NOLN - October 2019

MANAGING MILLENNIALS

OPERATOR SURVEY PT. 2

OCTOBER 2019

FIND YOUR MISSION Why discovering your purpose is key to generating employee buy-in

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October 2019

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inside this issue

Features

16

THEN AND NOW A lot has changed in five years. Take a look at the biggest issues from 2014 and see how things have—or haven’t—changed.

22

TRUE SERVICE In the mountains of West Virginia, one quick lube shop’s profits serve a larger purpose.

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2019 NOLN OPERATOR SURVEY Part two of the industry survey is out now.

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POISED FOR GROWTH Confidence in the quick lube industry’s product has brought interest from investors to some of the biggest brands.

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MULTIGENERATIOAL MANAGEMENT Understanding how younger generations approach the workplace

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STOCKING UP How would your operation change if your supply orders took weeks to arrive? A case study in inventory management.

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STAYING COMPLIANT A Q&A with the Automotive Oil Change Association’s policy advisor on making sure your products are labeled correctly 4

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inside this issue

IN EVERY ISSUE 10 AROUND THE INDUSTRY 38 TECH SPEC: 2019 CHEVROLET COLORADO 40 RECALLS 62 PRODUCTS & SERVICES 64 CLASSIFIEDS 65 ADVERTISERS INDEX Viewpoints

8

FROM THE EDITOR What do we do each day?

10

By Bryce Evans

56

ASSOCIATIONALLY SPEAKING This month features industry CEO and board member Amber Kossak

By Bill Floyd

58

MAKING IT HAPPEN Making sure your customers get exactly what they need when visiting your shop

By Kit Sullivan

60

ABOVE AND BEYOND Thinking about dipping into diesel service?

Here’s what you need to know.

By William Nonnamaker

38

66

TRAIN LIKE YOUR WALLET DEPENDS ON IT Practice makes perfect

By Lenny Saucier

Calendar of Events November 5-7

AAPEX Las Vegas, Nevada www.aapexshow.com

April 6-8

iFLEX San Antonio, Texas www.aoca.org/page/iFLEX.com

On the cover: Michael Ellis, Stephen Finn and Kevin Bode photographed by Mark Shephard.

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LETTER FROM THE PUBLISHER

‘Change your oil, change a life’

President

Jay DeWitt VP and Publisher

Chris Messer cmesser@10missions.com VP Content and Events

Sometimes, I find it very difficult to explain my job to people—at least in the sense of describing what it is about my work that makes it fulfilling to me. And I think most people who are passionate about their work will relate to this.

What do we do each day?

There are simple answers. You may say that you run a quick lube business. I’d say I’m an editor of a magazine. But that’s where the simple explanations feel like they fall flat, right?

Journalist, entrepreneur, technician, shop manager—it’s hard to say that the labels of our roles truly explain the purpose we find in them.

The headline for this letter was swiped directly from our profile feature this month on Ranch Quick Lube in Morgantown, W.V. That’s their slogan; “Change your oil, change a life.”

Read the feature to get the full story (“From the Mountain to the Lower Bay,” p. 22), but here’s the gist of it: Stephen Finn and Kevin Bode designed their quick lube business to provide financial support to nearby Chestnut Mountain Ranch, a “school and home for boys in crisis and in need of hope and healing,” according to its website. There are reminders of this throughout their facility, in their marketing, and on their website. It’s prevalent everywhere that the Ranch Quick Lube brand appears. It’s just as obvious to every technician working in a bay as it is to the customer that pulls in her vehicle. This operation’s purpose is clear.

For the rest of us, it’s not always that simple—or at least, it’s not as overt. But for anyone who’s passionate about his or her work, it comes down to the purpose behind the work, the “why” we do what we do.

Our goal is to make NOLN an indispensable resource to you in operating your business.

We only succeed in our work if we help you become more successful. That’s our purpose, and that’s what we work toward every day. Hopefully, you see it in the pages of the magazine each month, just as your customers and teams can feel the impact of your work each day. If you operate and lead with purpose, it’s apparent to others. It doesn’t need much explanation.

Bryce Evans bevans@10missions.com Editorial Director

Anna Zeck azeck@10missions.com Associate Editor

Matt Hudson mhudson@10missions.com Associate Publisher

Andrew Johnson ajohnson@10missions.com Advertising Sales & Marketing

Kyle Shaw kshaw@10missions.com Customer Success Representative

Shayna Smith ssmith@10missions.com Client & Sales Service Specialist

Jen George jgeorge@10missions.com Art Director

Zach Pate Graphic Designers

Mitch Bradford, Fue Vang Integrated Marketing Designer

Dylan Novacek Production Assistant

Lauren Coleman General Manager and Production Manager

Mariah Straub Senior Digital Media Strategist

Tiffany Fowler Sales Service Representative and Bookkeeper

Meghann Moore

CONTRIBUTING WRITERS

q BRYCE EVANS is the vice president of content and events at 10 Missions Media, overseeing the company’s four national business-building publications—National Oil and Lube News, FenderBender, and Ratchet+Wrench—as well as its array of live events, multimedia and digital products.

Bill Floyd Amber Kossak William Nonnamaker Lenny Saucier Kit Sullivan

October 2019 Volume 34 s Number 10 ISSN 1071-1260 NOLN, Vol. 34, No. 10 (ISSN 1071-1260), is published monthly by 10 Missions Media, LLC, 571 Snelling Avenue North, St. Paul, MN 55104-1804. Copyright ©2019 by 10 Missions Media LLC. All rights reserved. NOLN content may not be photocopied, reproduced, or redistributed without the consent of the publisher. Application to mail at periodical rates is pending at St. Paul, MN. POSTMASTERS Send address changes to: NOLN, 571 Snelling Avenue North, St. Paul, MN 55104-1804.

Advertisers — Advertising rates are available upon request. Please contact Kyle Shaw for display advertising deadlines, Internet advertising and other information.

Contact Shayna Smith for classified advertising information.

All correspondence and inquiries should be directed to our business offices: 571 Snelling Avenue North Saint Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 web 10missions.com For high-quality reprints or e-prints of articles in this issue call 651.846.9488 or email reprints@noln.net.

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AROUND THE INDUSTRY

With 278 million cars on America’s highways and byways, there’s over 5 million delayed brake jobs, nearly 7 million unchanged tires and 11 million cars in need of an oil change.

Valvoline Adds to Network

The big recent news for Valvoline was its acquisition of Minit Lube in Alberta. It will give the company six new locations, which will operate as Great Canadian Oil Change.

The company also announced the addition of five franchised shops in New Jersey, one franchised shop in North Carolina and one more franchised shop in Maryland.

Valvoline also added company-owned locations in Virginia, Texas and Tennessee.

Take 5 Adds 7

Take 5 Oil Change announced the acquisition of Bolton Oil Co. in the Lubbock, Texas area.

The regional chain ran six quick lube locations.

The company also announced the addition of a new franchised shop in Gastonia, N.C. Since 2016, Take 5 has expanded from 65 10

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locations to more than 450 company-owned and franchise shops.

VIP Tires & Service Announce Promotions

Maine-based VIP Tires & Service, announced promotions in an Aug. 6 press release.

• Tim Winkeler to President and CEO, formerly President and Chief Operating Officer • Scott Pickard to Chief Financial Officer (CFO), formerly VP of Finance • Gary MacCausland to Senior Vice President of Operations & Merchandising, formerly VP of Operations • John Quirk to Executive Chairman, formerly Chairman and CEO • Allan Kirkland to Chief Financial Officer of Quirk Automotive, formerly CFO of VIP

“I am very excited to announce these changes,” Quirk said in a press release.

“These promotions reflect our company’s commitment to growth, as well as to recognizing individuals for their leadership and contributions.

"Tim, Scott, Gary and Allan have all been a key part of our success, and they exemplify our company’s commitment to the highest professional standards. Our team at VIP has never been stronger and under Tim’s leadership I am confident we will continue to grow, enhance profitability and continue to build our culture of ownership.”

In their new roles, John Quirk and Allan Kirkland will focus on real estate management, new store development and acquisitions. These promotions all take effect September 1, 2019.

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Oil Changers announced in a press release the acquisition of Auto Oil Changers’ five locations in Visalia and Tulare, Calif.

Don Nelson and his family built Auto Oil Changers into a successful business in Tulare County, the release said, that provided both oil change and car wash services

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Oil Changers to Acquire Auto Oil Changers of Visalia, Calif.

President of Oil Changers. “Oil Changers now has 9 locations in the Central Valley and plans to build a new location in the coming year bringing the store count to 10 in the region and 44 in California.”

The acquisition more than doubles the company's footprint in California's Central Valley.

X TO

According to the Auto Care Factbook 2020 and IMR Inc., there’s $24.9 billion in delayed auto maintenance.

A survey of over 100,000 American households (driving more than 170,000 vehicles) revealed they know that repairs or maintenance need to be performed on their car but have chosen to delay the work.

“We found that a surprising amount of households are knowingly delaying vehicle maintenance and that the primary reasons are economic, convenience and a perception that delaying the maintenance isn’t quite affecting vehicle performance,” said Bill Thompson, CEO, IMR, Inc. “Ultimately, servicing your vehicle at the recommended service intervals can keep money in your pocket by avoiding more unintentional wear, a catastrophic failure or worse case, an accident.”

Brake pads, tire changes and oil changes rank at the top of the list. With 278 million cars on America’s highways and byways, there’s over 5 million delayed brake jobs, nearly 7 million unchanged tires and 11 million cars in need of an oil change.

“We’re all guilty of not repairing our vehicles on a routine schedule, or even when the check engine light comes on,” said Behzad Rassuli, senior vice president, strategic development, Auto Care Association. “But, not all repairs are made equal, and not all of them set off a check engine light. That’s why even if you’re not checking your owner’s manual, it’s important to get your car serviced on a regular basis. There are free resources including the Car Care Guide and service schedule at carcare.org. The Auto Care Association and Car Care Council hope to raise the awareness of maintenance among all drivers to make sure we’re all traveling safely this summer.”

to the community for over 30 years. The Oil Changers merger strategy provides all the Auto Oil Changer team members new opportunities to grow alongside more than 320 employees in California.

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Driven Brands Owner Considering Sale

Bloomberg reported that Driven Brands could be up for a potential sale at an asking price as high as $2 billion.

The decision rests with Roark Capital, the Atlanta investment firm that acquired Driven in 2015. Driven runs brands like Take 5 Oil Change, Meineke, MAACO, Carstar and others.

No deal has been finalized, according to the report. Roark could also choose to hold onto the company.

Bloomberg reports that a lot of the interest in the sale could come from other private equity firms.

Shops Go Beyond Car Care with Community Service

Two shops made local headlines recently for giving back.

KNOP in Nebraska reports that Modern Tire Pros in North Platte helped the local Catholic schools system raise around $20,000 in recent years. The North Platte Catholic Schools Endowment told the news station that it will be able to revamp its math curriculum with the money.

Almost 600 miles away, a Tires Plus/ Valvoline Instant Oil Change shop based in Minot, N.D., launched a dress code violation fundraiser. Employees can wear jeans on Fridays if they donate $2 to a local charity, reports the Minot Daily News. Sibling shops in nearby Bismarck are involved as well.

That's been a successful campaign as well. The paper reports that the employees have committed to $20,000 through the end of 2020.

“We are not a huge business, but we felt if everyone pitched in, we can help," said Tires Plus store manager Doug Hollingsworth in the story. "We are proud of our team’s dedication to such a great local project.”

Mighty Adds Franchise Partner in Alabama

Mighty Distributing System is pleased to announce that Birmingham, Alabamabased Flynn Distributing has added a Mighty Auto Parts franchise. The new operating unit, F and F Distributing, now holds the exclusive license to distribute Mighty automotive 12

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products throughout Central and Northwest Alabama, a press release said.

Founded in 1971, Flynn Distributing is a wholesale distributor of automotive products throughout the states of Alabama and Mississippi. Randy and Ron Flynn own and operate the business along with their sons Brian and Darren. With established relationships and a strong history in the market, F and F distributing, doing business as Mighty of Birmingham, expects rapid growth in their exclusive Mighty territory of Northwest and Central Alabama.

“It is a true pleasure to welcome the Flynn family and the Flynn Distributing team to the Mighty System," said Mighty CEO Ken Voelker in the release. "The Flynn organization has been building relationships and a successful automotive distribution business for three generations. Adding a Mighty franchise to their portfolio of businesses is a synergistic fit that will benefit both Flynn Distributing and Mighty.”

New York Gets $1.2M Settlement Over Sales of Expired Motor Oil, Other Items

The office of New York Attorney General Letitia James announced a $1.2 million settlement with dollar store chains for selling expired motor oil and other products.

The settlement is the result of a monthslong investigation by the AG's office into the sales, which also included expired over-thecounter drugs.

“It’s a tough pill for New Yorkers to swallow that the over-the-counter drugs they were buying may have been expired,” said New York Attorney General Letitia James in a press release. “New York consumers have a right to expect that products on store shelves are safe, fresh and suitable for their advertised use."

Investigators from the New York State Office went undercover to investigate the stores throughout New York. At Dollar General, they found the store's own branded motor oils for sale that were either expired or not suitable for modern engines. From the AG's press release: “Additionally, investigators also found on shelves at a number of Dollar General stores a variety of Dollar General-branded motor oils that are obsolete, including DG SAE-30 — which is not suitable for most automobile

engines built after 1930—and DG SAE 10W40 and DG SAE 10W-30 motor oils—which are not suitable for use in most engines built after 1988.

“The Dollar-General branded motor oil bottles used the same or similar descriptors as other brands of motor oil that are suitable for modern engines and were placed next to those brands on store shelves. There were also no on-shelf signs near those products to warn consumers of their unsuitability for use in modern engines.”

The AG's office said that Dollar General stopped selling those oils during the investigation and agreed to pay $1.1 million in restitution and other penalties.

Dollar General and its parent company, Dolgencorp, were already the subjects of a class-action lawsuit over the sale of those motor oils. The cases against the discount store chain span 16 states. The bottles were labeled as "DG Auto" engine oil but weren't suitable for modern vehicles, according to the lawsuits.

