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Frustration

 

It’s early in the morning, time to get ready for work, the morning breakfast and the obligatory cup of coffee are down the hatch, dogs fed, paper picked up, time to go. You make your way to the car, hop in and turn the key…crank, crank, crank… the whirl of the starter motor is all you hear. What now? What a way to start the morning. Your knowledge of cars goes about as far as the key in the ignition and where to put the fuel in. Panic sets in. It’s one of the many frustrations of modern life that has just become a part of your morning.

 

In your panic mode you can picture all of your plans for the day are going to be ruined. Immediately you start dialing the phone. First you call the boss and tell him you’re having car problems, then a call to the guy in the next cubicle to see if he can give you a ride to work. Next you call the wife and tell her the good news. Of course, she reminds you that you’re supposed pick the kids up from school and to take them to soccer practice, and you’re supposed to pick up your suit from the dry cleaners on the way home today. Today is not your day, and the frustrations just keeps piling up. All because the car wouldn’t start.

 

The first tow company you called is backed up with other calls, so you try the next one. They can make it in about an hour. Then you finally make the call to the repair shop. They’re backed up too; they can’t get to it until later today or possibly tomorrow. Your voice starts to show signs of frustration as you talk to the service writer. (Believe me, the service writer can tell.) Then in a fit of desperation you ask the service writer, “Is there anybody else who can get to it quicker?” The service writer hesitates for a moment, gathers his thoughts and says, “I’m sure there is sir, but let me see what I can do about getting you into the shop a little quicker, but no guarantees.”

 

You’re first lucky break of the day. He’s going to try to squeeze you in. Ok, things are looking up for a change. Your frustration level drops a notch, but not by much, you still have to figure out what to do about soccer practice, the dry cleaning, and how much is this all going to cost. At least your ride showed up to take you to work… work, I almost forgot… gotta go.

 

You’ve made it into the office, but you’re still worried the repair shop won’t get to your car soon enough. Even though it’s only been an hour or two, and for some reason the original conversation with the service writer about the possibilities of squeezing you in were slim seems to have slipped your mind. You figure now is a good time to call them, and see what they found out about the car.

 

The service writer you spoke to earlier doesn’t answer the phone this time, but a different one instead. Your frustration leads you to believe you need to go through the entire explanation of the problem all over again, even though the guy on the other end of the phone said it wasn’t necessary, because he has your work order in front of him with everything you told the previous service writer. The service writer tries to explain to you that the car has just arrived, and it will be a bit longer before they can make room in the shop for it, but your stress level has almost reached its maximum. The frustration keeps mounting as you plead with the service writer to get your car in as soon as possible, which only puts him under even more of a strain than he was before you called. Mainly, because you fail to realize… you’re not the only one whose car isn’t running.

 

The two service writers converse, and decide to push this one through the shop a bit quicker. Now the frustration has passed from the customer, to the service writer, and then ultimately to the mechanic. The service writer taps the mechanic on the shoulder, who is busy reading some scanner information on another problem car. The service writer says, “Hey Hank, can ya put that stuff down for now? I’ve got a rush job for ya.” The service writer stands over the tech, nervously tapping the work order into his open palm as the mechanic mumbles something under his breath, and slowly puts the scanner down and takes a look at the work order.

 

“Yea, fine, leave the work order with me, and log me in on it. I’ll get off of this one and start on it,” the mechanic tells him as he writes down a few reminder notes as to where he left off on the car he’s currently working on. The mechanic then heads out to the lot with the keys and hops into his new “rush” job for the day. He turns the key, VROOM the engine starts. More under his breath comments come to the surface. The mechanic drops it into drive and pulls it into the service bay. After a few regular checks, codes, fuel pressure, gas level, battery connections, etc… the results are… “Unknown failure. Cannot duplicate the no start condition at this time. Advise the customer that we can either keep the car for a few days, and try it off and on, or they can keep track of it and let us know.”

 

Now the mechanic is frustrated. Pulled off of a job that has a legitimate no start condition to an intermittent “rush” job that doesn’t seem to have one. Now the frustration starts back up the chain, from the mechanic, back to the service writer, and of course, ultimately back to the customer.

 

The car is started periodically all day long, up until the time the customer comes to pick it up. Frustrated, angry at the situation, and more than a little upset that the shop couldn’t find the problem the disappointed customer drives off. The next morning the service writer calls the customer to see how things are going. “It started just fine this morning,” the customer tells him. “Great,” said the service writer, “I’ll check in with you for the next couple of days and see how it’s going.”

 

Finally, it wouldn’t restart, and stayed that way long enough to get it checked out. An intermittent fuel pump and relay was the problem. Nearly three weeks after it all began, the frustration finally ended for everyone. This fast paced, modern world we live in can be frustrating when all these modern conveniences fail to cooperate. Dealing with the stress of it all is different at each level, and it’s hard not to get frustrated over such things. But, it sure would be nice if we could.

 

 


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Posted

Story has a nice ending, which is not always the case. Interesting that the service writer would call the customer to see if things are ok, when in reality most of the time it is the customer that has to initiate the call, as most shops are way to busy. Maybe not everywhere, but that's the way it is in my area.

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Posted

Yep, frustrating....from every angle. Nobody is left out of the stress of an intermittent problem.

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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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