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It's funny because I actually said this would start happening not even 2 weeks ago. So the service manager for a Chrysler, Jeep, Dodge dealership called me today to see if we could swap an engine in a 2006 Dodge Durango with a Hemi. He said he can't find engines and it's too hard for their mechanics... Now this is no small dealership so I'm guessing they can't find mechanics that want to work for peanuts. Of course we accepted so we'll be swapping the engine.

 

 

Posted (edited)

Just did one last week, got paid 19.7 Hours for long block R&I, plus 5 hours for diagnostic and failure confirmation tear down. Make sure you get a nice premium on your hourly rate, you must make a decent profit in order to prosper.

 

It is my observation that the dealers do not want to do this type of work because it takes their techs away from doing the most profitable type of work which is maintenance.

 

I do this type of work as a filler when maintenance business slows down, but even then I mark up my hourly rate to average out for any loss.

Edited by HarrytheCarGeek
Posted

Sounds close to what I billed. My quote was assuming 30 hours of labor time as I seem to remember the last hemi was a bear.

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  • Have you checked out Joe's Latest Blog?

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      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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