Icahn Automotive Splitting Into Service, Parts Companies

Icahn Automotive announced that it will define two independent companies beneath the Icahn umbrella. One company will focus on parts; the other on service, according to a press release.

Chris Cox will become CEO of the parts sector, while Brian Kaner will be named CEO of service. Both will report to Icahn Automotive’s board of directors and be supported by their own leadership teams, as well as a shared service division led by CFO Michael Nevin, the company said.

The parts company will include the retail and commercial lines of business of both Auto Plus and Pep Boys.

"By focusing specifically on the parts sector, where our brands put us among the top ten commercial auto parts distributors in the U.S., we will continue to capitalize on industry growth, expand and integrate our customer programs, and invest aggressively in core markets where a solid base of business, excellent customer service capabilities, and one of the most experienced teams in the industry have us in a strong competitive position,” Cox said in the release.

The service company will include the

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automotive repair and maintenance businesses of Pep Boys, AAMCO and Precision Tune Auto Care, as well as several regional service centers the company has acquired.

“As the number of vehicles in operation continues to grow, and drivers continue to keep their cars longer, we have a tremendous opportunity to expand how we serve our DIFM customers," Kaner said in the release. "As an independent company focused on service, we’ll have more resources to invest in our core strategic priorities, including continuing to grow our national footprint, investing in new vehicle technology, technician training and career development, and the creation of a best-inclass service model.”

As part of the separation plan, the parts and service businesses will each make adjustments to their store networks, and continue to streamline and decentralize the organizational structure, empowering

local leadership to better serve their unique markets. The company says it expects a short transition period and that the parts and service businesses will operate as separate companies.

Automotive Legend Jessi Combs Dead at 39

Racer, builder, driver and larger-than-life automotive figure Jessi Combs died on Aug. 27 in a crash. She was 39.

She was piloting a jet-powered land-speed car in a dry lake bed in southeast Oregon and crashed at around 4 p.m. local time, reports Road & Track.

Combs set a 2013 land-speed record of 398 mph, as well as a 2018 run of 483.227 mph, according to R & T. Combs was a legend and figure in automotive pop culture as well, hosting multiple television shows to share her technical expertise. Jalopnik reported that she also had an industry presence, representing the American Welding

Society and designing a line of women's welding gear.

She competed in races and was the first woman to place at the Ultra4 King of the Hammers and The Race of Gentlemen events.

Combs' family released a statement. It says in part, via Jalopnik: “Jessi was known for her bright smile, positivity, and tenacious pursuit of the fulfillment of her dreams. Her drive was infectious, and she served as a role model for young girls, and women around the world. People that loved her and followed her became family, all bonded together by adventure and passion. Her fans adored her, and she lived to inspire them.

“Jessi’s most notable dream was to become the fastest woman on Earth, a dream she had been chasing since 2012.

Combs was one of the rare dreamers with the bravery to turn those possibilities into reality, and she left this earth driving faster than any other woman in history.”

The Parts House Adds to Southeastern Footprint

The Parts House acquired the assets of Southern Distributors, including five locations in Alabama and one location in Pensacola, Fla., according to a press release.

Southern Distributors, a supplier of OE automotive parts, has built a strong reputation for distributing quality automotive parts throughout Alabama and the Florida panhandle over the past 71 years, the release said.

“Southern was on our radar for many years given their quality personnel and geographic footprint," David Honig, CEO of TPH said in the release. "TPH and Southern now have excellent coverage throughout Alabama and the Florida panhandle. We are thrilled to add them to our network of parts professionals.”

The company says that the acquisition expands its footprint in Alabama and the southeast market. TPH now has 55 locations throughout Florida, Georgia, Puerto Rico, and Alabama. TPH is part of Marubeni Automotive Aftermarket Holdings, which also owns XL Parts in Texas.

The Automotive Distribution Network's brands include Parts Plus, Parts Plus Mexico, IAPA and Auto Pride.

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ISS IN 5 YEAR 9/24/19 2:30 PM

SUES N5 ARS A look at five big industry topics from 2014 and what has changed since

By Matt Hudson

October 2019

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“This is an industry that you can’t ever say that you’ve seen it all. It’s constantly evolving and moving. It’s a fast-paced environment, and I think the challenges keep it exciting and interesting.”

—Adam Sturdivant, operator, Avis Lube in Midland, Texas (January 2014, NOLN) A lot can happen in five years. Since 2014, the industry has seen major technology advances and legal changes. The oils and other products that shops used had to change as well to keep up with the times.

In other areas, things seem to remain at a relative constant. While shops might reach customers differently, top-notch customer service is always there.

While operators might still worry about extended drain intervals, the numbers show that drivers still bring their cars in at about the same rates.

This month, NOLN turned back the pages to 2014 to see what big issues shops were talking about. Here’s a look at how those big issues look today and into the future.

The Issue: Drain Intervals THE PAST: For years, operators have turned an uneasy eye toward late-model vehicles that more often use high-tech synthetic oils that can perform through longer change intervals.

Back in 2014, Nick M. Vuko told NOLN that his shops were looking for other revenue opportunities to offset the longer periods between oil changes.

“Extended drain intervals are causing us to have to find additional services to do per car,” said Vuko, who was at the time the general manager of Quick Nick’s Snappy Lube in Lincoln, Neb. “People aren’t changing their oil as often as the used to.”

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THE PRESENT: The concern remains, especially with late models. The dealer-recommended oil change interval for a 2019 Honda Civic, for example, is 15,000 miles with an 0W-20 synthetic.

And shops are competing with dealers for those cars, Vuko says now. He’s now the president of the Walker Tire–Quick Nick’s shops in Lincoln.

He says that, for customers who drive in the city conditions, his shops recommend a maximum 6,000-mile drain interval. And they’re still looking for opportunities to get more value to the drivers and more revenue for the shop. In one case, Vuko says he signed up with

a program through a parts distributor to offer roadside assistance services for customers.

In another example, the shop offers free oil changes to customers who buy four tires from them.

“I think the big thing for every shop is to find some additional revenue streams for offsetting the increased intervals and look at that,” Vuko says. “I think there’s some opportunity there.”

Still, the average car on the road today is 12 to 13 years old and often isn’t running top-tier synthetic oils.

Thus, operators haven’t reported drastic increases in intervals. According to NOLN’s annual Operator Survey, the average drain intervals have been: 2009: 4,364 2014: 4,597 2010: 4,419 2015: 4,858 2011: 4,520 2016: 4,532 2012: 4,574 2017: 4,178 2013: 4,601 2018: 4,792 THE FUTURE: It will take some time to see how drivers manage the intervals as these newer cars age into a decade and beyond. But if the past is any indication, car owners want to make sure they’re getting regular maintenance every 4,000 to 5,000 miles.

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FAST CHANGES IN MARKETING FOR FAST LUBES —

The Issue: Health Care THE PAST: The Affordable Care Act was a big topic for business owners in 2014.

That was the year that the landmark health care law took effect, four years after being signed by then-President Barack Obama.

The law placed penalties on large employers and individuals who don’t purchase healthcare for themselves or their employees, respectively.

In 2014, operators told NOLN that larger shop networks were struggling at times to find ways to pay for expenses that arose with new health insurance requirements. “Large employers” meant that those with the equivalent of more than 50 full-time employees were required to provide coverage.

THE PRESENT: There have been changes to the law in recent years under a new presidential administration.

In December 2017, the Tax Cuts and Jobs Act passed both the U.S. Senate and House of Representatives. President Donald Trump signed it later that month.

Included in the bill was the repeal of the penalty for an individual who doesn’t have health insurance. This effectively repealed the so-called “individual mandate” for health insurance.

What’s important to note is that the “employer mandate” remains in place for businesses with 50 or more full-time employees.

The law requires that those large employers must provide coverage to at least 95 percent of those full-time workers and their children until the age of 26.

Businesses with fewer than 50 full-time employees aren’t penalized for not offering health insurance. They can, however, qualify for federal assistance to provide coverage through the Small Business Health Options Program. Employers with fewer than 25 full-timers may qualify for a tax credit.

THE FUTURE: Health care law is a vast, complex topic, which can see small details changing at all levels of government. Even in broad strokes, there is uncertainty in the future of U.S. health care laws as it stands.

The Trump administration is leading courts challenges to the Affordable Care Act. Meanwhile, 2020 presidential candidates are pitching different forms of expanded health care, including single-payer and “Medicare for all” models.

To make sure you’re in compliance with all the regulations, check with a local government health care expert or your insurer.

Digital marketing wasn’t as much of a concern five years ago, says Steve Goddard, a Valvoline Instant Oil Change franchisee based in Lancaster, Ky. They used to do more direct mail marketing, but Goddard says that it lacked some efficiency. In blanketing an area with mailers, they’d often reach lots of existing customers when they were aiming for new ones.

With newer digital marketing tools, Goddard says that with a little information, they can determine whether or not the person targeted with marketing is already a customer. His shops have marketed digital coupons, but the system has changed to focus on search engines.

“It seems to provide a good return on investment,” Goddard says of the digital tools. “I still think that direct mail still provides a little return.”

While the majority of Goddard’s shops are in larger markets, he says that the smaller markets are more receptive to the most basic marketing tactic: being a visible part of the community.

“If you’re the only game in town, then they know where you’re located by driving by or word-of-mouth,” he says.

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The Issue: Discover Customers THE PAST: Back in 2014, operators told NOLN that they felt competition coming from dealer shops, which offered free oil change services in some cases.

THE PRESENT: The competition remains but hasn’t grown as much as some operators thought. At iFLEX 2019, industry consultant Ragan Holt said that while all shops are trying to add services to get people in the lot, dealerships haven’t been able to replicate the efficiency of the quick lube model.

“So far, the OEMs have not been able to achieve that on a big level,” he said during his session on the state of the industry.

More direct competition has come from general repair and tire shops that have been more nimble at adding dedicated quick lube bays. He said that has spread out customers across more businesses.

But it’s still quick lubes that see customers on the most regular basis.

“We are the ones that are seeing the vehicles that they want in their shops,” Holt said.

That isn’t to say that market competition doesn’t exist. Nick M. Vuko, president of Walker Tire–Quick Nick’s in Lincoln, Neb., says his shops are feeling the pinch from dealers who offer service packages alongside vehicle sales as incentives.

“They’re trying to presell three years of maintenance included in the car sale,” Vuko says.

THE FUTURE: It’s the quick lube shop’s model of efficiency, speed and convenience that continues to attract customers. Paired with excellent customer service, drivers should know your shop by name when it’s time for an oil change or related service.

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The Issue: Telematics THE PAST: In March 2014, NOLN featured an article about aftermarket telematics. One of the most recognizable examples then was the oil life monitor feature, which has become nearly standard in late-model vehicles today.

While the collection of diagnostic information by a vehicle is novel, it’s the release of that information over internet networks that makes the system really valuable, and auto manufacturers looked to capitalize on that tech to drive more aftermarket repairs to their shops.

Roger Lanctot, director of automotive mobility at Strategy Analytics, noted this market opportunity in the 2014 NOLN article.

“They (automakers) can monitor the vehicle, look at the odometer and proactively send out maintenance reminders,” he said.

THE PRESENT: Five years later, that’s still a quickly developing technology that automakers are exploring.

“More recently it’s become clear with the growing amount of software in the cars that we need over the air software update capability,” Lanctot says now. “One of the reasons for that over-the-air software update capability is to preserve the cybersecurity of the vehicle.”

While the tech might be valuable to

automakers, he said that it has met a less enthusiastic audience with consumers. There is no “killer app” that is booming in the consumer telematics market.

One reason is that while oil life monitors might be handy, there is little else that needs close monitoring on a new vehicle.

“By and large, the big problem in selling a new car with that functionality is that typically in a new car, not much goes wrong in the first two or three years,” he says.

Even so, quick lube and repair shops are still closely watching the topic. Groups like the Auto Care Association have launched campaigns on behalf of aftermarket industries to block that diagnostic data from being proprietary for automakers.

THE FUTURE: As NOLN reported in its July 2019 cover story, “The Battle Over Telematics Data,” shops are pushing to have access to the same business opportunities that might come from access to all that connected vehicle diagnostic information.

In short, a shop might be better positioned for business if it knows when a vehicle needs service before it happens.

“At the very least, anticipating problems for the consumer,” Lanctot said.

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The Issue: Engine Technology THE PAST: In June 2014, NOLN featured a story called “Air, Fire and Fuel: The Future of the Combustion Engine.”

Big changes were happening in engine design, and much of it was driven by efficiency targets in the federal government’s corporate average fuel economy (CAFE) rules.

“CAFE standards are driving the product in the direction that it wouldn’t necessarily have gone on its own,” Jay Kavanaugh, engineering editor at Edmunds.com, told NOLN at the time.

One trend emerged at the time as a combination of features: Smaller engines, direct injection technologies and, often turbocharging.

Automakers have looked at lots of different efficiency tricks in engine technology. Cylinder deactivation, stop-start,

hybrid-electric drivetrains and others. None have exploded in popularity like direct-injection for gasoline engines.

Direct injection sprays precise amounts of fuel directly into the combustion chamber which, in communion with a precise spark timing, can maximize the power generated through that process. It’s an alternative to port fuel injection.

In 2015, the U.S. Department of Energy found that GDI (gasoline direct injection) technology exploded onto the scene, reaching nearly 40 percent of market share just seven years into use. That far outpaced competing efficiency-related designs.

THE PRESENT: In 2019, all automakers offer direct-injection engines for some models. They’re often paired with turbochargers and have smaller

In 2015, the U.S. Department of Energy found that GDI (gasoline direct injection) technology exploded onto the scene, reaching nearly 40 percent of market share just seven years into use.

displacements than what might have been common before.

“Of all the emerging technologies, gasoline direct injection (GDI) has seen the highest level of adoption among manufacturers, reaching 51% for the 2018 model year,” the DOE wrote in a 2019 report.

Eight of the largest automakers included GDI in more than 75 percent of their vehicles.

There have been some bumps along the way. GDI engines were prone to added deposits on intake valves. The injectors spray at ultra-high pressure, which can blow some gasoline out of the combustion chamber.

Another big issue has been the emergence of low-speed pre-ignition in turbocharged direct injection engines. This “super knock” comes from excessive pressure in the cylinder that leads to abnormal combustion events.

