As the auto recycling industry evolves, so too do the tools being used to make the recycling process efficient and effective.
// By Maura Keller
PROCESS
29 // Continuous Improvement
Systematic Methods to Efficiency
// By Mariah Yazzie
RECYCLER TO WATCH
38 // Hitting the Target
Bow Auto Parts earned the coveted Certified Automotive Recycler (CAR) of the year award at ARA’s 81st Annual Convention.
// By Maura Keller
TRAINING
31 // Gaining Consensus
When introducing new standards or changes in your business, auto recyclers need to take the proper steps to obtain employees’ buy-in.
// By Maura Keller
EDUCATION
35 // The Evolution & Impact of ARTI
Interview with Jonathan Morrow
// By Caryn Smith
LEADERSHIP
43 // A Career Built on Making Connections
Steve Fletcher reflects on his long career with the Canadian automotive recycling community through his work with OARA and ARC, as he looks to future opportunities to make a difference.
// By Caryn Smith
Horizon
By Vince Edivan • ARA Executive Director
Enhancing Consumer Decisions with Environmental Data: Insights from the WPI Auto Parts Study
In an era where sustainability and informed consumer choices are paramount, the recent study conducted by Worcester Polytechnic Institute (WPI) sheds light on the environmental impact of automotive parts recycling. Made possible by the generous donation from the Automotive Recyclers of Massachusetts (ARM), the Automotive Recyclers Association (ARA) commissioned this comprehensive study which analyzed ten of the most common automotive parts reclaimed by auto recyclers, providing valuable insights into the materials used and the environmental benefits of recycling.
The WPI study highlights the importance of transparency in the automotive recycling industry.
The study focused on parts from three classes of vehicles: a sedan, an SUV, and a pick-up truck. Specifically, the subject vehicles were 2015 models of the Toyota Camry, Jeep Grand Cherokee, and Ford F-150. The parts analyzed included the engine, transmission, front bumper, headlight, front door, wheel, fender, tailgate, hood, and door mirror. These parts were meticulously dismantled and processed at WPI’s metal processing laboratory to determine the amount and type of materials used in their manufacture.
One of the key findings of the study is the significant reduction in greenhouse gas emissions achieved by using recycled Original Equipment Manufactured (OEM) parts. By quantifying the energy required to manufacture these parts and the associated greenhouse gas emissions, the study provides concrete data supporting the environmental benefits of recycling. This information is crucial for consumers, as it allows them to make more informed decisions when purchasing automotive parts, considering both the price and the environmental impact.
The WPI study highlights the importance of transparency in the automotive recycling industry. By breaking down each part into its constituent components and
analyzing the materials used, the study offers a detailed understanding of the environmental footprint of automotive parts. This level of transparency is essential for fostering trust and encouraging consumers to choose recycled parts over new ones.
To further amplify the impact of this study, the ARA is developing a comprehensive marketing strategy. The goals of this strategy are to leverage the findings of the WPI study to increase public awareness of the industry’s positive environmental impact as well as providing our members with digital content for use on their websites and in their advertising efforts. The marketing campaign will utilize strong video and graphic assets and will be executed through a combination of earned and paid media tactics.
The earned media tactics include creating a media contact list, writing and distributing press releases, participating in interviews and providing talking points. Additionally, the development of marketing materials such as a fact sheet summarizing the key results of the WPI study and a social media calendar will ensure consistent messaging across platforms.
The paid media tactics involve targeted advertising campaigns on Facebook, Instagram, and LinkedIn to promote brand awareness and reach a broader audience. The proposal outlines specific target results for these campaigns, such as potential daily reach and click-through rates.
This marketing strategy continues ARA’s ongoing efforts to bring awareness to the public of the benefits of using ROE–Recycled Original Equipment® auto parts. By implementing this strategy, the industry can effectively communicate the environmental and economic benefits of recycled automotive parts to a wider audience, fostering greater awareness and encouraging sustainable practices.
If you are interested in seeing the entire WPI study results, scan the QR code and complete the form.
Direction
By Eric Wilbert • ARA President
Full-Speed Ahead
Welcome back ARA members and happy to have you along for the ride. As I am settling into my Presidential year, I realized that while this is my third article, I have not given much of an update as to the direction of our wonderful Association. For this I apologize, and I will do my best to keep you informed as much as possible about the current goals we have been working on or recently accomplished, what advocacy work keeps us busy, and the activities and travel we have planned or just conducted.
While the convention season is just getting started for us, we have been attempting to utilize our “free time” as wisely as possible. Every year the Executive Committee gathers for an in-person meeting typically held in early January. This year we met in Charleston, South Carolina and spent considerable time reviewing ARA’s Strategic Plan, last adopted by the Board of Directors in early 2023. We reviewed ARA’s progress compared to the goals set forth two years ago. We hold ourselves accountable as Executive Committee to continue striving towards these goals by continually checking the “scoreboard.”
