Joe Marconi

Funny! Oh man, you nailed it with this one! That gate you speak of is a portal from a dimension that is unknown to people like us. We know it exists, but we have never been there. In that dimension you will find all those undesirable people and cars you speak of. How else to you explain it? Oh, this dimension seeks out and finds repair repair shops. Bad news though, I don't know of any type of welding rod that works with "portal dimensions"

So true! Great comment!

All great comments. Opening Saturdays is a business decision. If it doesn't make economic sense and you can organize your work to become efficient in 5 days, that's great. I think it also depends on your community.

I finally got my AAA approved repair shop status, but not sure how this will affect me. Each state or region in the U.S. is different. Thanks for posting this, I will need to do some research.

As shop owners, there are times that we feel we are on an island. We need to push on in spite of the challenges around us. Life throws us curve balls. We have all been there, that's for sure.

Many great analogies and a lot of fun to read. You have a real talent to see things from a very interesting perspective. It's like and adventure each week to see what you'll be writing about. Great stuff!

As many of you know, in addition to being a shop owner and cofounder of AutoShopOwner.com, I also work for Elite as a business coach and also present business seminars. But, I want to remain as neutral as I can. ASO is an open forum and I want everyone to be able to express their opinions. That's why you will not see me promoting myself on the forums, it's not the right place to do that. What I can tell you is that understanding the numbers of the business and setting goals is your pathway to success. A great resource for understanding business and numbers are: Mitch Schneider's books, here's the Amazon link: http://www.amazon.com/Mitch-Schneider/e/B001K8TY4O/ref=dp_byline_cont_pop_book_1 I have read them all, and even though they were written a few years back, they still apply today. As far as seminars, I really can't comment on other companies. I can tell you that the Elite Fly with the Eagles Course is a 5 day powerful seminar that lays out the foundation for shop owners, covering key performance numbers, cost control, employee management, hiring employees, marketing, time management and a lot more. Again, I want to remain neutral on ASO, if anyone would like more info, you can always email me.

Thanks for sharing the tip, this is of great value and one of the reasons why the forums are so powerful! Thanks again!

Interesting point!

Best of luck and don't be a stranger to the forums.

All great reasons why we need to stay the course and conduct business as professionals. Another story: A customer with an old BMW bought a starter at the local AutoZone. He wanted us to install it. My manager insisted that we perform a battery/starter test first. After a lengthy discussion which bordered on an argument, the customer agreed. The problem was not the starter, it was a corroded starter terminal. But here's the other side of the story; the customer could NOT return the starter to AutoZone. Every shop owner has similar stories.

I agree. Proper scheduling will help with billable hours.

First, it's always good to celebrate and reward accomplishments. The only word of caution; put the emphasis on people, quality and customer service first. I am not suggesting that the numbers of the business are not important, they are. But you must reach people but rewarding the intrinsic values people have: Self motivation, helping others, team work and the desire to perform at one's best. When you promote these attributes, the rest will fall into place. Now, with that said, every business is different with what it needs to be successful. Some of the key numbers that shops need to track are: ARO, part profit, labor profit, shop/tech efficiency, shop/tech productivity and your expenses. There are benchmarks, but to be honest, I am not sure if using benchmark numbers should be used without understanding your business. I recommend speaking to an accountant or taking a shop management course for shop owners. Common benchmark number for the most common KPI's: Part GP: 50%, Labor GP: 70%, Expenses: 40%, productivity 80 to 90% and efficiency: Over 125%. BUT PLEASE, these are common benchmark numbers, I strongly advise you to do your due diligence on your business.

As shop owners, what we say to our employees and how we act is important in how others view our ability to lead. It’s crucial to be consistent with your policies and with everyone you employ. Never show favoritism and follow through on all promises and commitments. The morale of the shop starts at the top. The shop owner, the leader, sets the tone. We all know how hard it can be to remain positive and find the good in people and that silver lining each and every day. But, if we are poor leaders, inconsistent and convey a negative demeanor, the results will be damaging to not only to morale, but to the success of the company.

Source: Be consistent with what you say and do

Great article! The way you express what we go thru on a daily basis is amazing. I once had a customer accuse me of removing his tires and mounting a cheaper set. Why in the world would anyone do that?....you know...as I write this post I think I just felt it...something under my feet just moved...

I know many shops that need car counts and are still feeling the effects of a rough economy. It's hard to say no to a job, any job, at times. So, when a customer arrives at your service counter with a set of pads and rotors on a real slow day, it's hard to say no. But, the truth is, as an industry we are hurting ourselves in the long run. We survive on profit from parts and labor. And what about part quality or warranty? We are still responsible for the job we do. Try explaining to a judge that it was the customer's "Part" and not your "workmanship". And unless you are willing to boost your labor by 50% or better, you are losing big time by installing the customer's parts. Like I said, I know it's hard at times, but we would all be in a better place if we stood together on this one.

Does your management system have a calendar? Scheduling is not an easy task. You need to balance profitable work, emergencies, service work and waits (if you have customer waiting). The key thing is to make sure you have enough opportunity to book labor hours. If you run the shop like an emergency ward, you may find that labor production suffers. It's hard to say no, but you cannot be everything to everyone. Your best customer will understand. Try to stick to a schedule and leave open slots for those jobs you truly cannot say no to.

I think it's a great idea. Cars today can easily last 200k or more. It could even be promoted thru social media, where it could gain traction. I would promote the fact the preventive maintenance is the key the lowering the cost of car ownership and extending the life of your car.

Welcome to ASO! Don't be a stranger on the forums.

I don't have the entire answer, but the fact remains that for the most part we need young people to enter into the workforce and remain there. I believe it is the responsibility of the present-day shop owners to do whatever they can in their communities to help create a pathway for these young people. I know many of them cannot hire just anyone, but perhaps a shadow program or some type of internship? Everyone where I go and everyone I speak to continues to complain about the lack of quality techs, we need to do more than just complain.

What a story! The young boy is destined for greatness!

I think that's what separates the "traditional mechanic", from a parts changer. I have known many speedy mechanics in my time that can beat the book on anything from a clutch to an engine swap, but when their backs against the wall with a problem, they fall flat on their face. Being able to think abstract is a talent, and something you cannot teach to someone. I would love to sit down with a few veteran mechanics and trade MacGyver stories.