LSPI can cause major damage to engines.

THE FUTURE: The industry has responded to these issues in many ways. Oil companies are altering formulas and additive packages to help combat deposits. Standalone additive companies are developing their own products as well. And engine manufacturers are making design changes to make later models less prone to these issues.

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FROM THE MOUNTAIN TO THE LOWER B AY THE RANCH QUICK LUBE’S MISSION GOES BE YOND IT S B AY DOORS

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IT OF TEN TAKES A COUPLE VISITS BEFORE A CUSTOMER RE ALIZES THAT THE MISSION AT THE R ANCH QUICK LUBE IN MORGANTOWN, W.VA . , I S A LITTLE DIFFERENT. Getting service at the shop is just like any other Valvoline Express Care. Customers pull up to a bright, spacious bay and wait in the car while the techs do their work.

But looking around the shop a little more closely, a customer might notice signs and information about a nearby boys ranch. There are ads around for a thrift store across town. They’re all related to the quick lube operation.

That’s when a customer might learn about the shop’s differentiator. The business exists to help its nonprofit owner, the Chestnut Mountain Ranch.

“By getting the oil changed, they are, in fact, donating to the boys ranch,” says Kevin Bode, the finance director at Chestnut Mountain Ranch.

“Our slogan is, ‘change your oil, change a life.’”

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Motto is the mission The motto for Kevin Bode (left), Stephen Finn (middle) and Michael Ellis at The Ranch Quick Lube in Morgantown, W.Va., is “change your oil; change a life.”

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PHOTO BY MARK SHEPHARD

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The boys who come to live there have experienced some sort of trouble or difficulty. A child might have parents in prison or is dealing with his parents’ bad divorce. He might just be going through a tough stretch and acting out. Bode says there are lots of reasons why the boys are there.

“Our whole goal is family reunification,” he says. “We work and counsel the boys. We counsel the parents and guardians. And the goal is to reunify the family, put the boy back in his own family setting.”

The ranch is a faith-based retreat for boys who are experiencing trouble in life. They live at the ranch’s 225-acre grounds and focus on healing and family reunification.

A few years ago, founder Stephen Finn and Bode were looking for a business venture to support the ranch. As a nonprofit, the ranch typically relies on grants and donations to operate, but running a forprofit business can help bring in funds. The ranch had already set up a thrift store in town to do this.

When a new opportunity presented itself, the Chestnut Mountain Ranch decided to get into the quick lube industry.

“We could better ourselves by providing a portion for ourselves,” Bode says. “Right now, our businesses provide about 20 percent of the revenue to the ranch.”

Chestnut Mountain Ranch

The ranch was founded more than a decade ago

by Finn, a retired Georgia police officer who had worked for a few years at a boys ranch there. He eventually moved to West Virginia to start a similar operation of his own.

The ranch has roughly 14 boys living there at a time, as well as family members. It has a school on site and is expanding to accommodate more students, Bode says.

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Ranch Hands The Chestnut Mountain Ranch was founded as a place for boys who have tough family situations to focus on faith and reunification.

SHOP: RANCH QUICK LUBE OWNER: STEVE FINN/CHESTNUT MOUNTAIN RANCH LOCATION: MORGANTOWN, W.V. STAFF SIZE: 10 SHOP SIZE: 1,800 SQUARE FEET AVERAGE DAILY CAR COUNT: 50 ANNUAL REVENUE: $700,000 TO $850,000

Around 2016, Bode and his colleagues were looking for another business venture. They already ran a retail shop, the Ranch Community Store, for roughly four years.

Bode says Finn had his eye on a struggling quick lube shop in Morgantown as a potential second business.

“Everybody needs an oil change.

And we watched an existing business kind of deteriorating,” says Bode, who is also the general manager for the businesses. “We came into contact with the owner who was looking to sell, so we bought the business from him two years ago.”

The ranch owns a holding company that runs the for-profit quick lube shop. All revenue above operational costs for the shop go to the ranch, Bode says.

Right away, they gave the whole shop a facelift. Michael Ellis, the shop manager, came on at the start and said the building was taken down to its bare bones.

“We pretty much scrapped out everything that they had here,” Ellis says. “We put in new pumps. We went through and renovated the place.”

It was also a brand new industry to Bode. He says they had no experience running a quick lube business but gained a lot of support by signing on with Valvoline.

The company trained them on the technical work, the verbal callouts and the daily operational strategies. Bode says the company also supported the work of Chestnut Mountain Ranch and sent some representatives to tour the place at one point.

PHOTOS COURTESY OF CHESTNUT MOUTAIN RANCH

Business Opportunities

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It was a fairly quick turnaround from acquisition to renovation to the new operation, but it paid off for the Ranch Quick Lube.

“When we took the company over, we closed for 30 days, remodeled, updated equipment. And at that time we were doing about 25 cars per day,” Bode says. “Today, we’re running at just about 50 cars per day.”

Ranch Ties

The quick lube shop doesn’t just make money for the ranch. It’s also a place for the residents to come and learn work skills.

Ellis says that the boys usually start over at the community store. If they’ve proven themselves, they come over to shadow the techs at the quick lube shop.

“We don’t let them touch a car unless we’re very certain that they have learned and know what they’re doing,” Ellis says.

With supervision, the boys might check tire pressure, pull an air filter or help clean the vehicle during service. Ellis says they sometimes bring them down to the lower bay and show the boys how to drain the oil and change the filter.

They learn the basic components and functions of the vehicles.

It’s good training; Ellis says they’ve hired three of the boys who previously completed a job shadow there.

The business also acts as a sort of marketing arm of the ranch. There are promotional materials at the shop and posters for the organization. Ellis says that customers typically know that they’re supporting the ranch when they do business at the quick lube.

“We have a lot of people who come here because of that,” he says. “They come here because they want to help the ranch out. They like the program.”

PHOTO BY MARK SHEPHARD

Driving Success

Bode says that they’ve been able to run a successful operation by sticking to a simple formula of service.

And with the relatively unusual presence of ranch residents shadowing the techs, it’s important to hire the right people for the job. Bode says they offer competitive pay, team lunches and other little things to attract workers who are willing to be mentors.

At the same time, their own training is an ongoing exercise.

“The business requires constant training and mentoring of staff,” he says. “Adherence to the process is critical and directly associated with car

Shop Life The Ranch Quick Lube shop often hosts job-shadowers from the Chestnut Mountain Ranch. They learn business and job skills while helping with daily work.

count growth. The manager, assistant manager are teachers and trainers as well every day.”

Retention is as tough there as in any operation.

Ellis says that roughly half of the techs have been there for more than a year.

The city of Morgantown has 30,000 people, though many more arrive annually to attend West Virginia University. To pull in new customers, Ellis says they try to be as accommodating as possible.

Their oil inventory increases as part of this effort. He says that one customer came in with a Ford Focus that required a 5W-50 oil. That might be the only customer that needs it, but he says they added it to their inventory for that person.

Bode says that in addition to oil changes, the shop also does engine, coolant, differential and power steering flushes. They also have some retail items like filters, wipers, batteries and additives.

Their core business is just like any quick lube operation. Bode says they sell speed and customer service. But there’s a little extra incentive for people like Ellis to know where the proceeds go.

“You have the whole goal of funding the ranch,” Ellis says. “It’s cool, because it’s not just in it to make money for a person. We’re in it because we want to help the ranch.”

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US-DIG-0160-EN ©2019 Valvoline SM Service mark, Valvoline or its subsidiaries, registered in various countries. ™Trademark, Valvoline or its subsidiaries, registered in various countries.

12 YEARS OF SAME-STORE SALES GROWTH

SERVICE YOU CAN SEE. EXPERTS YOU CAN TRUST.

SM

Valvoline Instant Oil Change results from 2007-2018, on a fiscal year basis, with new stores excluded until the completion of their first full fiscal year in business.

2019 FAST LUBE OPERATOR SURVEY RESULTS, PART TWO NOLN

GENERAL The Fast Lube Operator Survey is one of the most in-depth studies of the fast oil change industry available. Highly requested by both newcomers to the fast lube industry and seasoned operators—who use it to evaluate the success of their own operations—the survey contains both current and historical data for many operational metrics.

These figures come from 617 shops in 37 states and one Canadian province. The shops provide services all across the spectrum of quick lube, lube-plus and some general repair, but 84 percent of respondents said that more than half of their revenue comes from quick maintenance services.

A special thanks goes to Valvoline for sponsoring this year’s Operator Survey.

SHOP PROFILE

2019

Job title that best describes respondent Owner.........................................................................................................................................................................................46% Manager......................................................................................................................................................................................36% Corporate Official.........................................................................................................................................................................17% Technician.....................................................................................................................................................................................1% Statements that are true for respondent’s business 50% or more of my revenue comes from oil changes and quick maintenance services (45 minutes or less)................................84% I have a car wash.........................................................................................................................................................................19% 28

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WE BUY QUICK LUBES

537 537 LOCATIONS PURCHASED SINCE JANUARY 2014, AND COUNTING! Valvoline is seeking single and/or multiple locations performing 7500+ oil changes per year. ™

Contact Gayle McMillin

859-357-7303

lgmcmillin@valvoline.com • www.valvolinequicklubes.com US-J-5344-EN ©2019 Valvoline 2/19 ™Trademark, Valvoline or its subsidiaries, registered in various countries

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INTERESTED IN SELLING YOUR QUICK LUBE? CALL GAYLE AT (859) 357-7303

SERVICE YOU CAN SEE. EXPERTS YOU CAN TRUST.

SM

US-DIG-0160-EN Š2019 Valvoline SMService mark, Valvoline or its subsidiaries, registered in various countries. ™Trademark, Valvoline or its subsidiaries, registered in various countries.

SHOP PROFILE (CONT.) 2019 My stores are independent..........................................................................................................................................................38% My stores are franchised..............................................................................................................................................................34% I buy my products independently................................................................................................................................................54% I buy products through my franchise program.............................................................................................................................20%

PRICES 2018 2019 Price of oil change with 5 quarts of conventional oil................................................... $37.32........................................................$41.94 Price charged for an additional quart of bulk conventional oil...................................... $4.70..........................................................$4.71 Price charged for an additional quart of bottled conventional oil........................... $5.52..........................................................$5.39 Price of oil change with 5 quarts of semi-synthetic oil................................................ $47.96........................................................$51.54 Price charged for an additional quart of bulk semi-synthetic oil............................. $5.81..........................................................$6.01 Price charged for an additional quart of bottled semi-synthetic oil........................ $6.27..........................................................$6.42 Price of oil change with 5 quarts of high-mileage oil.................................................. $52.22........................................................$55.18 Price charged for an additional quart of bulk full synthetic oil................................ $6.61..........................................................$6.58 Price charged for an additional quart of bottled full synthetic oil........................... $6.90..........................................................$6.89 Price of oil change with 5 quarts of full synthetic oil................................................... $74.39........................................................$73.47 Price charged for an additional quart of bulk full synthetic oil................................ $8.61..........................................................$8.27 Price charged for an additional quart of bottled full synthetic oil........................... $9.71..........................................................$8.86 Price of diesel oil change for GM (2010-2018) 6.6L engine................................................................................ $91.78........................................................$92.17 Dodge (2007-2018) 6.7L engine........................................................................... $97.21...................................................... $101.45 Ford 6.4L engine................................................................................................. $108.42...................................................... $113.09 Ford 6.7L engine................................................................................................. $109.42...................................................... $113.94 Passenger car (entry level)................................................................................... $74.42........................................................$65.61 Operators discounting their own oil changes.................................................................. 92%............................................................65% Amount of discount................................................................................................ $7.35..........................................................$6.23 Overall discount percentage of sales................................................................................. 8%...........................................................6.4%

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THE TURNKEY PROGRAM FOR INDEPENDENT OPERATORS www.expresscare.com/grow

US-DIG-0160-EN Š2019 Valvoline ™Trademark, Valvoline or its subsidiaries, registered in various countries.

OIL & EQUIPMENT

2018 2019

Overall breakdown of motor oil sales by weight/grade: 0W-16....................................................................................................................... 1%.......................................................2.6% 0W-20..................................................................................................................... 13%........................................................18% 5W-20..................................................................................................................... 31%.....................................................26.6% 5W-30..................................................................................................................... 36%.....................................................34.2% 10W-30..................................................................................................................... 5%.......................................................4.2% 5W-40....................................................................................................................... 3%.......................................................5.2% 15W-40..................................................................................................................... 8%..........................................................7% Other......................................................................................................................... 3%.......................................................2.2% Operators being Paid for their used oil............................................................................................... 28%........................................................57% Charged for their used oil.......................................................................................... 5%........................................................11% Neither charged nor paid for their used oil.............................................................. 67%........................................................32% Amount paid per gallon for used oil..............................................................................$0.33...................................................... $0.29 Operators being charged for used oil filter disposal.......................................................... 5%........................................................28% Amount charged (per load) of used oil filters..............................................................$19.02.........................................................$35 Breakdown of oil changes performed, by type: Conventional........................................................................................................................................................................24.1% Semi-synthetic.....................................................................................................................................................................33.1% Full synthetic........................................................................................................................................................................28.6% High mileage..........................................................................................................................................................................8.3% Diesel.....................................................................................................................................................................................5.6% Main bulk oil Conventional........................................................................................................... 47%.....................................................43.9% Synthetic-blend....................................................................................................... 53%.....................................................56.1%

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Money Talks

Why private investment is gaining ground in the quick lube industry

By Matt Hudson

M

arket confidence has spurred multiple acquisitions and investments from private equity firms in recent years.

“You’ve got the dynamic where people on the service side are moving more and more into this ‘do-it-for-me’ world rather than the ‘do-it-yourself’ world, which provides additional support for general industry growth,” says Joe Conner, managing director of the transportation and logistics group at Harris Williams and Co. Conner was involved in one such deal in 2017, when Express Oil Change and Tire Engineers changed hands between two firms— from Carousel Capital to Golden Gate Capital. Harris Williams and Co. advised on the deal.

That’s hardly the only deal in the industry.

Roark Capital Group acquired Driven Brands in 2015. Driven runs brands like Take 5 Oil Change, Meineke, Econo Lube N’ Tune and Brakes and others.