The Strategic Plan is divided into four main pillars: strategic partnerships and branding, data, advocacy, and education/certification/compliance. The strategic partnerships and branding pillar includes objectives such as conduct a marketing audit and comprehensive storytelling strategy, develop an SOP for communications, and enhance membership onboarding. These objectives were underway almost immediately under the guidance of ARA’s Awareness Committee. The largest undertaking is the redesign and deployment of ARA’s digital footprint online. Our website A-R-A.org and all of it’s complimentary subdomains are being brought under one umbrella to streamline communication with membership and the public. Our second and third pillars were data and advocacy, in some regards they are similar and complimentary but other aspects are uniquely independent. Data that is organically created by recyclers and also obtained through vehicle acquisition is incredibly important to keep safe, secure and private. Personally Identifiable Information is stored in many vehicle modules and it is our responsibility as an Association to identify opportunities to educate our membership how to responsibly handle this information and protect ourselves and the consumer. ARA’s Inter-
change Committee has been diligently working to provide clarity and promote collaboration between recyclers and yard management systems. The advocacy pillar overlaps with the data pillar in regards to our attempts to obtain build sheet information and integrating recall information into our yard management systems.
The advocacy pillar includes the need to utilize the WPI carbon credit study and how recyclers can leverage this to their advantage, this has been an ongoing ambition that continues to consume the Executive Committee today. In addition, we have further developed our high-voltage battery policy all while expanding ARA’s position as a thought leader on policy issues. We continue to promote the funding of our political action committee and promote collaboration between our affiliate chapters and increasing grass roots activity. I highly recommend to any member to participate in ARA’s upcoming Hill Day and/or advocate in person at your state capital to be an active constituent.
The Strategic Plan’s final pillar encompasses education, certification and compliance. Increasing awareness of ARA University is something that the ARA leadership team feels is immensely under utilized amongst our membership but has tremendous growth opportunities. Growing the Certified Automotive Recycler (CAR) and Gold Seal programs is also part of this pillar. We are on a path to expand on the CAR program by introducing a quality assurance standard. This partnership has been in the making for well over a year now and we are optimistic that in the very near future we will be able to share this with our membership and the entire automotive recycling industry.
I hope this summary of ARA’s key strategic pillars and how we are currently tracking according to the goals we set forth two years ago was helpful. We want to continue to be transparent in the progress we are making and share the opportunities to improve your business when it is possible. On behalf of the ARA Executive Committee, we are honored to serve you and appreciate the support and participation you provide us.
Gears
By Caryn Smith • Editor
Production Process Efficiency
As the automotive recycling industry continues to evolve, so does the need to embrace new strategies, tools, and leadership approaches that enhance efficiency, productivity, and sustainability. In this issue, we explore what your peers are doing to increase profits with streamlined processes, offering valuable insights to help you stay ahead of the curve.
Productivity remains a top priority in this industry, and Maura Keller highlights two forward-thinking recyclers in “Tools of the Trade,” on page 24. As technology advances, the tools used in auto recycling are becoming more refined, making dismantling, sorting, and repurposing more efficient than ever. Efficiency doesn’t happen by accident – it requires strategic process management.
In “Continuous Improvement: Systematic Methods to Efficiency,” on page 29, Mariah Yazzie from Fenix Parts explains how this methodology can streamline operations, reduce waste, and improve workplace organization. If you’re looking for a systematic way to enhance your production practices, this article provides a strong foundation for driving continuous improvement.
Implementing new methods and changes in any business comes with challenges, but gaining team buy-in is essential. In “Gaining Consensus,” on page 31, Maura Keller interviews experts in workforce development who emphasize the importance of effective training and communication when introducing new standards. Change is most successful when employees feel heard and understand the benefits –this piece provides practical steps to ensure smooth transitions.
Education is a core pillar of industry progress, and in “The Evolution & Impact
of ARTI,” on page 35, I interviewed Jonathan Morrow, president of the Automotive Recyclers Training Institute (ARTI), about the vision for shaping the future of the profession. As a 501(c)(3) organization, ARTI is dedicated to empowering the industry with knowledge, and ARA members can expect exciting new developments ahead.
One of the most inspiring aspects of auto recycling is the businesses that go above and beyond. In “Hitting the Target,” on page 38, another contribution by Maura Keller introduces us to Bow Auto Parts, the 2024 Certified Automotive Recycler (CAR) of the Year Award winner. Their commitment to excellence and sustainability sets a high bar for recyclers everywhere, proving that dedication to quality and innovation earns well-deserved recognition.
