retired Shop Owner

 

 

An elderly customer came to the service counter one day and asked if I had time to check his car out. I asked him what was wrong with his car, and his reply was more than revealing. It was a text book answer, just what a service writer or mechanic would like to hear. His reply was precise enough to inform me of what was going on, without any of the usual hype or meandering/misleading stories that are common. Every Tech and Service Writer has heard things like, how the car used to be blue before it was repainted or how the problem started after leaving their friend’s house, or when the left rear tire went flat. Not this guy. I asked him what the problem was, and he promptly gave me the answer… nothing more, nothing less.

 

I wrote down the symptom and headed out to the shop to do what I do. As I grabbed the keys I told him, “I’ll see what I can find out.”

 

The customer nodded his head, and told me he’d wait in the lobby for the results of the tests. No odd questions, no stories of what the last guy did, or any “while ya got it could ya look at this”. In all my years of diagnosing cars it’s rather rare for someone to know that the first thing in any repair procedure is to find out what’s wrong, and not just ask me what I “think” it is before spending money on a diagnostic procedure. He seemed to know what I was doing and knew that I’m not just “looking” at the car as some people put it.

 

I finished the diagnostics, and headed up to the waiting area to inform him of the results. He listened intently as I explained what I had found out. Then he asked, “I take it the short fuel trim numbers indicated a lean condition? Did you run a power balance test? It’s starting to sound a bit like an intake air leak at this point, did ya find it?

 

I said, “Yes, I ran all those tests. It led me to a collapsed PCV hose that also had a huge slit in it on the back side of the throttle body where you couldn’t see it. The short fuel trim numbers did indicate a lean condition. I confirmed the short fuel trim readings by spraying a bit of carb cleaner down the throttle body to see if the numbers changed. They did.”

 

“Yep, that would do it,” he said with a smile, “Sounds like you’ve got it. Easy fix from this point. That sure would change the stoichiometric value, wouldn’t it?”

 

His questions and reply’s weren’t the usual type of responses I get from the usual customer. This guy was different. There’s something behind all of his questions and answers. This is something that I’d like to diagnose as well as the car. Nobody that I know of ever comes to the repair shop with the correct response. Nobody that I know of ever comes to the repair shop knowing the ideal tests that are needed, and nobody I know of ever understood all the technical stuff I throw out.

 

I had to ask, “Say, you seem to know a few things about diagnosing today’s cars. It’s very unusual that somebody comes here and knows which tests are going to track down the problem. But you seem to know a lot more than the average guy, how’s that?”

 

The gent sat up a little straighter, smiled and said, “I retired about 20 years ago, and before that I ran a small repair shop east of here for about 35 years. I still keep up with all the new technology and enjoy working on cars, but the old eyes and knees can’t take it anymore.”

 

Wow, a fellow mechanic and shop owner… I’m impressed. Of course that started all kinds of conversations about cars, repairs, customers, mechanics in general, and life under the hood. His stories were so remarkably close to what I’ve seen in my 30 years that it put a smile on my face as well. It’s safe to say I found a new friend. Later we got into what it takes to own and keep a shop going. His insight was interesting to say the least. But, I did have this one nagging question I was dying to ask.

 

“What do you think is the most important attribute to get customers to come to your shop and not somebody else’s?”

 

He had a one word answer, “Luck.”

 

Now I have even more questions.

 

“What’s luck got to do with it?” I asked.

 

“Luck is what you have. Luck is what gets them in the door. When you have a new customer’s car in the shop, someone you don’t know, or has been referred to you, and you diligently diagnose it, make the repair, and settle up the bill. What is the one thing they all tell you just before they walk out the door?” he profoundly asked.

 

I didn’t have a clue what he was getting at.

 

He went on to tell me, “They all say, “I’m going to tell all my friends about you, and I’ll recommend you.”.

 

Then he asked me a question, “Now, how is it these folks are so darn sure what you’ve done is so good that they’ll recommend their friends, even before they checked what you’ve done? Their perception of the repair is based on what they’ve heard you say, and not what you’ve done. If you’re like me, every job is done with the same care as any other job. But, it still comes down to what the customer thinks of the whole thing. Good work, a good shop, and a good attitude are very important… but a little luck doesn’t hurt either.”

 

His explanation went on, “In other words your work doesn’t speak; your accomplishments in the shop go unnoticed. Because for a lot of people what they are after is trying to find a good mechanic, and when you do something for them… luck is in their favor. We’re not perfect and even the best mechanic will get stumped once in a while, and even if you make things right it’s still their perception. A perception that isn’t about you…or me…but mechanics in general. Most people think all mechanics are just wrench turners and nothing more. They don’t see the hours of education and study we put into knowing how to do this job. A lot of people feel that a guy with a few wrenches in his driveway can accomplish the same thing as the professional mechanic… and that makes that driveway guy just as much a mechanic as you and I in their eyes,” he proudly proclaimed.

 

As quirky as it sounded and for even quirkier reasons… it all started to make sense. I guess after all the years he had been turning wrenches he had a great deal of luck too. It was a great conversation with a retired mechanic that day, and I felt pretty lucky to have met him too.

 

 

 


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well, what a wonderful story to tell. I think he is right. Luck, could bring in lot's of customers, the first time, but in order to keep them, it has to be more then that!

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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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