In 2017, the firm CenterOak Partners took over FullSpeed Automotive, which owns Grease Monkey and SpeeDee, among other brands.

The largest Jiffy Lube franchisee, Team Car Care, was acquired by Wynnchurch Capital in 2018.

Often, those brands acquire other independent operations as well, leading to a wave of consolidation in the industry. The last decade has been a time of growth, but private equity in the business is hardly a new phenomenon.

It’s the resilience of the industry that attracts investors, Conner says.

“You think about people looking at investments saying, ‘I’ve got the opportunity to grow the business in good times, and in bad times I’m going to do just fine as well,’” he says.

“That’s why people have flocked to the aftermarket over time.”

In a recent interview, Conner offered his

insight to what makes the quick lube industry an attractive investment opportunity and how more consolidation might be in the industry’s future.

Money Matching

As an advisor to these types of deals, Conner says that he works to identify a company’s needs and match them with a private equity firm that specializes in that need.

“We get introduced to companies all the time,” he says. “We meet the management teams. We learn a little bit more about what they want to do, what they want to accomplish and, frankly, what they need. And we try to help them find the right partner.”

There are firms that might specialize in real estate development or another that’s skilled in boosting a company’s marketing operation. If successful, that combination helps private equity and the company get returns on their investments.

The economy has grown since the recession a decade ago, and investments went alongside that trend. And shops are dealing with newer and newer technologies in vehicles, which require training investments. Shops are expanding services to try to stand out in the market, also requiring investments.

Sometimes, joining a larger network is the only way to fund those developments.

“We’ve seen that dynamic play out really across the aftermarket, where guys can invest in systems, technology, training, equipment— really, anything that requires scale,” Conner says. “It becomes harder and harder for a mom-and-pop or a single location to do.”

Growth Point

Conner says that the automotive service landscape, like quick lubes, repair shops and tire shops, is a fragmented market. Even though October 2019

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there are lots of large chains around, there is still a huge market for independent shop owners and regional chains.

At some point, a growth opportunity might require a jumpstart from private equity.

“And they get to a point where bringing on a financial partner that can provide additional resources, capital to grow, helps them build a bigger business and now you’re able to go

make acquisitions and consolidate the market,” Conner says.

That can be the case for company-owned or franchised shops. It’s just a different revenue model for each, he says.

Benefits of the System

One of the benefits of private equity ownership is that, in a lot of cases, the company’s

executive structure remains intact. That could allow for a smoother transition with the added capital for growth.

“What they are looking to do is partner with existing business owners, existing management teams to help support their growth plans. It’s not going to be private equity–driven growth plans,” Conner says.

Consolidated shop networks also benefit from having a single purchaser for supplies.

It’s like a family going to the store and getting a good deal on a pack of 20 toilet paper rolls rather than five.

“YOU THINK ABOUT PEOPLE LOOKING AT INVESTMENTS SAYING, ‘I’VE GOT THE OPPORTUNITY TO GROW THE BUSINESS IN GOOD TIMES, AND IN BAD TIMES I’M GOING TO DO JUST FINE AS WELL.’”

You know us for world class tires…

JOE CONNER, MANAGING DIRECTOR OF THE TRANSPORTATION AND LOGISTICS GROUP AT HARRIS WILLIAMS AND CO.

Now you can say the same for our wipers.

Big quick lube networks also work that way. They seek to get better deals by buying a lot at once.

“So, you’re thinking about all of your input costs,” Conner says. “Oil, filters, any consumables in your shop. With scale comes some pretty big purchasing benefits.”

Plug & Play

Looking Ahead

New ClearContact™ windshield wipers.

No adapters. Faster installation. OE fit and quality.

continental-clearcontact.com Exhibiting at AAPEX: Booth 2626

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ClearContact – A Trademark of the Continental Corporation

CO6074 NOLN_ClearContact_WorldClassWipers_HalfVertical_10-19_V2.indd 1

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Conner says that investors are increasingly interested in aftermarket automotive services because they’ve seen successful campaigns in recent years. A strong economy accelerates that trend.

“You’re just seeing the interest in this space where people are continuing to look for opportunities to put capital to work,” he says.

The short-term trends might point to more investments and more acquisitions in the future for those chains looking to increase their scale.

“I think you’re going to see continued consolidation there,” he says. “There are plenty of opportunities in the market. There have been lots of successful investments in that space over time.”

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Multigenerational Management

How to maximize training and communication for millennials and Generation Z

By Matt Hudson

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indsey Pollack took inspiration from the music world to describe a successful multigenerational workplace.

She says that she learned from DJs that, to get people onto a stale dance floor, remixes usually do the trick. The classic, or the original song, appeals to the older crowd. The remixed version of the classic is updated and appeals to the younger generations.

“And you don’t say the classic is wrong or bad or outdated, but you add in modern elements to make it new and fresh,” she says.

“The Remix” became the basis and title for her most recent book on multigenerational workplaces. The idea is that, to be successful, managers have to adapt and update their leadership styles to keep millennial and Generation Z workers around.

The generational divide can create frustrations from managers

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on down. NOLN spoke with two millennial and Gen Z experts—author and speaker Lindsey Pollack and Coaching Millennials president Warren Wright—about what older workplace leaders should know about those younger workers.

It isn’t about changing a business’ workflow to accommodate younger workers. It’s about making simple adaptations that will benefit both the employee and employer.

Understanding Skill Sets

First, it’s important to understand the different experiences that younger generations had. Those lead to different expectations in the workplace.

“You cannot assume that a young person coming in has the same skill set that previous generations walked in the door with,” Pollack says.

One example is that fewer teens have parttime jobs, Pollack says. Some haven’t had any formal job in lieu of tightly scheduled extracurricular activities.

“If you’re hiring a kid out of high school or college, you are more likely than not going to be the first boss they ever had,” she says.

That might create some issues that appear to be poor work ethic but could just come from different experiences. For example, Pollack says that an 18-year-old today likely never had a landline phone in the house.

If that young person avoids or ignores the landline phone at a shop, it might just be that they have no experience paying attention to that setup.

“That might be literally the first time he’s ever done it,” she says.

Space to Train

A manager who’s from Generation X or older might not be able to just look back at themselves at a younger age and tailor training strategies to that former self.

The expectations are different. Wright says that millennials and younger will be

more accustomed to very formalized, stepby-step training that’s not always present.

While a large corporation might have strictly guided, interactive video training courses, small businesses might have more low-tech, casual approaches.

Wright says that younger workers will need a little more than a learn-on-the-fly approach.

“I think the biggest mistake that managers make is underestimating the amount of training and development and hands-on guidance that these young people need,” he says.

Millennials and Gen Z workers might also be slower to dive into new things and learn from mistakes. Wright says that they want to be fully prepared before taking on new jobs, and that might mean a little extra oversight from managers.

“They’ll be more reluctant to do things and be more careful,” he says. “They hate to make mistakes so much that when they make them they tell you they’ve made them. And you have to kind of watch that.”

Pollack said that some of that extra oversight time can be gained in other aspects like computer programs and other tech devices in the shop.

“Now you probably won’t have to do as much training on the point-of-sale or software system you use,” she says. “But you might have to be more explicit in how you communicate.”

Show, Not Tell

Both experts say that being more explicit is key during training and beyond.

If a Gen Zer hasn’t worked with a landline phone before, Pollack says they will benefit more from seeing it done than hearing about how it’s done.

“I’m not going to make a script of what to say on the phone, but I want you to sit next to me and listen to me answer the phone 50 times,” she says.

If the job involves a lot of writing, show an employee examples of preferred writing style rather than offering general

guidelines. That will give the worker a model to work from.

The “show, don’t tell” strategy is well used in the mechanical aspects of the job, but it will likely be useful in other areas as well.

But being clear and explicit isn’t just for the benefit of the employee. It’s also a way to make sure a manager gets his or her word across.

“I think the quantity and frequency of feedback needs to be there to motivate the second-wavers,” Wright says, referring to second-wave millennials, or Gen Z. “No. 2, I think it’s important for them there’s a purpose in what they’re doing. They want to know that what they’re doing is making a difference.”

Tailor-Made

Just as important as the message managers communicate is how they communicate it.

It can start at the application or job interview stage. Ask a younger worker how they prefer to receive business communications outside of work. A text message might simply be more effective than a phone call.

“One size does not fit all,” Pollack says. “If you really want people to get the information, making it available in different formats is a great way to reach employees of different generations and different personality types.”

She adds that if accommodating several different formats becomes an issue, modes of communication is still at the manager’s discretion. The idea is to acknowledge that younger people have different habits and try to meet them halfway.

At the end of the day, if operators are able to create an inviting environment for those younger workers, they will be eager to help reach shops’ goals.

“Here’s the good news about small businesses,” Wright says. “Young people are very attracted to mission, purpose and personal brand. If the leader of a small company is really excellent at what he or she does and really believes in what they do, service is king.”

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NUTS & BOLTS

Here are the specifications for Chevrolet’s midsize truck and its gasoline engine offerings, straight from the automaker: Colorado is designed to help you speed up work, deliver more fun and always look good doing it. With a fully boxed frame and 4-wheel disc brakes with Duralife brake rotors, it’s built for durability. When it comes to utility, there’s a CornerStep rear bumper, corner hand grips and tons of cargo tie-downs. The comfortable and quiet interior comes with ample storage and can be outfitted with available leather-appointed heated front seats, a heated steering wheel and a Bose sound system.

It’s offered in four trims: Work Truck, LT, Z71 and ZR2. It features Active Tow, which helps reversing driver align the vehicle with a trailer. It is standard on models with the 3.6L V-6 (and 2.8L turbo-diesel).

The gasoline engine options are either a 2.5liter 4-cylinder or a 3.6-liter V6.

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Tech Spec: 2019 Chevrolet Colorado

Engine Specifications: 2.5-liter I4 • Bore & Stroke (in / mm): 3.46 x 3.97 / 88 x 101 • Valvetrain: Dual-overhead camshafts with four valves per cylinder; continuously variable valve timing • Fuel Delivery: High-pressure direct fuel injection with electronic throttle control • Horsepower (hp / kW @ rpm): 200 / 149 @ 6300 (SAE certified) • City MPG: 20 mpg (2WD man.), 20 mpg (2WD auto.), 19 mpg (4WD) 3.6-liter V6 • Bore & Stroke (in / mm): 3.7 x 3.37 / 94 x 85.6 • Valvetrain: Dual-overhead camshafts with four valves per cylinder; continuously variable valve timing • Fuel Delivery: High-pressure direct fuel injection with electronic throttle control

• Horsepower (hp / kW @ rpm): 308 / 230 @ 6800 (SAE certified) • City MPG: 18 mpg (2WD), 17 mpg (4WD), 16 mpg (ZR2)

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2.5-liter I4 • 5 quarts (4.7 liters) with filter • SAE 0W-20 3.6-liter V6 • 6 quarts (5.7 liters) with filter • SAE 5W-30 • In an area of extreme cold, where the temperature falls below −29 °C (−20 °F), an SAE 0W-30 oil may be used

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At 150,000 miles • Drain and fill engine cooling system • Visually inspect accessory drive belts At five years • Replace brake fluid October 2019

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Automotive Recalls

As a service to your customers, please note the following vehicles that have been recalled by the National Highway Traffic Safety Administration (NHTSA) or by their manufacturers.

Note these recalls apply only to items that could affect vehicle occupancy safety. Items listed under separate manufacturer technical service bulletins are not always covered by warranty.

bonding between the carbon-fiber driveshaft and the engine/transmission flange may be insufficient, causing the driveshaft to separate while in motion.

If the driveshaft separates, there may be a loss of drive, increasing the risk of crash.

MBUSA will notify owners, and dealers will replace the carbon-fiber draft shaft, including the flange, free of charge. Owners may contact MBUSA customer service at 1-800-367-6372.

Mercedes-Benz GLE350

Jeep Cherokee

inflation pressure from the information on the tire placard label. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard (FMVSS) number 110, “Tire Selection and Rims.”

The driver, referencing the tire placard label, may incorrectly inflate the spare tire, increasing the risk of a crash.

Chrysler has notified owners, and dealers will replace the incorrect size spare tire with the correct size spare tire, free of charge. Owners may contact Chrysler customer service at 1-800-853-1403. Chrysler’s number for this recall is V67.

Jeep Renegade

2020 Mercedes-Benz GLE350 4Matic and GLE450 4Matic

Mercedes-Benz USA, LLC. (MBUSA) is recalling certain 2020 GLE350 4Matic and GLE450 4Matic vehicles. In the event of a crash while the temperature in the passenger cabin is very high, the passenger frontal air bag deployment may be delayed or may not completely deploy.

An air bag that does not deploy as intended can increase the risk of injury in the event of a crash.

MBUSA will notify owners, and dealers will replace the passenger air bag module, free of charge. Owners may contact MBUSA customer service at 1-800-367-6372.

2019 Jeep Cherokee

Chrysler (FCA US LLC) is recalling certain 2019 Jeep Cherokee vehicles. The impact and acceleration sensors may fail and reduce the air bag system’s ability to properly detect certain crash events.

In the event of a crash, the inability to properly detect a crash may result in improper air bag deployment, increasing the risk of injury.

Chrysler will notify owners, and dealers will replace the affected sensors, free of charge. Owners may contact Chrysler customer service at 1-800-853-1403. Chrysler’s number for this recall is V63.

2019 Jeep Renegade

Chrysler (FCA US LLC) is recalling certain 2019 Jeep Renegade vehicles equipped with the Upland trim package. The Occupant Restraint Controller (ORC) may have been incorrectly calibrated.

The miscalibrated ORC may incorrectly deploy the air bags during a frontal crash, increasing the risk of injury.

Chrysler will notify owners, and dealers will replace the ORC. Owners may contact Chrysler customer service at 1-800-853-1403.

Chrysler’s number for this recall is V73.