Finally, leadership drives long-term success in any industry. In “A Career Built on Making Connections,” on page 43, I spoke with Steve Fletcher about his incredible journey within the Canadian automotive recycling community. As an industry leader and advocate for over twenty years, he is preparing to step down as executive director of OARA and ARC. He reflects on his impact and looks ahead to his new role with the IRT.
This issue is packed with insights, strategies, and stories! As always, we hope this issue inspires you and provides practical knowledge to enhance your operations. We are always seeking new content ideas, writers, or those who want to be interviewed for upcoming articles! Do you have something to share? To contribute your ideas, email araeditor@comcast.net.
Thank you for your continued support – we look forward to driving innovation together!
ARA Officers
PRESIDENT Eric Wilbert Wilbert’s U-Pull It Williamson, NY eric.wilbert@wilbertsinc.com
1ST VICE PRESIDENT Shannon Nordstrom Nordstroms Automotive, Inc. Garretson, SD shannon@nordstromsauto.com
2ND VICE PRESIDENT/TREASURER
Sean Krause
Speedway Auto Parts, Ltd. Joliet, IL sean.krause@speedwayap.com
SECRETARY Tom Andrade Everett’s Auto Parts Brockton, Massachusetts tandrade@everettsautoparts.com
IMMEDIATE PAST PRESIDENT Nick Daurio Daurio Auto Truck Pueblo, CO nick@daurioauto.com
ARA Executive Staff & Contractors
ARA Headquarters • (571) 208-0428
EXECUTIVE DIRECTOR Vince Edivan, Vince@a-r-a.org
SENIOR DIRECTOR FOR ASSOCIATION OPERATIONS Jessica Andrews, Jessica@a-r-a.org
SENIOR DIRECTOR OF MEMBER SERVICES Kelly Badillo, Kelly@a-r-a.org
VICE PRESIDENT OF STRATEGY, GOVERNMENT AND REGULATORY AFFAIRS Emil Nusbaum, Emil@a-r-a.org
CERTIFICATION CONSULTANT Sue Schauls, sue@a-r-a.org
www.a-r-a.org autorecyclingnow.com
News, Trends & Reports from the Automotive Recyclers Association
ARA and WPI Research Quantifies Carbon Footprint Reduction with Recycled OEM Parts
The Automotive Recyclers Association (ARA) is proud to release the results of a groundbreaking research study conducted at Worcester Polytechnic Institute (WPI) that documents the significant greenhouse gas emissions saved when utilizing Recycled Original Equipment Manufactured (ROE) automotive parts. The study adds facts to the discussion of what professional automotive recyclers have known for decades – using recycled parts for repairs has proven to be a good economical decision as well as good for our environment.
Starting in 2023 and conducted throughout 2024, WPI researchers focused on 10 of the most common automotive parts from three classes of vehicles: a sedan, an SUV, and a pick-up truck. The following parts were analyzed: engine, transmission, front bumper, headlight, front door, wheel, fender, tailgate, hood, and door mirror. Using detailed
compositions of these specific parts, researchers quantified the energy required to manufacture the parts and the greenhouse gas emissions associated with generating that energy.
“We are thrilled to release the results of this year-long study to the public,” said ARA Executive Director, Vince Edivan.
“ARA members know the impact their businesses have on the environment through their day-to-day operations. ARA’s Certified Automotive Recycler (CAR) Program places great emphasis on processing
Communicate Your eBay Fitment Issues
ARA’s Interchange Committee has been working with eBay to communicate concerns the industry has over fitment issues. As a result of that committee collaboration, eBay now has a dedicated email address and staff for those concerns: myfitment@ebay.com. If recyclers have any fitment concerns when listing their automotive parts, please don’t hesitate to contact this email address. Please try to provide a screenshot or an explanation why the fitment is incorrect. We must do more than just telling eBay that it’s not correct, which will not help us to improve our fitment catalog.
end-of-life vehicles in an environmentally responsible manner. This is something our members take great pride in. Now we have quantifiable data to illustrate just how big of an environmental impact automotive recyclers have.”
To review the entire report, methodology and specific greenhouse gas emissions saved for 30 specific automotive parts when using a recycled OEM part instead of a new part, email staff@a-r-a.org.
“This information will help companies and communities make more informed decisions when enacting their carbon neutrality goals,” said ARA President, Eric Wilbert. “ARA looks forward to more effectively telling the story to consumers, policymakers, and other stakeholders about the automotive recycling industry’s critical impact on the environment now that we have this hard data.”
ARA Buyer’s Guide — The Only Industry Directory of Products and Services for the Entire Industry
If you’re looking to increase your business potential, don’t miss your chance to advertise in ARA’s 2025 Buyer’s Guide. Reach ARA Members and beyond with the leading resource your target audience uses to find products and services. ARA’s Buyer’s Guide advertising platform provides a BIG BANG for your buck:
• REACH ARA’s members with the annual print edition of the Auto Recycling Buyer’s Guide (mails with the May-June magazine) and is also an online Flipbook.
