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Seem to be having a problem with our mechanics in going beyond the alloted diagnostic time we are charging.

 

For example, customer brought in vehicle complaining of engine noise. Charged 1 hr diagnostic time upfront. Told mechanic to start off with basics . Mechanic returned an 1hr later and requested to remove cover to look at timing components (Much more labor & parts involved than initially anticipated) and look at other systems of the vehicle.

 

How would you handle this situtation? Seems to be a reptitive problem, and I feel we are investing too much time in a diagnostic and might scare away customers with diagnostic time, and ultimately not getting the job.

 

Thanks for your thoughts and opinions in advance.

  • Like 1
Posted

 

Sure, let's say a customer comes in for a engine miss fire.  After verifying the misfire, we will sell a package of tests like this:

 

- Visual inspection of under hood and related components

- Condition of air filter and fluids? Fuel filter (if applicable)?

- Battery and charging system test

- Scan on board computer, obtain error codes and other key information

- Perform component and system checks, determined by error codes

- Check for factory bulletins and known problems

- Test ignition components, fuel system tests (condition of fuel), cylinder balance, vacuum and back pressure tests

- Isolate engine misfire

- Perform enrichment to rule out lean miss

- take into account miles on engine, age/condition of spark plugs, fuel filter and other service items

- Determine cause for misfire and needed repair

 

All above for $ XX.XX

 

(Mr. Customer) If the above reveals that the problem is engine mechanical, we will need to perform the following...

 

- Perform all above tests and determine engine misfire is a mechanical issue

- Compression test, running compression test, if needed.

- Combustion chamber leak down test, if needed

- Check for internal cylinder head problem

- Check for valve train problem

- Insure engine valve timing is correct

 

Review all data, report to customer and discuss needed repair

 

Additional $XX.XX

I think this is the absolute best plan for this industry that's ever been. I have a hard time implementing it but we're working towards it. We've all got to start setting expectations for our customers, of more shops would do this we might see things (in regards to customer relations) would improve!

 

Sent from my SCH-I605 using Tapatalk 2

 

 

Posted

We have used the diagnostic trees on All Data or Identifix as a sales tool. When we pull the code(for free like the parts stores) we will then print out the tree. We will then show the customer the"tests" we will be performing and letting them know the cost associated with that test. Once we have the results of that test we may have the cause and the repair needed, or we may need to move on to additional testing. The customers may not quite understand what we are doing, but it at least gives them an idea of how the process works to diagnose a car.

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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.
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