Ram 1500 Mercedes-Benz AMG

Jeep Cherokee

2019 Ram 1500 2016-2017 Mercedes-Benz AMG GTS

Mercedes-Benz USA, LLC. (MBUSA) is recalling certain 2016-2017 AMG GTS vehicles. The 40

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Chrysler (FCA US LLC) is recalling certain 2019 Ram 1500 trucks. The spare tire provided may differ in size and required

2014 Jeep Cherokee

Chrysler (FCA US LLC) is recalling certain 2014 Jeep Cherokee vehicles equipped with

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3.2L engines. In the event that a clutch becomes stuck in the transmission, the transmission software may shift the transmission to neutral.

An unexpected shift to neutral would result in a loss of drive, increasing the risk of crash.

Chrysler will notify owners, and dealers will update the transmission software, free of charge. Owners may contact Chrysler customer service at 1-800-853-1403. Chrysler’s number for this recall is V69.

set-ring on the half shaft from fully engaging, allowing the driveshaft to separate from the half shaft.

A separated driveshaft can cause the vehicle to have a loss of drive or allow the vehicle to move even while in Park, increasing the risk of a crash or injury.

Acura will notify owners, and dealers will inspect, and, as necessary, replace the driveshaft and half shaft, free of charge.

Owners may contact Acura customer service at 1-888-234-2138. Acura’s number for this recall is G54.

Ram 5500 Prsche 911

(Volkswagen) is recalling certain 2012-2020 Volkswagen Passat and 2018-2019 Atlas vehicles. The blocking cap disabling the adjustment of the headlight’s horizontal aim may not have been installed. As such, these vehicles fail to conform to Federal Motor Vehicle Safety Standard (FMVSS) number 108, “Lamps, Reflective Devices, and Associated Equipment.”

Without the blocking cap, the headlight aim can be adjusted out of specification, reducing visibility and increasing the risk of a crash.

Volkswagen will notify owners, and dealers will inspect and, as necessary, block the headlight horizontal adjustment, free of charge. Owners may contact Volkswagen customer service at 1-800-253-2834. Volkswagen’s number for this recall is 94L9.

Mazda RX-8

2019 Ram 2500 and 3500 trucks, and 3500, 4500, and 5500 Chrysler (FCA US LLC) is recalling certain 2019 Ram 2500 and 3500 trucks, and 3500, 4500, and 5500 Cab Chassis vehicles equipped with diesel engines. The fuel lines may leak fuel into the engine compartment.

A fuel leak in the presence of an ignition source increases the risk of a fire.

Chrysler will notify owners, and dealers will inspect the fuel lines, replacing them if necessary, free of charge. Owners may contact Chrysler customer service at 1-800-853-1403.

Chrysler’s number for this recall is V76.

2019 Porsche 911 GT2 RS and 2020 911 Carrera S Coupe

Porsche Cars North America, Inc. (Porsche) is recalling certain 2019 911 GT2 RS and 2020 911 Carrera S Coupe vehicles. The bolts connecting the driveshaft to the wheel hub may not have been properly tightened.

If the driveshaft disconnects from the wheel hub, it can increase the risk of crash.

Porsche will notify owners, and dealers will properly tighten the driveshaft connection to the wheel hub, free of charge.

Owners may contact Porsche customer service at 1-800-767-7243. Porsche’s number for this recall is AKB2.

Acura ILX Volkswagen Passat

2016-2019 Acura ILX

Acura (American Honda Motor Co.) is recalling certain 2016-2019 Acura ILX vehicles. Excessive grease may prevent the

2012-2020 Volkswagen Passat and 2018-2019 Atlas Volkswagen

Group

of

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Inc.

2009-2010 Mazda RX-8

Mazda North America Operations (Mazda) is recalling certain 2009-2010 Mazda RX-8 vehicles that were previously recalled under recall 18V-017 but have not yet been repaired. These vehicles are equipped with certain air bag inflators assembled as part of the passenger frontal air bag modules used as original equipment or replacement equipment. In the event of a crash necessitating deployment of the passenger frontal air bag, these inflators may explode due to propellant degradation occurring after long-term exposure to absolute humidity and temperature cycling.

An inflator explosion may result in sharp metal fragments striking the driver or other occupants resulting in serious injury or death.

Mazda will notify owners, and dealers will replace the front passenger air bag inflator with an alternate one, free of charge. Owners may contact Mazda October 2019

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customer service at 1-800-222-5500, option 4. Mazda’s number for this recall is 2618F. Note: This recall supersedes recall 18V017.

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2018-2019 Mazda CX-5, Mazda6, and 2019 Mazda3

Mazda North American Operations (Mazda) is recalling certain 2018-2019 CX-5, Mazda6, and 2019 Mazda3 vehicles. A software error in the powertrain control module (PCM) may cause the engine to stall.

An unexpected stall increases the risk of a crash.

Mazda will notify owners, and dealers will reprogram the PCM software, free of charge. Owners may contact Mazda customer service at 1-800-222-5500, option 4.

Mazda’s number for this recall is 3719F.

Nissan North America, Inc. (Nissan) is recalling certain 2017-2019 gasoline, light duty, Titan vehicles. The alternator harness may have been damaged during the engine installation process, possibly resulting in an electrical short.

An electrical short may cause an engine stall, increasing the risk of a crash. In addition, it increases the risk of a fire.

Nissan will notify owners, and dealers will inspect the alternator harness for the proper routing and any damage. The harness will be clipped into the correct position or replaced as necessary, free of charge.

Owners may contact Nissan customer service at 1-800-867-7669.

Subaru Legacy

Mazda Miata

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2016 Mazda Miata MX-5

Mazda North American Operations (Mazda) is recalling certain 2016 Miata MX-5 vehicles. The skid plate and metal bracket may detach from underneath the vehicle.

Parts that separate from the vehicle may become a road hazard, increasing the risk of a crash.

Mazda will notify owners, and dealers will replace the skid plate, free of charge.

Owners may contact Mazda customer service at 1-800-222-5500, option 4. Mazda’s number for this recall is 3619F.

Subaru of America, Inc. (Subaru) is recalling certain 2019 Legacy and Outback vehicles.

Spot welds located on the duct below the cowl panel may have been improperly applied, impacting the vehicle’s body strength.

In the event of a crash, the reduced strength of the vehicle body may increase the risk of injury.

Subaru will notify owners, and dealers will inspect the vehicles and repair or repurchase the vehicle, as necessary, free of charge.

Owners may contact Subaru customer service at 1-844-373-6614. Subaru’s number for this recall is WUH-93.

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Mercedes-Benz Metris

2018-2019 Mercedes-Benz Metris

Daimler Vans USA, LLC (DVUSA) is recalling certain 2018-2019 Mercedes-Benz Metris vehicles. An internal sensor within the electric power steering unit may have been improperly manufactured, possibly resulting in the deactivation of the electric power steering assist.

An unexpected loss of power steering assist can increase the risk of crash.

DVUSA will notify owners, and Metris dealers will replace the steering unit, free of charge. Owners may contact

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DVUSA customer service at 1-877-7628267. DVUSA’s number for this recall is VS2LENKEPS. Mazda RX-8

2010-2011 Mazda RX-8

Mazda North American Operations (Mazda) is recalling certain 2010-2011 Mazda RX-8 vehicles that were previously recalled under recall 18V-716 but have not yet been repaired. These vehicles are equipped with certain air bag inflators assembled as part of the passenger frontal air bag modules used as original equipment or replacement equipment. In the event of a crash necessitating deployment of the passenger frontal air bag, these inflators may explode due to propellant degradation occurring after long-term exposure to absolute humidity and temperature cycling.

An inflator explosion may result in sharp metal fragments striking the driver or other occupants resulting in serious injury or death.

Mazda will notify owners, and dealers will replace the front passenger air bag inflator with an alternate one, free of charge. Owners may contact Mazda customer service at 1-800-222-5500, option 4.

Mazda’s number for this recall is 2618F. Audi Q5

2019 Audi Q5 and SQ5 Volkswagen

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October 2019

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(Volkswagen) is recalling certain 2019 Audi Q5 and SQ5 vehicles. In the event of a crash deploying the passenger’s frontal air bag, the instrument panel carrier may break due to incorrect welding. If the carrier breaks, there may be damage to the passenger frontal air bag.

A damaged frontal air bag may not provide adequate protection, increasing the risk of an injury.

Audi will notify owners, and dealers will replace the instrument panel and the passenger frontal air bag, free of charge.

Owners may contact Volkswagen customer service at 1-800-253-2834. Volkswagen’s number for this recall is 90N1.

2018-2019 Toyota Prius C

Toyota Motor Engineering & Manufacturing (Toyota) is recalling certain 2018-2019 Prius C vehicles. The DC-DC converter may fail resulting in the auxiliary battery no

longer receiving power from the converter, which may cause a loss of drive.

A loss of drive increases the risk of crash.

Toyota will notify owners, and dealers will replace the DC-DC converter with a new one, as necessary, free of charge. Owners may contact Toyota customer service at 1-888-270-9371. Toyota’s number for this recall is K0K.

2009 BMW 328i and 328xi, 2009-2011 335d, 2008-2012 M3 Coupe and M3 Convertible, and 2008-2011 M3 Sedan

BMW of North America, LLC (BMW) is recalling certain 2009 328i and 328xi, 20092011 335d, 2008-2012 M3 Coupe and M3 Convertible, and 2008-2011 M3 Sedan vehicles. The connection of the positive battery cable at the fuse box terminal may degrade, resulting in an intermittent loss of electrical power.

A loss of electrical power can cause the

vehicle to stall, increasing the risk of a crash.

BMW will notify owners, and dealers will replace and secure the positive battery cable connector, free of charge. Owners may contact BMW customer service at 1-800525-7417. Note: This recall is an expansion of a previous recall, number 18V-314.

2019 BMW i3 BEV, i3 REx and i8

BMW of North America, LLC (BMW) is recalling certain 2019 i3 BEV, i3 REx, and i8 vehicles. A circuit board problem within the Electric Motor Electronics (EME) module may shutdown the supply of high-voltage electrical power.

A shut down of high-voltage electrical power would result in a loss of propulsion, increasing the risk of a crash.

BMW will notify owners, and dealers will replace the EME module, free of charge. Owners may contact BMW customer service at 1-800-525-7417.

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SHELF LIFE

Find peace of mind in your pieces of inventory with these steps toward a seamless operation

By Matt Hudson

I

nventory is one of those parts of business that, if dialed in right, should run like clockwork.

But it still takes work to get there and diligence to maintain.

For Lance McQuirk, who has decades of quick lube experience under his belt, a messy inventory strategy can mean big trouble.

“Inventory is one thing that will kill your business,” he says. “Definitely one thing you have to be in control of.”

The need for an airtight inventory strategy rings true for most operations, like those that McQuirk ran in the western United States. It’s especially true 2,500 miles away in Hawaii, where he now works. For nearly everything except the bulk motor oils, he has 48

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to plan far ahead and manage that stock over long periods.

“I don’t get any of that stuff locally,” he says. “That stuff comes from a supplier on the mainland. And everything that comes here comes from the supplier by boat.”

McQuirk is the director of fast lube operations for Lex Brodie’s Fast Lube, which runs two locations in Kailua-Kona and Hilo, which are both on the big island.

Managing parts and supply inventories coming by ship over a period of weeks presents its own challenges. Lots of times, it’s weather.

“Generally, from the time the boat leaves the west coast until it hits this island, it’s 12 days,” McQuirk says. “But if they get out on the west coast and a hurricane or tropical storm comes

out into the pacific, that can drastically change their delivery schedule.”

That means he has to be on top of his inventory. He says that the keys to his management success in that area are easily replicable for any operation.

THE PROBLEM:

Finding the Right Volume

Back on the mainland, with a distributor close by, McQuirk says that he placed orders every one or two weeks.

Now, he orders monthly. And he buys additional stock in case something happens to delay the next order.

“It does make it a bit challenging,” he says.

“Not only do you have to figure normal uses,

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PHOTO COURTESY LEX BRODIE’S FAST LUBE

Island Life Lex Brodie’s Fast Lube has two locations on the Big Island of the archipelago.

but you also have to figure if things are going to change in the next 18 days.”

That often means that he orders extra inventory items, particularly for his most popular items, in case of a supply disruption.

The key is to find the right stock level. Too little, and a shop might be left exposed in the event of an unexpected supply stoppage.

Ordering too much at one time can be costly.

“We do have auto parts stores here on the island,” McQuirk says. “If we were to run out of something, we could order from there, but that drastically changes our product cost.”

He keeps a close eye on his POS and inventory software systems to see how different products are moving, and he says that he stresses the importance of the system to his employees.

Shops should factor in their proximity to the distributor and know what’s possible in the event of a disruption or, alternatively, during a high-volume service period. A mainland shop may not be compensating for a trans-oceanic shipment, but the time of delivery is key to making sure the right products are in stock.

It typically takes a bit of tweaking to find the right balance. McQuirk started at the Hawaii shop six years ago and had to adjust to the factors in his supply chain.

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“I think it took a year and a half or better to get the inventory really dialed in, as to how much padding to keep,” he says. “And timing-wise, what day of the week to place the order.”

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One key to good inventory management is consistency in timing. It helps the distributor, which helps the operator get shipments just when they’re expected.

“Be very consistent on your ordering schedule,” he says. “Whether you’re in the middle of the ocean, like I am, or on the mainland. Being consistent with your order date definitely helps with inventory stock levels.”

That’s one way to streamline the process.

It also makes the volume equation much easier, because with time, shops will be able to look back on the same time last year and compare orders.

“If you’re going to do a usage-based report from your computer system, and one month you order on the fifth and the next month you order on the 25th, the order size is going 6:27 AM to be different,” McQuirk says.

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Inventory takes all hands, and it’s important that the techs who pull inventory from the shelf every day know how to keep things organized and logged into the point-of-sale system.

Training on the inventory systems is just the start. McQuirk says that it’s best to let employees know how much the operation hinges on smooth inventory management.

One way to do that is to rotate those duties in the shop.

“Give different employees different tasks when it comes to the inventory,” he says.

“Whether it’s rotating stock, receiving a warehouse order or entering the inventory into the computer.”

Of course, the buck stops with the manager.

McQuirk says that he’s careful to train himself to keep a close eye on stock levels. Practice makes perfect.

“I go through my inventory, the different categories, weekly rather than monthly,” he says. “Rotate everything shelf-wise. A lot of operators will do an inventory once per month. I do mine weekly.”