• EXTEND your reach to the entire industry with ARA’s high-performing www.autorecyclingbuyersguide.com for a full year. Email jay@a-r-a.org by April 11, 2025.
Strength in Synergy: A Message from URG CEO Kristi Werner on the 2025 URG & Team PRP Conference
Iam thrilled to invite you to join us for the 2025 URG & Team PRP Conference, returning to Orlando, Florida – April 10-12, 2025. This event represents more than just a conference – it’s a testament to the power of collaboration in the automotive recycling industry.
As we enter the second year of this joint event, our theme, “Strength in Synergy,” reflects what truly drives our industry forward: the ability to unite, share knowledge, and leverage collective expertise for greater success. Last year’s event was a milestone for URG, drawing over 1,000 attendees –the largest in our history. This year, we’re building on that momentum with even more opportunities to learn, connect, and grow together.
We are proud to welcome recyclers from across the globe – including the U.S., Canada, the UK, Australia, New Zealand, Italy, and beyond – to exchange ideas, foster innovation, and strengthen interna-
tional partnerships. Under the leadership of Team PRP’s Jarret Hann and myself, this conference will showcase how working together allows us to solve challenges, innovate, and push our industry forward.
Strength, in this context, is about more than numbers. It’s about resilience, adaptability, and the ability to embrace change. Conferences like ours provide a platform for recyclers to access cutting-edge technology, business strategies, and industry insights that prepare us for the future.
Synergy goes beyond cooperation –it’s about unlocking new opportunities through shared learning. This year’s lineup of speakers and sessions is designed to provide actionable strategies that will empower attendees to drive meaningful change within their organizations. From tackling industry challenges to exploring new solutions, our goal is to equip you with the tools needed to take your business to the next level.
Adding to the excitement, this year’s creative visuals – featuring superhero and pop art-inspired designs – symbolize the extraordinary power of teamwork and collective effort. The concept reminds us that our industry’s greatest superpower is the ability to collaborate and achieve bold progress together.
As the largest global gathering of automotive recyclers, the 2025 URG & Team PRP Conference is where ideas are exchanged, innovation is fostered, and connections are strengthened. This event isn’t just about learning – it’s about elevating our industry to new heights.
Join Us! Whether you’ve been in the industry for decades or are just getting started, this is your opportunity to experience the power of “Strength in Synergy.”
Save the date and join us in Orlando this April to connect, collaborate, and innovate.
—Kristi Werner, CEO
COMPLIANCE - Calling All Self-Service Facilities!
CAR certification requires compliance with environmental and safety laws. Contrary to popular belief, self-serve and full-serve facilities follow the same rules. Differences only arise when state authorities modify federal regulations. Using the CAR program for self-checks helps identify compliance issues. Agencies like OSHA, EPA, or state regulators often appreciate seeing a compliance program in place, easing the stress of surprise visits. https://aracertification.com.
Check your NMVTIS reporting status at https://www.nmvtis-le.org/NMVTISReportingStatus to see the last report date. Many yards are discovering discrepancies between their records and NMVTIS data. This compliance issue is covered in the CAR General Business Section.
Team PRP Acquires Midwest Automotive Trucking to Secure Long-Term Growth
The Team PRP, a cooperative network of independently-owned automotive recyclers, proudly announces the acquisition of Midwest Automotive Trucking from its owner, Karl Milliron. This strategic move underscores Team PRP’s commitment to providing exceptional service, enhanced value, long-term stability to its members, and leadership in the recycling industry.
Midwest Automotive Trucking has long been a vital partner in transporting recycled automotive parts efficiently and reliably. By transitioning ownership to Team PRP, the cooperative will now have greater control over this critical aspect of its operations, fostering streamlined processes, improved service delivery, and cost-effectiveness for all members.
Dan Snyder, Chairman of Team PRP, highlighted the significance of the acquisition: “This purchase represents a major milestone for Team PRP and its members. By bringing Midwest Automotive Trucking under our direct control, we are able to ensure seamless transportation services tailored to meet the unique needs of our member recyclers. This acquisition empowers Team PRP to further its mission of delivering consistent quality and efficient logistics solutions across our network.”
Snyder elaborated on the broader benefits of this acquisition: “Team PRP’s structure as a legally formed cooperative ensures that our actions are always guided by the best interests of our members. This purchase allows us to maximize operational benefits while limiting individual member liability. It’s a win-win for everyone involved, as it enhances our ability to support members’ businesses and strengthens the cooperative as a whole.”
