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Posted

Today we saw a 2000 jeep grand Cherokee in for a overheat. Back story is the customer came in last year (end of last or beginning of this) for a low oil pressure concern. After looking at the vehicle it was found the cooling system was completely chocked full of rust/contamination. Customer states vehicle was low on oil causing low oil pressure, we drained approximately 18 qts of engine oil from the vehicle, the engine oil was actually over the cam. (No oil/water contamination. The vehicle also fails a block test so the head is removed and a blown head gasket is found (visibly blown). we flush the cooling system with vc9 a Ford flush solvent and then follow up with subsequent flushes using bg products. The system had been neglected for a long time and even after the head had been hot dipped and radiator replaced we still had contaminates present but it was much less severe than initially seen. The customer was under time constraints and demanded to complete the flush himself.

Skip forward to last month and the vehicle comes in for a boil overflow. Over flow hose chopped over the fan (looking back I probably wouldn't have accepted a decline on the fan shroud), cooling system and system contaminated again. My first though is blown head gasket or cracked head. Test for combustion gas in cooling system with none present, run vehicle to operating Temps and test drive, return to the shop and no combustion gas in coolant. Cooling system slightly pressurized after test drive but not extreme. However when engine was shut off coolant rushed out into the overflow. Cooling system pressure was watched and operated within range. flushed again and replaced the cap. Fixed all the other small issues and gave it back. Comes back today with combustion gas in coolant and violent expulsion of coolant. Thinking now we've got a cracked head which isn't all that uncommon.

As I mentioned above the head was checked by a machine shop and they were aware of all symptoms present. I was billed for pressure testing, magnaflux and surfacing.

Now I'm prepared to accept partial liability to save face, and looking back I likely would have handled the first job differently. I'm thinking of covering labor (parts store is covering the gasket set) and letting the customer find and pay for the head, or we'll sell a reman with markup. This won't be painful as the job is fairly easy and straight forward and we do quite a few. Honestly the customer (and family) are a little sketchy and the can become verbally agressive and even when given a typical quote are know to go off. They'll accuse you of damaging their vehicle and driving all the gas out, go shop to shop cussing about the last.

 

My questions are A: how do I word this to the customer to save face and avoid. I'm currently thinking about pointing out the huge discount directly after mentioning the head purchase.

B: should the customer cover coolant and fluid expenses?

C: is it truly a fair deal for the customer that we're paying labor and parts with the exception of the head?

D: cylinder 6 was scored last head removal, should I push for a whole engine job to cover my but and avoid being married to this thing forever?

 

I've considered the fact that we're not truly to blame here, and that the machine shop missed a crack, or it just occurred, and the warranty is nearly expired. But no more of an issue is it will be for us to handle it I don't see why not help a customer out.

Any advice is greatly appreciated. I've never had any professional service writer training so this forum is extremely valuable!

 

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Posted

Unfortunately, the "you touched it, you own it" principle applies here. If you are dealing with a reasonable customer, you should be able to work out a compromise, but it doesn't sound like you are in that situation. Do you want to keep this customer? Will they trash your reputation if they aren't happy with your solution? Most shop owners have had to bite the bullet on similar situations just to make them go away. The problem is knowing when to back away from an ugly vehicle that may have multiple problems, but nothing offends a customer more than telling them you don't want to work on their car. There is no correct answer here. You have to cut your losses and move on to profitable work.

  • Like 1
Posted

I would install an engine (probably used). You may pour money into a head job again and have similar issues a month later. Install an engine with supplier parts and labor warranty and move on.

 

This is the reason I try to stay away from head jobs, trans repairs etc...

  • Like 1
Posted

I just verified it is in fact out of warranty. But I still think I'll cover it. My thought is showing a large discount for labor and the head gasket set, and mention this. Also disclaim that the work is being done outside the warranty period and that the repair was done in good faith and did not offer an additional warranty unless said warranty is offered on cylinder head. I could offer them a credit for the labor and head gasket for labor of the engine replacement. From a customer standpoint how does that sound? My shop is offering my roughly $1000.00 in labor credit, or should I chop it to $500? I'm not so caught up on keeping the customer but I'm pretty caught up on doing the right thing. Pretty rough day, couple warranty jobs that we had no part in the failure lol

 

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Posted

Umm why are you offering to pay the labor? They had major issues/neglect when they brought in the first place. It shouldn't have been flushed that much, it should have been replace. Who knows what the block looks like if you had to flush the radiator that much.

 

Simply tell customer that this is an issue cause by having 18qts installed, a horrible maint schedule, and it sucks, but the correct way to fix it is a remained motor which will be $xxxx.

 

No reason to bow down and take it in the wallet. These ppl seem to bitch about all their past mechanics, so let them bitch about and and more on to more profitable work.

 

It should have been a motor from the start with over oiling and rust issues like that. Learn from it. Good luck!

Posted

Umm why are you offering to pay the labor? They had major issues/neglect when they brought in the first place. It shouldn't have been flushed that much, it should have been replace. Who knows what the block looks like if you had to flush the radiator that much.

 

Simply tell customer that this is an issue cause by having 18qts installed, a horrible maint schedule, and it sucks, but the correct way to fix it is a remained motor which will be $xxxx.

 

No reason to bow down and take it in the wallet. These ppl seem to bitch about all their past mechanics, so let them bitch about and and more on to more profitable work.

 

It should have been a motor from the start with over oiling and rust issues like that. Learn from it. Good luck!

Then they definitely wouldn't have done the work and gone crying to everyone in town lol

Were paying labor because it's a pie job I can knock out in short order and won't even feel it.

 

 

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Posted

Recap Customer neglects engine and blows head gasket.

Customer refuses to let you finish flush.

Customer returns past warranty with possible head damage.

Now you want to warranty the work?

  • Like 1
Posted

Recap   Customer neglects engine and blows head gasket.

              Customer refuses to let you finish flush.

              Customer returns past warranty with possible head damage.

              Now you want to warranty the work?

Well since you put it like that lol

Point taken.

 

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Posted

I am learning that discount is a dirty word (LOL). I think back to all the times ive caved and offered a discount. I don't want to build a culture of discounts at my shop. We are honest, do great work, and care about our customers. On top of that we spend tons more on training and specialty tools than almost all the shops in the area. I am sure you have the same ethos otherwise you wouldn't be offering a discount however you deserve to be successful and make a good living. Giving into customers that don't do the right thing and put their problems in our laps is not the right way to go about things. Believe me I've had years of experience doing the wrong things!

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  • Have you checked out Joe's Latest 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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