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T WEIGHTS AND MEASURES What you need to know about new requirements for engine oils and transmission fluids

By Matt Hudson 52

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here’s a whole supply chain for the oils and fluids that come into a shop.

From the manufacturers, distributors, shops and anyone in between, it’s a chain of custody.

But if a driver has an issue with the engine oil or transmission fluid, it’s the shop that’s going to be held responsible, and enforcement is stepping up across the country.

That’s why proper product labeling and tracking is important, and quick lube operators play a huge role in that quality control. In addition to that, it protects shops from liability by making sure they’re installing the fluids with the specs as advertised.

At iFLEX in May, the Automotive Oil Change Association announced a new training program for the updated weights and measures requirements found in the National Institute of Standards & Technology (NIST) Handbook 130.

For a quick lube shop, the handbook regulates the labeling of engine oils and automatic transmission fluids. The requirements can be specific. One passage requires that engine oil packages or storage tanks have labels with lettering that’s at least 3.18 mm, or one-eighth of an inch, tall.

Joanna Johnson, policy advisor for the AOCA, explained the reasons behind new labeling requirements and what operators should know in a Q&A with NOLN.

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Why are these labeling rules important for operators and their customers?

It’s crucial for installers and their customers to get the premium products they purchase.

Historically, engine oil and transmission fluids sold in bulk were often delivered without any receipt at the time of delivery or, if provided, the receipts were vague.

It was then up to the installer to vouch for the products as being the ones contracted for and provided to the ultimate consumer.

If anything went wrong with the bulk delivery, the burden was on the installer to prove the distributor knew exactly what product they were supposed to deliver and also manage any damages experienced by customers.

Given that the average consumer no

longer lifts the hood or reads the owner’s manual, let alone ever had the opportunity to take advantage of the now virtually extinct high school auto shop class, customers may not even know what the acronyms “ATF” or “CVT” mean.

An installer would know, but how could they be sure they were installing the right product if they didn’t even receive a bulk delivery receipt describing exactly what they purchased? And what about packaged products?

How have regulators responded?

As engine oil and transmission fluid specifications became increasingly complex, weights and measures regulators also took notice.

Was it enough to include an SAE grade for engine oil once there was a radical difference between SAE 5W-30 API SN and SAE 5W-30 SH? The National Conference on Weights & Measures thought definitely not, and, in 2012, it began amending the National Institute of Standards Technology (“NIST”) Handbook 130 to include new labeling and receipt rules for engine oil and transmission products.

The majority of states have adopted the code and the rest either have similar requirements in other statutes or use the code as a reference guide when a related issue comes up. It can also be used as a standard of care in lawsuits.

Enforcement varies from state to state, October 2019

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but can be such a nightmare that no professional operator would want to risk it.

Why are regulations moving away from labeling for “universal” application?

“Universal” transmission fluid was previously considered akin to the general concept of multi-vehicle fluid.

However, using the product description “universal” has been challenged as misleading in recent years because the vehicle fleet now includes vehicles with significantly different fluid requirements, including viscosity. If a regulator interprets the term “universal” literally rather than as a term of art, it is virtually impossible for one fluid to meet all implicated specifications and could be considered misleading to be labeled as such.

How can a shop owner begin checking to make sure they’re compliant?

First, make sure all bulk product measuring and dispensing devices are properly calibrated. Second, review all product labels.

That’s all containers including tanks, reels and pre-packaged goods. Third, check bulk engine oil and transmission fluid distributor receipts for complete product identification, and in the case of transmission fluid either the primary performance claims or website reference where those claims can be viewed in their entirety.

They may also want to make sure their distribution agreements include compliance with the latest version of NIST Handbook 130. Bulk distributors are required to provide detailed receipts upon delivery and installers are required to keep those receipts for a year. Therefore, a distributor’s failure to comply becomes a compliance risk for the installer, too.

Lastly, make sure the required product identification also appears on fast lube customer receipts. They can always access the latest version of NIST Handbook 130 online, and AOCA members can also use the association’s State by State Enforcement Guide.

Neither can provide what the training program offers but would be helpful until that program is rolled out.

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What's in a Label?

Make sure they include the right Information

What is always required in labeling for engine oil and automatic transmission fluids?

Johnson: I can’t give you an “always” answer, unfortunately, because there are nuances between the types of fluids and containers, and regulators expect all of those varying labeling factors to be accounted for. This was a major motivating factor in creating detailed compliance training for this subject. The broadest way to describe it would be the following: ENGINE OIL • Quantity • SAE viscosity • Brand • Engine service category • Vehicle or engine manufacturer standard with additional requirements where the product is not also licensed by API (American Petroleum Institute) or ACEA (European Automobile Manufacturers’ Association) • Obsolete cautionary statement when applicable

TRANSMISSION FLUID • Quantity • Brand name • Name and place of business of the manufacturer, packer, seller or distributor • The words “transmission fluid,” which may be incorporated into a more specific description of transmission type such as “automatic transmission fluid” or “continuously variable transmission fluid,” but never only “ATF” or “CVT” alone • Primary performance claim or claims met by the fluid and reference to where any supplemental claims may be viewed (e.g., website reference) The requirements vary depending on the type of container and also with respect to bulk distributor and installer receipts, which have a special rule for transmission fluid performance claims.

"AOCA training label

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VIEWPOINT

Associationally Speaking

AOCA Spotlight: Amber Kossak

By Bill Floyd

It’s hard to believe we are now playing in the fourth quarter of 2019! Last month, we held our third and final Management Certification Course of 2019, which took place in Dallas. With about 50 attendees, our members proved that everything truly is bigger in Texas. The industry now has dozens of newly certified managers, who are more equipped to handle the challenges of running a fast lube than ever before.

This month we continue our AOCA Board of Directors Spotlight Series with our Treasurer, Amber Kossak of Solid Start/True Brand.

Tell us about your business and your experience in the fast lube industry

Solid Start, Inc manufactures True Brand Products, a full line of automotive treatments, supplements and performance additives, designed to enhance and extend engine and vehicle life.

Being a female-owned and family-operated business this gives us the power to make decisions! With that said we pride ourselves on being customer-centric, creating a win/win atmosphere for our employees and customers.

I have been in this industry my entire life. As a child, I remember helping put labels on bottles at my father’s automotive additive manufacturing company.

Then, as a young woman, I managed and worked at my family’s quick lube shop. Thanks to that experience, I was able to transition into managing the quick lube division of my father’s company. I found my passion for working in this industry with the customers I had come to call family.

Being an entrepreneur is not for everyone, but that is the industry we are in. We started our company Solid Start, Inc in 2010; it took thousands of phone calls, knocking on doors, advertising and 56

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traveling the country making cold calls to get it off the ground. Through all of our hard work and dedication, our company has grown from an idea to a staff of over 30 (and still growing) with the amazing employees we have today!

huge difference with making the right decisions short and long term for our business. Our challenges will still be here today and tomorrow however with good quality people it might feel like climbing a hill versus us smacking right into a mountain.

Why did you get involved with AOCA?

“Being an entrepreneur is not for everyone, but that is the industry we are in. ”

What challenges do you see facing the industry today and in years to come?

To name a few would be longer oil change intervals, staying up to date on modern engine designs in order to service them, electric vehicles, customer retention, and not to mention quality help. If we have quality people in place this will make a

The AOCA provides countless benefits for our industry. For us, we do not own a quick lube or service center however you could say the AOCA is a strong and powerful tool that has proven very helpful in our industry. AOCA provides training, regulatory support, and education to a community of individuals who want to learn and better their business.

We truly appreciate being a part of the AOCA and the individuals who contribute to helping handle industry changes much easier.

What do you do in your spare time when you’re not running your business?

My faith and family come first in my life. I love spending time with my family and helping others learn about the bible.

You might be surprised but I grew up riding go-carts, and when my husband and I were dating I bought my very first dirt bike for $40 which was in pieces.

It took us a few months but we built it from the ground up together.

I now have a 2 stroke Honda 125, and a Honda 350 four-wheeler, and he has a 4 stroke Honda 250. I also enjoy snowboarding in the winter, a good mystery or who-done-it movie and of course a good card game with friends.

BILL FLOYD is the owner of Lucas Oil Centers in Evansville, Ind. He is the current board president for the Automotive Oil Change Association (AOCA). Contact him at 812-760-8769 or Bill@ lucasoilcenter.com

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October 2019

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Making It Happen

VIEWPOINT

Don’t Struggle; Influence!

By Kit Sullivan

Are you struggling to maintain a respectable ticket average in your shop? Are your techs telling you that they are asking every customer about everything they need, but they just don’t want to buy anything?

Do you share in the frustration with your techs or advisors, knowing that they are asking, but just getting a lot of “no’s” lately?

If this sounds like what may be going on in your shop, then you are definitely suffering from missed opportunities, lack of preparation and misguided goals.

Hone Your Influence Over Your Customers

The most important thing to remember here (and at all times, actually) is that the customer really has very little to do with how successful your presentations are. You may think that the customers are making their “yes or no” decisions based entirely on outside influences— influences that you or your techs have no control over, but that could not be any farther from the truth.

Customers will base their “yes or no” buying decisions almost entirely on the totality of all the things they have experienced while in and around your shop today.

You and your techs and advisors have near-total influence on the buying actions of your customers, and if you allow yourself to believe otherwise, then you are never going to enjoy the consistently high ticket averages along with happy, repeat customers that many other shops get day in and day out.

That cuts both ways, like the proverbial double-edged sword. Your influence can and will influence them to follow your recommendations and purchase extra parts and services, as long as you have influenced them in a positive, honest and respectable manner.

However, if your influence does not move them towards the goal of maintaining their vehicle as you recommend, then by nature it can only move them in the other direction: to not follow your recommendations.

The manner in which you influence your customers is totally up to you. You can do all 58

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the things that influence them to feel confidence and trust in you, your shop and your recommendations, or you can influence them to feel uncomfortable, have a lack of confidence in you and your recommendations and to be distrustful of your shop in general.

The Cold Truth

Before I go any further, I need to be clear about something. If you truly want to be successful, and attain consistently high ticket averages, grow your car count and bask in the aura of happy customers referring others to your location, then you must absolutely accept one thing as rock-solid truth. You, not the customer, are totally in control of how and what the customer feels and decides about you, your shops and your techs.

You, not the customer, are the No. 1 most important aspect of what makes the customer decide if they want to go ahead and do the extra services you have recommended to them today.

Recognize Excuses for What They Really Are

Here are some of the common rejection statements I have heard over the years, as I am sure you have all heard them too.

• My mechanic will do that for me • It’s under warranty, so it’s not necessary • That was done last time (or somewhere else) • I’ll do it next time • I’ll do that myself • No thanks, it’ll be fine the way it is There are many more, but I’m sure you get the point. These are all nothing more than excuses.

The customer is making an excuse to you because they do not like confrontation. Who does? They feel that if they told you the truth about how they feel, there might be some discomfort involved.

And what is the truth and discomfort I’m talking about? The truth is that they don’t have enough confidence that whatever it is you are trying to convince them to do is going to be in their best financial interests.

Look at it this way: They don’t trust you.

Harsh words maybe, but if you really want

to be consistently successful, then you must accept that.

Only when they trust you will they follow your recommendations. The situation that many fail to grasp is that everything that the customer sees, feels, hears, smells, touches and experiences will influence them in only one of two directions.

They will either be positively influenced to trust and have confidence in you and your shop, or they will be negatively influenced to distrust you and have no confidence in the shop.

Unfortunately, the totality of your influence on your customer is not limited to the things you are consciously and deliberately doing or not doing. Even when you are making no effort to exert any influence on anything at all, you are still doing it. Everything, every action and every person on this planet exerts influence on everything around them all the time, whether we want to admit it or not.

Accept and believe that truth and you will be on your way. No matter what they may say to you, your customers do not come to your shop because they are flat broke. If they are in your shop, then they have money, that makes sense, right? Why would they come in with no money?

Furthermore, if they are as broke as they sometimes tell you, why did they pick your shop instead of some bargain discount shop to get an oil change?

If your quick-lube shop is like most others in this country, then you are probably not the absolute bottom-dollar shop in your area to get an oil change. Almost all quick-lube shops will have a tire or muffler shop somewhere in their vicinity offering $20-$25 oil changes. I know I certainly do. If your prices are significantly higher than that (mine sure are), then what makes your customer come to you over them?

They pick you over the cheap muffler shop for a couple reasons. One, your service offers some perceived value beyond just oil and a filter that the muffler shop doesn’t, whatever that may be. Two, they have money to spend Once the customer has made the decision to come to your lube shop over all the other places in your area that they could have chosen, it is now up to you to do all the things

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necessary to encourage them to them to continue to feel all positive influential things that brought them to you in the first place.

Clearly, it is very important to realize that everything you do and say, your appearance, mannerisms and actions make an impact.

Realize, however, that it is also the things that you don’t do, the words that you don’t say, and the mannerisms that you don’t display that can have even a stronger influence on the customer.

Do you want to influence your customers to be friendly and cooperative? I’ll bet you do, for those are the customers we like the most, and happily… the ones who spend money in our shops!

How can we influence the customer to be friendly and happy? I hate that I actually have to write this down, but I will.

If you want happy and friendly customers, then you must be happy and friendly to them, to influence them in that direction. Sure sounds simple, but I can’t count how many times I have been to shops around the country and witnessed customer after customer being treated with indifference, no enthusiasm and not a spec of friendliness, only to have the shop owner show his exasperation at how cheap and negative his customers are “around here” and moan and groan about his low ticket averages.

That mistake is common and is a killer. The opposite of rudeness is not friendliness. To tell your people to never be rude to a customer is not even remotely near enough. They must be outwardly friendly, very friendly. Pretty easy stuff, but many miss it.

• Smile when talking to customers (and everyone else for that matter!)

• Tell the customer your name, and then ask for their name. Then, use their name when talking to them. They like that.

• Thank them when they do things you ask them to (like releasing the hood, turning on/off lights, etc.)

• Listen to them. If they are telling you something, don’t cut them off with your answer because you think you know what they are going to say. Many people do this unknowingly and it annoys the other person. Don’t do it.

prepared to be receptive of that presentation.