The acquisition of Midwest Automotive Trucking aligns with Team PRP’s strategic vision of uniting top-tier independent automotive recyclers under a shared banner of excellence.
Karl Milliron, owner of Midwest Automotive Trucking, expressed confidence in the transition: “I’m excited to see Midwest Automotive Trucking become part of Team PRP. Since our trading networks merged in April 2023, we have been successfully working as a unified front, and this second phase of Team PRP taking ownership ensures long-term continuity while maintaining the high standards our customers and partners have come to expect.”
As Team PRP takes this next step forward, Executive Director Jarret W. Hann will take on added responsibilities as President of Team PRP’s trucking association. Hann stated, “I share the Board of Directors’ optimism for this new chapter in Team PRP’s history. I also recognize Karl Milliron’s outstanding contributions to the industry, his commitment to acting with integrity and always striving to do the right thing. Team PRP will build upon the legacy that he and his committed team of Midwest employees have worked hard to create.
Karl Milliron, left, and Jarret Hann, right.
H.O.W.
Helping Others Win • By Herb Lieberman
Tips for Success
Istarted full time in our family business in 1957 and remained in the industry until my retirement at 86 years old. Our trade associations were the catalyst for our growth – be it NATWA from the very beginning and now ARA or my local ADASC or my state Association SCADA, we couldn’t have done it without you.
First and foremost, we had to realize the truth of the industry we were in and who our customer was. For our family business, the industry was the motor vehicle repair industry and we identified our customer as the professional repairer. And yes, the driver of our parts to the customer was the insurance industry, so we set our path very modest beginnings of my father, grandfather and myself with my son who was in the business the he was the fourth generation family member to manage the family business to the point we became the target of an industry disruptor that became the first in our industry to become a public company.
So how did we do it? I know this is long, but even if it provides one or two ideas toward the road to success in our ever-changing industry it will be worth my effort to send this and yours to read it.
1. Building A High-Performance Team:
(Make no mistake you are not your business ... your team is!)
A successful motor vehicle dismantler relies heavily on its team. The foundation of a high-performing team is not just about hiring skilled technicians but also about fostering an environment where employees feel valued and motivated.
This involves:
• Defining core values and purpose: Establishing clear core values helps attract team members who resonate with the shop’s mission. Values such as quality service, customer care, and teamwork should be commu-
Providing ongoing training and development opportunities is crucial for employee engagement and retention.
nicated consistently throughout the organization.
• Investing in team development: Providing ongoing training and development opportunities is crucial for employee engagement and retention. By sponsoring certifications and skill-building programs, shop owners demonstrate their commitment to their team’s professional growth.
• Recognizing and Rewarding Effort: Acknowledging hard work through formal recognition programs or informal praise can significantly boost morale. Regularly celebrating achievements fosters a culture of appreciation that motivates employees to excel.
2. Streamlining Operations:
If you do not have an automated business management system (BMS), get one now and use it as it was intended to be used –not as a card file of parts you have but as a set of reports to run every phase of your business by. Everyone on your team must
use the BMS as intended for you to get the reports to become and remain profitable with no exceptions. Efficiency in operations is vital for maximizing productivity and minimizing costs. Key strategies include:
• Implementing effective processes: Standardizing procedures for repairs, customer interactions, and inventory management can lead to smoother operations. Utilizing technology such as management software can help track jobs, manage schedules, and streamline communication.
• Monitoring performance metrics: Keeping an eye on key performance indicators (KPIs) such as labor efficiency, customer satisfaction scores, and profit margins allows shop owners to identify areas for improvement.
3. Maximizing Profitability:
It’s easy and there’s no cost to increase profitability, which is the ultimate goal for any business. To enhance financial
performance, stop doing what is not profitable now. If you use your reports and they have timely and accurate information, this is easy to do. This includes:
• Understanding market trends: Staying informed about industry trends – such as the increasing average age of vehicles on the road – can help shops tailor their services to meet evolving customer needs.
• Adapting to changes in consumer behavior: With more consumers opting for older vehicles due to economic factors, shops should focus on maintenance services that cater specifically to this demographic.
• Managing costs effectively: Keeping operational costs under control while ensuring quality service is essential for maintaining healthy profit margins. This includes negotiating with suppliers for better rates on parts and materials.
4. Fostering Customer Relationships:
Know the dynamics of your local and worldwide customer and match your inventory to meet maximum demand. Lost sales reports, if accurate, will help you do this quickly.
Building strong relationships with customers enhances loyalty and encourages repeat business, including:
• Delivering excellent customer service: Providing exceptional service at every touchpoint – from initial contact to post-service follow-up – can set a shop apart from competitors.
• Encouraging feedback: Actively seeking customer feedback helps identify strengths and weaknesses in service delivery, allowing continuous improvement. Establish a board of advisors from within your own team and several successful people outside of our industry and meet at least two times a year off site and explore ideas.
In summary, success in today’s automotive repair industry requires a holistic approach that integrates effective team building, streamlined operations, profitability strategies, and strong customer relationships. By focusing on these areas, auto shop owners can create sustainable businesses that thrive even amidst challenges.
I hope there is something of value here. It’s nothing new – just simplicity that has worked over the years and can help put us on the road to success in our ever-changing industry.
Herb Lieberman is an ARA Past President and a former owner of Lakenor Auto Salvage, before selling his facility and continuing work as the Inter and Intra Industry Liaison at LKQ Corporation before officially retiring.
Recycler
By Brian Bachand
Safety Work Programs
Safety is no accident, and there is nothing worse than seeing or hearing of an accident happening at any recycler’s facility. Whether it be a fire, injury or loss, no one plans for accidents to happen and maybe that is the problem. Maybe that is why all too often, we see catastrophic “accidents” taking place in our industry. Some accidents happen based on our choices – from the choice of doing what is quick and easy, as opposed to what is regulated and right. The decision that results in an accident can be traced back to choosing how and when to implement and enforce a company’s safety program. That is the real culprit behind these accidents. It is when we decide to sacrifice safety in the hopes of speeding up a process, obtaining quick profit or doing less or cutting corners in order to complete a task.
Some things we cannot control such as the weather and the unexpected, and are the true “accidents.” All else is within our control and it is up to each of us at our businesses to make the choice to not learn and implement safety by accident, but instead to be proactive, by promoting and practicing a well-communicated and crafted safety work program.
Examples of Avoidable Accidents
• A new hire makes a decision to try to be Superman, and lifts a part they should not have lifted and gets hurt. A workers’ comp claim ensues. The employee misses work for an extended period of time causing hardship to themselves, their families, co-workers and the business.
• A loader operator makes a decision and works off of the forks of a machine that slowly creeps down. The machine finally lets go and the car slides off the forks, causing damage to the inventory and possibly even company property and equipment, resulting in the loss of capital, cash flow hindrance, valuable HR time re-allo-
cated to process and protocol inquiry, and subsequent disci pline being doled out.
• Or lastly, a long-tenured technician with years of experience makes a decision to not have a spotter or close proximity fire suppressants while he is using the torch to heat up a bolt. A fire ensues, catching a customer’s car on fire resulting in a total loss, as well as a potential lawsuit, employment termination, fiscal insecurity and tainting of the company’s reputation.
any risks, challenges, or occurrences that may cause risk to your or another’s mental or physical health. Basically it is an encyclopedia that covers all the cautions, warning labels, and list of risks for each job and task that can be performed at one’s facility.
All of these examples have played out over time in one way or another. The common denominator is the perception and interpretation of their company’s safety program. Somewhere along the way, from either the beginning or more recently, excuses have been enacted. We then were either lazy and ignorant or have now become complicit and lax. The decision was made at some point not to create or no longer execute and enforce the company’s safety program. So how do we rectify this?
Simply put, safety is a full time job, so let us not make it a part-time practice. Define work safety for your organization, devise a plan of action of standards and consequences, communicate the plan with meetings and training, and come in each day ready to execute and implement your plan.
Program Specifics
A safety program can be defined as mapped out and recorded processes, procedures and protocols for keeping a company, its workforce, customers, equipment, capital and assets, and its work environment safe from the occurrence of the risk of danger, injury, harm and loss.
A safety program is a detailed work description and guide that communicates through a number of different ways and methods as how to appropriately, mindfully and cautiously work and operate within the domain of your employment in relation to
A safety program is the knowledge about how to be safe and keep safe while at work. It is also includes the training and retraining on all of these safety guidelines. And lastly, it is the implementing of these procedures and protocols, communicating any changes and enforcing any corrective and preventive action to ensure the compliance with the safety program.
A good safety program puts safety first and then focuses on teamwork. A sound plan of operations involves everyone in the organization and that each person holds others accountable. A safety supervisor should also be designated for program oversight and to make sure safety is the priority above all else.
With the tools of a superb safety work program in the making, how do we go about incorporating this into our operations and how do we stay up to date? “Easier said than done” is what many will default to when faced with how to implement a rigorous and time-consuming initiative.
I am no safety expert, so if my words fall short of the mark, or do not showcase the importance of safety or the utmost value of implementing a safety program, then let me steer everyone in the direction of ARA University (arauniversity.org) as a resource. Also, Sue Schauls, a leader in the auto recycling industry and amongst the ARA and Iowa Auto Recyclers Association, in my opinion, is the queen of compliance.