If your presentation is ignored or falls on deaf ears, then it has a zero percent chance of being successful. Zero. All of your actions, and all of the experiences that your customer receives before you do your presentation, from the very moment they arrived at your shop today are what prepares the customer to properly receive your presentation.

Only if the customer can effectively receive your presentation can it be expected to work.

Your goal with each and every customer should be to make the sale. That may sound contrary to what you believe and what seems to make sense, but that goal will only make you work harder and with less success than you want.

Your single and only goal with each and every customer should be to use whatever influence you can to prepare your customer to receive your best presentation. If your customer was properly prepared, then your presentation has the highest chance of succeeding.

Remember, once the presentation, its words, thoughts and meaning is in the customers mind, it does all the work. And a good presentation will work a very high percentage of the time. Your only goal should be to get that presentation into the prepared customer’s mind.

Be friendly, influence your customers in the direction you want them to go, and make it happen!

See ya next month!

KIT SULLIVAN began as a lube tech over 25 years ago and is one of the most knowledgeable and respected experts in the fast-oil-change arena. From location manager to general manager of a 50-plus unit chain, to owner of his own six-unit chain of lube shops, Sullivan has mastered every area of successful lube shop operation. Known for his excellent training seminars, as well as assistance in developing new products tailored to the industry, Sullivan is a popular consultant and can be reached at: quicklubekit@aol.com

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Above and Beyond

VIEWPOINT

Digging Into Diesel Service

By William Nonnamaker, Senior. VP Sales and Marketing, Penray Inc.

The flow of customer vehicles into your shop may be steady or sporadic. But owners and managers of quick lube shops know that a top priority is to keep the number of customers growing.

Sure it’s good business to build the sale on each job ticket through value-added services that enhance the service life and performance of customers’ vehicles. But savvy managers know full well that it is also critical to build the customer base. Doing so helps to replace those customers who don’t return, for whatever reason. But it also builds total sales and profits.

And this leads us to the light duty diesel market.

There are thousands of light duty diesel vehicles on the road today. While some of them are in passenger cars, most are in light duty trucks, mostly pickup trucks. These may be privately-owned trucks that are versatile and used for occasional hauling or towing. They may be owned in “onesies or twosies” by contractors, landscapers and others. Or they may be owned and operated in larger numbers by businesses that employ them in fleets for a host of different uses.

Regardless of the ownership or type of service, all of these light duty diesel vehicles need periodic maintenance. And those in commercial service, in particular, require strict adherence to maintenance schedules in order to minimize downtime and keep them productive.

And that’s where you come in.

Sure, diesels don’t have spark plugs, distributors, or conventional ignition systems. So regular tune-up procedures don’t apply. But they certainly have fuel and lubrication systems, and these present service and profit opportunities for you.

Consider the fuel systems in diesel engines.

Bear in mind that diesel engines operate with much higher compression ratios than those found in gasoline engines. This is because, in diesel engines, the fuel/air mixture is ignited by the heat of compression, not by way of spark plugs which light the fire in gasoline engines.

Diesel engines in today’s light duty vehicles operate on a compression ratio of about 16:1.

This is roughly double the compression ratio of today’s gasoline engines. And since diesel fuel is injected directly into the combustion chamber of 60

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typical diesel engines, the fuel delivery systems on these engines are made to exacting levels of precision, and must be kept that way. So the use of fuel system additives is an important part of routine maintenance on these vehicles.

Consider, for instance, the use of a diesel fuel prep product that cleans particulates and deposits from diesel fuel systems. Of particular concern is debris that can compromise the performance and effectiveness of fuel injectors. Consider that the orifice in a diesel fuel injector can be as small as 100 microns or even smaller. A micron is a millionth of a meter. A human hair is about 50 microns in diameter. So you can see how important it is to use a fuel additive that helps to dissolve and wash away deposits before they can clog injectors.

Diesel-powered vehicles that are not used regularly or are operated in harsh conditions may require the use of fuel additives with additional capabilities. The use of a diesel fuel conditioner can protect fuel in the tank from the growth of bacteria and fungi that can otherwise flourish in diesel fuel. It can also both prevent and disperse sludge, also a concern with diesel fuels. Conditioners can stabilize the fuel, allowing it to burn more cleanly and completely. And they can also increase cetane ratings and reduce the amount of fuel that dilutes engine oil.

You may be aware that much of the diesel fuel being supplied today is Ultra Low Sulfur Diesel (ULSD), blended to reduce harmful emissions. This type of fuel is commonly used in light duty diesel engines as well as their heavy-duty brothers. Unfortunately sulfur compounds contributed most of the lubricity and some of the cetane in older fuel blends, so this presents the quick lube shop with the opportunity to provide quality fuel additives and treatments that restore and even improve the lubricity and combustion quality to preULSD levels.

And what about engine oils in the diesel era?

You may already know that the current API standard for pre-2017 diesel vehicles is the CK-4 standard. And hopefully you also know about the newer FA-4 standard for 2017 and newer

diesels. Note that FA-4 oils are not backward compatible and should not be used in pre-2017 diesel vehicles.

Regardless, there continues to be a need for oil additives for diesel-powered vehicles, particularly those that have to work hard in commercial service or DIY hauling and towing, as well as in vehicles that face extended oil change intervals. In order to protect vital internal engine components like piston rings, cylinder walls, crankshafts, and engine bearings, it is important to neutralize the acids that can develop in diesel engine oil.

In fact, combating acidity in engine oil is of particular concern when vehicles are operated on bio- diesel fuel. Here’s why: When diesel fuel particulate filters become clogged, the ECU senses higher back pressure on the exhaust and directs more fuel to be delivered to the cylinders to help burn off (re-gen) the soot trapped by the DPF. This additional fuel can wash down past piston rings and into the engine oil. But with a higher boiling point than conventional diesel fuel (bio-diesel boils at about 600 degrees fahrenheit), the biodiesel doesn’t cook off as easily, contributing to the build-up of sludge and acids. Both of which can contribute to oil break-down and corrosion. Use of a quality diesel oil treatment can minimize these negative effects and prolong engine life.

WILLIAM NONNAMAKER is senior vice president Sales and Marketing at Penray, Inc., with overall responsibility for sales to the quick lube industry, as well as sales to the heavy-duty and international markets. A 30-plus year veteran of the automotive aftermarket, Nonnamaker previously held sales and marketing positions with Johnson Controls Battery Group, Cooper Tire and Rubber Company, and Wells Vehicle Electronics.

In his five years with Penray, he has cultivated Penray’s relationship with quick lube owners and operators and has overseen the introduction of a number of products and professional-level service kits that are especially well-suited to the quick lube environment.

Married with two grown children, Nonnamaker holds a BS degree from Michigan State University and an MBA degree from Bowling Green State University.

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9/23/19 5/6/19 2:16 7:46 PM AM

PRODUCTS & SERVICES ROBINAIR ANNOUNCES NEW REFRIGERANT ANALYZERS FOR R-134A OR R-1234YF A/C SYSTEMS

Robinair has released its new R-ID (#16990) and R-ID Plus (#16995) Refrigerant Analyzers, which allows technicians to quickly and accurately determine the refrigerant purity of a vehicle’s A/C system. The R-ID and R-ID Plus Refrigerant Analyzers are designed for use on vehicles with either R-134a or the newer R-1234yf refrigerant.

Powered by an internal lithium ion battery, the R-ID and R-ID Plus measures the percentage of R-1234yf, R-134a, R-12 refrigerants, as well as R-22 and Hydrocarbon contaminants. An optional R-12 hose is required for technicians to be able to test R-12 refrigerant. The analyzers also measure the percent air in pure R-1234yf and R-134a refrigerants.

The tools are certified to the SAE J2912 standard and can connect directly to any SAE J2843 or J3030 A/C service machine with an external USB port. Each device has a large, easy to read color display that shows analysis results and helps technicians to determine the next step of an A/C system service.

The R-ID Plus Refrigerant Analyzer is equipped with the same features and functionality as the R-ID Refrigerant Analyzer but adds an internal printer to print final test results.

TOTAL EXPANDS ENGINE OIL PRODUCT LINE

Total Specialties USA, Inc. announced the addition of new engine oil, called Total Quartz 9000 Future XT 0W-16.

The new engine oil is positioned to meet the needs of a market that is trending towards lower viscosities, according to a press release.

Total Lubriciants will now offer it to the U.S. market as it gets ready to service applicable 2018 vehicles that require 0W-16 formulations.

The new engine oil is crafted to protect smaller turbocharged engines and delivers high fuel efficiency during complete drain intervals. It is a full synthetic, high-performance engine oil that offers quick starts even in cold temperatures and protects against LSPI (lowspeed pre-ignition) that is found in newer engines.

“Total prides itself on 62

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cutting edge innovation and creating a product in the 0W-16 viscosity is an essential and innovative approach to the market trending towards lower viscosities. Total Quartz 9000 Future XT 0W-16 also positions Total to be ready when the new ILSAC GF-6B licensing process begins,” commented Christophe Doussoux, SVP Lubricants, Additives and Special Fuels of Total Specialties USA, Inc. Official certification for GF-6B starts on May 1.

GEARWRENCH INTRODUCES NEW CHROME HEX BIT SOCKETS

Automotive and industrial mechanics don’t have time for tools that come up short. So, Gearwrench is introducing new additions to its Chrome Hex Bit Socket line that literally reach farther to provide greater access and ease compared to standard shorter hex keys.

With the new mid-length and long-length hex bit options, reaching hex-cap fasteners is no longer a worry.

“Technicians often struggle to have tools that provide great access without compromising strength, so we designed our mid- and long-length hex bit sockets to offer both,” said Chris Coll, product manager at Gearwrench, in a press release. “From the materials we use to the nuances of our design, our new hex bits help auto mechanics and industrial maintenance professionals keep pace with their work.”

Product Features: • Mid-Length and Long-Length bits to provide additional access to hard-to-reach fasteners • S2 steel insert hex bits for maximum strength • Sockets meet insertion depth requirements to ensure correct engagement with the fastener • Chamfered hex bit ends are precision manufactured for a secure fit to prevent stripping and wear • Socket base full polish chrome finish is easy to clean and provides high visibility • Large hand-stamped identification and double line (SAE) and knurled line (metric) to easily distinguish between SAE and metric sockets • Socket base is heat treated • Exceed ASME proof torque requirements for durability

The new line of mid-length and longlength hex bits includes 61 total products (57 open stock options and four sets) for 3/8inch and 1/2-inch drives in both SAE and metric. The full line of GEARWRENCH Hex Bit Sockets now has 140 options and 16 sets, including standard hex bits, ball-end hex bits, and long ball-end hex bits.

C.A.T. PRODUCTS NEWEST ADDITION TO PREMIUM LINE OF CLEANERS

C.A.T. Products, Inc. (Run-Rite) is proud to introduce the ® Run-Rite Diesel Fuel and Induction Kit Diesel Fuel Induction Kit to add to its proven detergents and additive packages. This 3-stage kit cleans up injectors both from traditional coking and internal deposits that cause sticking. The Diesel Fuel Induction Kit will also provide corrosion protection for fuel system components. The Diesel Treatment Kit enhances lubricity and dissolves waxy soap deposits to help dissolve asphaltenes.

“This kit has been formulated to rapidly dissolve and loosen tough deposits to restore the proper air flow and performance that diesel engines require. It helps to lower emissions, improve idle quality and acceleration and may help improve fuel economy.” said Bruce Dobbs, co-founder of C.A.T. Products Inc. (Run-Rite). “Run-Rite Diesel Induction System 3-step cleaner is specially formulated non combustible blend of cleaners and dispersants which will quickly, effectively and safely remove soot, carbon and fuel residue deposits from the induction system. It will also help clean the diesel particulate filter.”

The 2 stage Induction Service helps remove soot and carbon deposits from the intake system. This service helps reduce smoke and emissions, recover lost power and helps improve fuel efficiency and economy. The Diesel Fuel Induction Kit has been shown to decrease ignition delay, improve cold weather starts and reduce misfires and lower engine noise. It can also help protect injectors and fuel pumps from abnormal wear.

MACNAUGHT RETRACTA R3-RACR HOSE REEL

Macnaught USA has introduced its Retracta

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R3 Hose Reel with RACR (Retracta Adjustable Control Return).

Featuring a 10-year warranty, the Retracta R3-RACR is the market’s first reel with fully adjustable return speed for increased safety.

The patented RACR system utilizes an adjustable hydraulic clutch that allows the user to set the speed of return to meet individual requirements, protecting personnel and equipment.

Easy to adjust with only a screwdriver, the Retracta R3-RACR hose reel has a texture-rolled carbon spring for maximum service life and built-in spring overrun protection. The unit comes standard with a safe tensioning mechanism, protecting the operator from direct spring interaction. It offers increased hose capacity up to 65 feet, and its Air / Water RetractaFlex hybrid polymer hose eliminates kinking for superior performance. The polymer hose mouth design provides high wear resistance, and the reel has an integrated handle for convenience.

Its wide mounting bracket offers improved stability. The fully serviceable Retracta R3 reel is available in an array of case and hose colors for air, water, oil, grease and hot water applications. It is suitable for factory floors, shops, vehicle dealerships, truck and heavy equipment repair facilities and more.

NEW SNAP-ON TORQUE WRENCH DELIVERS MORE MUSCLE IN LESS SPACE

The new Snap-on ATECH2FR125B 3/8" Drive TechAngle Flex-Head Torque Wrench provides the same benefits as fellow ATECH series tools, but with more range, strength, and accuracy.

With a 5-125 ft-lb working range, technicians are able to use this torque wrench for a wider array of applications including passenger tires, engines, and suspensions.

The tool’s strong yoke is engineered for a higher torque load with added steel mass, as well as an extremely tight tolerance ratchet tang-to-yoke fit. Without compromising on the torsional strength, the heavy-duty yoke also provides technicians a smooth indexing movement of the ratchet head up to 15 degrees, and the smaller yoke-to-rachet gap reduces potential pinch points for increased safety.