Sue is approachable and knowledgeable in all things safety and compliance-related. She operates her own consulting business and is a call or email away (sueschauls.com).
She can set your company up with a safety program to go along with monthly updates and newsletters. This includes valuable and comprehensive tutorials, not just the “hey remember to wear your PPE while outback,” but actual relevant safety disclaimers, regulations and guidelines that are important to all auto recyclers’ daily operations.
Her expertise ranges from “how to beat the heat” weather condition safety and best practices to “emergency action plans” involving office evacuation protocols and fire extinguisher placement. Sue makes safety capable to comprehend and achievable to implement. She drives home the importance of enforcement of compliance while still making tedious tasks like “Hoist Safety Training” feel uplifting.
Sue is not afraid to tackle the challenges and questions that come her way and her dedicated years of experience attest to it. I would highly recommend reaching out to her if your company would like to find out more about work safety programs, environmental safety and compliance or hazard communication programs.
Safety At the Forefront
Safety is a choice and the decision to plan and prepare for accidents lies with all of us. Contingency planning and preventive measures should be a part of your safety program. Communicating safety awareness and protocols to everyone on the team with regular meetings, routine training and retraining to go with proper safety signage throughout your facility is paramount to minimizing bad decisions and decreasing the number of accidents.
Fire safety is a hot topic right now, so make sure your fire prevention planning, safety training, and fire extinguishers are up-to-date. Watch for the upcoming ARA University Fire Prevention & Safety Training video showcased at Everett’s Auto Parts in Brockton, MA.
With the increase of EVs and hybrid vehicles, it is important that all employees handling them at your facility are trained on the necessary safety guidelines for handling, storing, dismantling, selling and shipping these vehicles and parts. Resources, safety information, visual aids, and training modules can be found on ARA University.
Take the time to research and review the safety tools and resources and use them to protect and invest in your business and fellow workforce. It is the path to minimize risk and understand the challenges and hazards of your workplace. But it is only half the battle. Freedom from the risk of the occurrence of fire, danger, harm, injury, or loss lies in the decision that each individual makes in accordance with your safety program. As leaders, it is on all of us to make the decision of safety first, then teamwork. In the words of President Calvin Coolidge, “Nothing is of greater importance than the conservation of human life.”
Brian Bachand is a second generation auto recycler, who helps own and operate Westover Auto Salvage in Belchertown, MA. He is on the Board of Directors for the Auto Recyclers Association of MA and a proud ARA Member. Brian has a Bachelor’s Degree in Accounting and paired with almost 25 years of auto recycling experience, will continue to implement ARA Advocacy for being a leader in the auto industry.
Certified
By Sue Schauls
Safe Cutting Torch Protocol for an Auto Recycling Facility
The Certified Auto Recyclers program advises limited use of gas cutting torches, restricted to trained employees. Safety protocols must be followed before using the torch. Both management and torch users should review the protocol and may need additional training based on local regulations or insurance requirements.
Download the Cutting Torch Protocol at https://aracertification.com/guidance.
Improper use of cutting torches can cause explosions, fires, burns, eye injuries, and even fatalities. Some insurers have increased deductibles for claims involving torch-related property damage. The policy aims to make cutting tools a last resort. When using a torch, follow proper guidelines to avoid death, serious injury, or significant property damage.
Safe Cutting Torch Facts
You Need to Know
Flame temperatures can exceed 6000°F. Misuse may cause immediate or delayed fires from smoldering debris or explosions. Inspect all equipment; damaged components can lead to injuries or fires. Properly regulate pressures to avoid explosions. Hidden dangers like compressed gas in shock absorbers or concealed fuel lines can ignite when cutting.
Best Management Practices (BMPs) for Safe Use
• Eliminate or limit torch use; modern tools can replace torches.
• Secure access to torches; allow only trained employees with supervisor approval to use them.
• Move the vehicle or part to a “clear zone” away from combustibles. Ensure gas tanks are removed and spills cleaned.
• Remove all flammables from the cutting area; sparks can travel up to 35 feet.
• Wear non-flammable gloves and clothing to protect against sparks and slag.
• Have a second employee observe and be on “FIRE WATCH” during and for 30 minutes after cutting.
• Do not cut at the end of the day; smoldering fires can develop when no one is present.
• Understand fire extinguisher types and have appropriate extinguishers accessible.
• Ensure proper ventilation to avoid oxygen depletion or enrichment.
• Keep oily or greasy substances away from oxygen equipment; they can ignite easily.
• Avoid blowing dirt off clothing with oxygen, as it can saturate fabric and ignite.
• Do not empty oxygen cylinders below 25-50 psig to prevent contamination.
• Never smoke near oxygen or fuel gases.
• Inspect equipment before each use; address any damage before operating.
• Release pressure adjusting screw before opening the cylinder valve slowly.