The ATECH2FR125B becomes even more precise while in a flexed position (from 0 to 15 degrees) due to the patent pending Snap-on® Multi Axis Gyro Compensation (MAG

COMP) that allows the tool to automatically measure its position and compensate for the change of length. The 80-tooth ratchet offers a shorter, 4.5-degree arc making it easy for technicians to work on fasteners in confined spaces and meets or exceeds the ASME® B107.300-2010 (B107.28) standard. The wrench operates on AA batteries and comes with a two-year warranty.

Features of the intuitive ATECH2FR125B include: • Four alert modes (LED, LCD, vibratory, and audible) • Six scales for precise measurements in both metric/SI and imperial units, plus angle • 10 presets for easily recalling commonly-used torque specifications • Cycle counter to help techs keep their tool calibrated • Torque then angle option for bolts that require specific applications of both measurements • Battery level indicator • Low profile buttons • Power interruption technology • Dual progressive LEDs and backlight LCD screen provide greater visibility in dark, cramped work spaces

CONTINENTAL ATE SL.6 BRAKE FLUID IDEAL FOR ELECTRONIC BRAKE SYSTEMS

Continental Commercial Vehicles & Aftermarket offers its ATE SL.6 Brake Fluid as an ideal brake fluid replacement for DOT 4 fluid in ESP, ABS, and ASR systems. The low-viscosity texture of ATE SL.6 allows electronic brake systems to react more quickly for improved safety.

Continental’s Original ATE SL.6 Brake Fluid incorporates high-quality additives to help provide excellent protection against rust and corrosion, so the brakes are more durable and resistant. ATE SL.6 delivers excellent application coverage for the advanced braking systems used in all makes of high-end vehicles.

Dan Caciolo, Head of Product Management for Continental Independent Aftermarket

Powertrain & Brake Systems, noted that in addition to ATE SL.6, Continental also offers ATE SL Brake Fluid for hydraulic brake and clutch systems and ATE TYP 200 Brake Fluid for racing applications.

GUNK INTRODUCES NEW DEGREASING WIPES

GUNK, the brand that has brought the toughest cleaners and degreasers to market for over 60 years, has launched its new GUNK Degreasing Wipes. The industrial-strength, no-rinse degreasing wipes are designed to tackle grease and oil on everything from engine bays to vehicle trim and windows and are currently available for purchase nationwide.

GUNK Degreasing Wipes feature large, 8-inch by 12-inch sheets that provide maximum surface area for thorough and efficient cleaning. The sheets are double-sided, with a scrubbing side for stubborn grease and grime and a smooth side to finish the job.

Developed with a low-VOC degreasing solution, the wipes deliver a professional-grade cleaning solution when rinsing isn’t possible. The degreasing wipes contain no isopropyl alcohol and are packaged in a moisture-sealed container to prevent drying and to maintain a long shelf-life.

“Our customers need products that offer convenience, without sacrificing performance,” said Marshal Livingstone, Blumenthal Brands Integrated SVP/General Manager. “Our new GUNK Degreasing Wipes combine a larger size and double-sided surface with a no-rinse formula that allows them to clean tough oil and grease, without having to use water. We are proud to offer the latest addition to the GUNK line of engine degreasing products as we continue to evolve to serve our consumers.”

Additional product attributes include: • Citrus scent • Safe for skin • Safe on metal, glass, painted surfaces, plastic and rubber October 2019

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Classified Advertising CONSULTING Advertise your lending institution to thousands of industry specific clients in the Classified pages of NOLN. Call Shayna for details 651-846-9460. Print and online ads available

EDUCATION/TRAINING Highlight your educational institution here! Reach those candidates seeking a career in the fast lube and fast lube plus industry choosing a college or university.

Call Shayna for details 651-8469460.

EQUIPMENT & SUPPLIES (FOR SALE) OUT WITH THE OLD!!

Do you have used shop equipment, tools, work trucks, etc. that you need to sell to make room for the new stuff?! Advertise in the NOLN Classifieds and reach industry specific buyers. Call Shayna for details 651-846-9460.

CLASSIFIED CATEGORIES:  EMPLOYMENT  EQUIPMENT & SUPPLIES (FOR SALE)  FAST LUBES (FOR SALE)  FAST LUBES (FOR LEASE)  FAST LUBES (WANTED)

EMPLOYMENT QUICK LUBE MANAGERS IN TEXAS

Allied Lube (doing business as Jiffy Lube) is growing in Dallas, Fort Worth, San Antonio, and Houston. We're looking for Black Belt Managers in the Quick Lube Industry. Benefits include: 401k, United Healthcare PPO as low as $38/week, lucrative bonus program and 5 paid closed holidays.

Email resume to Chuck Barrett: charlesb@alliedlube.com

LUBE AND REPAIR MANAGERS

Growing corporation in Northwest Indiana and west suburbs of Chicago looking for qualified lube and repair managers, as well as District Managers to join our team. We offer competitive salaries, flexible schedules and an excellent benefit package. Apply online at www.thedukeofoil.com

 CAR WASHES (FOR SALE)

FAST LUBES (FOR LEASE)

 CAR WASHES (FOR LEASE)  CAR WASHES (WANTED)

MISC. BUSINESS BUSINESS FOR SALE Chemical Professionals Inc. Our products include Blue Magic (windshield washer fluid) and Double Power (cleaner/degreaser). Call/Text 858-204-8622.

We specialize in Quick Lube Businesses!

• • • • • • •

General Liability Garage Liability Property Insurance Garage Keepers Commercial Auto Equipment Breakdown Workers Comp

CLASSIFIED ADS IN PRINT & ONLINE CALL SHAYNA AT

651-846-9460

 EDUCATION/TRAINING  CONSULTING  REAL ESTATE  ANNOUNCEMENTS  MISC BUSINESS OPPORTUNITIES

ARE YOU LOOKING FOR EMPLOYEES? P R O M OT E YO UR O P P O R T UN I T Y O N AU TO J O B CE N T R A L.C O M

Get Started Today!

AUTO MECHANIC IN NORTH CAROLINA

972.459.1995 cimtx.com info@cimtx.com

Jiffy Lube is hiring an Automotive Technician/Mechanic in Charlottle, NC. Duties include diagnosis, testing, and repair of major service systems. Minimum of 2 years experience in automotive service and repair required. View entire job details on Jiffy Lube company website.

autojobcentral.com

TECHNICIANS WANTED IN TULSA

Midtown Kia is seeking all levels of Technicians including Lube Technicians. Benefits include paid vacation, paid training, medical plans, and opportunity for advancement. Located in Tulsa, OK. Learn more at bit.ly/midtownkia_autotechnician.

GENERAL SERVICE TECHNICIAN

National Tire & Battery is looking for a Tire and Lube Technician in Seabrook, NH. Responsibilities include, but are not limited to, tire installation, vehicle inspections, mechanical services, and stocking inventory. Benefits included! Apply today at www.tbccareers.com 64

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CLASSIFIED ADS IN PRINT & ONLINE CALL SHAYNA AT 651-846-9460

Call Shayna at 651-846-9460 to place your ad today.

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ADVERTISERS/PRODUCT INDEX October 2019 Auto Data, Inc. _____________________________________________ 7______________800.767.7580________________ www.autodatainc.com BayNets __________________________________________________50_____________860.537.1414_____________________ www.incord.com Boss Cabin Air _____________________________________________13_____________800.637.0580_______ www.nothinggetsbyus.com/boss BendPak__________________________________________________46_____________800.253.2363___________________ www.bendpak.com Chevron________________________________________________ 5______________866.354.4476_________www.havolineexpresslube.com Continental Automotive Systems_____________________________ 34_______________________________ www.continental-automotive.com Corporate Consultants International Inc._____________________ 14, 64____________________________________________________________ Devon Industries___________________________________________42_____________800.468.1970__________________www.devonlube.com eGenuity, LLC - eLube.net__________________________________ 45_____________800.600.4955___________________ www.egenuity.com Herkules Equipment Corporation_____________________________ 50_____________800.444.4351_____________________ www.herkules.us Integrated Services, Inc. - LubeSoft - Modulube__________Outside Back Cover_____800.922.3099________________________www.ints.com Jiffy Lube_________________________________________________43_____________832.337.9029____________________ www.jiffylube.com Kafko International Ltd. - Oil Eater/Degreaser____________________11_____________800.528.0334_____________________www.oileater.com M & M Service - Deep Blue Windshield Washer Concentrate____________44 _____________800.657.9834__ www.windshieldwasherconcentrate.com Mighty Distributing System of America____________________________ 9 _____________800.829.3900______________www.mightyautoparts.com Penray Companies________________________________________ 47_____________800.373.6729_____________________ www.penray.com Phillips 66 Lubricants_____________________________________ 57_____________877.445.9198__________www.phillips66lubricants.com PM Attendant, Inc.__________________________________________35_____________866.576.8957_______________ www.pmattendant.com Roth Industries__________________________________________ 44____________ 888.266.7684______________ www.rothlubetanks.com Service Pro_____________________________________________ 51_____________800.313.2463_________________ www.service-pro.com Shinn Buildings__________________________________________ 59_____________855.879.9995______________ www.shinnbuildings.com Smart Blend Synthetics______________________________________ 3______________888.422.9099_________________ www.smartblend.com Solid Start – True Brand______________________________ Inside Back Cover______877.290.3950___________________www.solidstart.com TOTAL Specialties USA______________________________ Inside Front Cover______800.323.3198______________www.totalspecialties.com Valvoline_____________________________________________ 29, 64____________859.357.7303_________ www.valvolinequicklubes.com October 2019

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Train Like Your Wallet Depends On It

VIEWPOINT

Lather, Rinse, Repeat Adjusting Your Plan for Your Future

By Lenny Saucier

The generations to come will never understand the abundance of boredom sitting upon the throne with nothing to do. We didn’t have smartphones or handheld games, but we did have the back of the shampoo bottle to entertain us while we waited for things like draining the rear differential.

If you take a gander, there are directions of how to clean the imperfections of your hair. And just to be sure you cleaned your hair right, lather, rinse and repeat as necessary. You would think that old Johnson and Johnson would produce such a product that it does the job the first time. It may, but not all hair is the same, you need to look at your situation and go through it again if necessary.

When looking at the development and growth of your team and company, you may also have a great plan that should do the trick. Just like that bottle of shampoo, you may have to go back and apply it again or consider that you don’t have the right tools in place to begin with.

Lathering it Up

Just like applying shampoo to a head, you must get in there and work the system. This means getting your hands dirty to get them clean. For you, it means getting on your floor to understand what is working and what is not. You must dive into your policies, procedures and training plans so you can start uncovering things that are not supposed to be in there or are just outdated. Once you do this, you will be able to identify and remove impurities of your plan.

This is a crucial part of any small business as cookie cutter plans are designed to work generically and not specifically to your business. Consider that Dove currently offers 22 different shampoo products and you only have one plan for your business available.

Perhaps you need a custom plan.

Rinsing Away the Impurities

Now that you are in the shop working through all the obstacles, you will have a collection of 66

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impurities that should be removed to ensure a healthy system. These impurities can range from broken equipment and broken procedures to broken employees and broken leadership. Rinsing is the time for you to flush these out so you can have a healthy base to begin with.

“If you feel the time has been put in and you don’t have what you need, you will have to repeat as necessary.”

As a warning, the impurities that you choose to keep in your system will speak volumes to your employee and customer base.

Be very careful how you proceed and make sure that you are not violating your core values to save time, money and frustration. If something will take time to remove, make sure you develop a plan to remove it and follow through.

Repeat as Necessary

It’s just as ridiculous to think that doing something one time is going to cure anything than thinking that one cookie-cutter program is all you ever need. Just in these few short years we have seen an abundance of changes (record

low unemployment, changing oil specifications and a ton of labor and business laws).

In your own shop you have seen different employees, changing customer demographics and products to offer.

Immediately go back and evaluate the changes you have made and compare them to the baseline that you had previously set. If the changes did not meet your current objectives, you either have not put enough time into the change or have put the wrong application into your system. There are some objectives such as car count that may not have immediate comparison points.

If you feel the time has been put in and you don’t have what you need, you will have to repeat as necessary. It may not be the ideal “short-term economical” investment, but you must consider that your wallet needs to be filled with long term solutions from fixing short term problems.

Doing Your Homework

There is no doubt your shop and procedures can use a little cleaning up. Your business will never achieve greatness when you are out there accepting “good.”

Take a moment to look at your business and how a good cleaning will benefit you and your team.

Understand that you have to dive in, remove the impurities and repeat as necessary.

Decide that you can really make a difference in your team, and then read my next few articles. Or think your people skills are top notch and watch your people go to the competitors and succeed. It’s your wallet after all. Until then, be great!

LENNY SAUCIER has spent the last 17 years developing future quick lube leaders for one of the fastest growing quick lubes in the nation. His procedural and development consulting has brought him around the world to spread knowledge in the United States, Canada and Saudi Arabia. His experience has placed him on many boards and committees with the AOCA, Take 5 and MAP/ AMRA. Saucier can be reached at fmgventures@gmail. com for comments and consulting requests.

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October is Breast Cancer Awareness Month.

Give your customers the

FIGHTS DAMAGING ETHANOL PROBLEMS SAFELY REMOVES WATER FROM FUEL HELPS RESTORE FUEL MILEAGE UP TO 7% INCREASES CYLINDER COMPRESSION LUBRICATES AND CLEANS FUEL SYSTEM BOOSTS OCTANE LASTS UP TO 6,000 MILES!

Together, we can make a difference. ©2019 Solid Start, Inc.

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HELPS FIGHT BREAST CANCER*

*Solid Start / True Brand® donates a portion of the proceeds from each bottle of Fuel Juels to the National Breast Cancer Foundation.

Visit www.fueljuels.com for more information.

Call Crystal Toll-Free: 877.290.3950 October 2019 | NOLN 67 www.SolidStart.com 9/11/19 12:29 PM

ISI CENTRAL FOR EVERYONE SINGLE-STORE • MULTI-STORE • FRANCHISEES • FRANCHISORS From single-store operators to franchisors, ISI Central has the tools, technology, and scalability to help you run your business.

• Cloud-based Back Office Solution • Powerful Search and Grid Features • Multi-Layered Permissions Control • Store Setups Management • Suite of Stock Reports • Scheduled Reporting • Ad hoc Reporting

© 2019 INTEGRATED SERVICES, INC.

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