• Purge hose lines individually before lighting the torch with a proper flint device.
Follow these practices to ensure safe and effective torch operations.
OSHA (29CFR 1910.252(a) Fire Prevention and Protection Basic Precautions) and the NFPA (51B Standard for Fire Prevention During Welding, Cutting, and Other Hot Work) set requirements for cutting operations. They hold management and supervisors accountable for safe cutting practices, fire protection equipment, and hot work authorization.
Sue Schauls is an environmental and safety expert whose career started 28 years ago at the Iowa Waste Reduction Center at University of Northern Iowa. She is currently the Executive Director of the Iowa Automotive Recyclers trade association and is the compliance consultant to the industry through the ARA’s Certified Auto Recyclers (CAR) program and the I-CARE program – Iowa Certified Automotive Recyclers Environmental Program. Sue assists recyclers in maintaining environmental and safety compliance.
Expert
By Ryan Carrafiello
Keep It Simple with Converters
At PMR, we handle a unique type of material, one that often involves complex processes such as assaying, tracking parts per million (PPM), mass balancing, managing ounces, hedging, buybacks, and more. While these terms may sound familiar to those in the industry, most recyclers aren’t fluent in this technical language. That’s why, over the years, we’ve focused on simplifying the handling of converters for automotive recyclers. This approach not only makes operations more efficient, but also helps recyclers maximize profitability by optimizing each step of the process.
1
Dismantling: The First Step to Maximizing Value
For auto recyclers, the dismantling process is where it all starts. A simple yet effective tip is to cut your converters a few inches from each end. This technique helps you maximize the number of units you can fit into a box. Many yards still rip converters off too aggressively, causing material loss that directly translates into lost revenue. Aim for a “fullness loss” of less than 5% per load. This means the converter should be handled carefully and without over-cutting. On the flip side, avoid leaving long pipes at each end, as this will make it difficult to fit enough converters into a box to make shipping efficient.
2 Security: Safeguard Your Valuable Materials
How you store your converters matters. Every company has its own procedure –some place converters directly into boxes after dismantling, while others use cages, containers, or locked enclosures. While there is no universal “best practice,” it’s crucial to find a system that works for your operation and ensures the security of your material.
Converters are valuable commodities, and theft or misplacement can quickly affect profits.
3 Count: Accuracy is Key
An accurate inventory count is non-negotiable. Your count should always be within a 2% margin of error. While technology and human error can never be entirely eliminated, maintaining close accuracy is essential to ensure that the rest of the process runs smoothly.
After shipping, verify the count with your buyer. A reliable partner should provide a detailed receiving count, including documentation such as weights, grades, and even photographs of the material. Having this information on hand makes it much easier to compare your own numbers with theirs, preventing discrepancies and ensuring smooth business operations.
4 Packaging & Wrapping: Maximize Efficiency
Proper packaging is crucial to protect converters during transport and storage. Use dark shrink wrap or place a piece of cardboard over the top of your box to conceal the material. Once the box is securely wrapped, it should be impossible to identify the contents. Many companies
also reinforce their packages with additional tape for extra security. Similarly, applying spray paint over the packaging can further obscure the material and prevent theft or tampering.
5 Training: Empower Your Team
A key challenge in converter handling is properly training all staff, especially new employees. Poor handling often stems from a lack of proper onboarding, leading to mistakes like inaccurate counts or poorly secured shipments. It’s essential that everyone, regardless of experience, understands the right procedures and the importance of precision. Regular training and clear communication can help prevent these issues and keep operations running smoothly.
At PMR, we know that success in the converter business is built on consistency and attention to detail. Small changes in how you handle your converters can yield significant results in the long run. So, take these tips to heart, and start making simple adjustments today to see a big impact tomorrow. Learn about our process and what sets us apart.
With decades of experience in converter recycling – both at the yard level and in processing –Ryan Carrafiello, PMR’s Director of Corporate Accounts, offers clients the expertise and support they need to thrive in every stage of the process.
TOOLS OF THE TRADE
As
the auto recycling industry evolves,
so too do the
tools being used to make the recycling process efficient and effective.
By Maura Keller
From order fulfillment programs to dismantling software to online educational programs, the “tools” that automotive recyclers use are as diverse and unique as the recyclers themselves. In fact, today’s recyclers have a wealth of technological tools from which to choose – all with the goal of making the auto recycling process streamlined and efficient. And while some turn their attention to the “latest and greatest” gadgets, other recyclers continue to embrace long-standing process and procedural “tools” that have provided solid results for years.
Jason Howell, general manager at All Import Auto Parts, says the past 20 years of technological change and improvements have helped auto recyclers become more efficient in production and more accurate with their inventory.
“We have seen a change in how our customers shop and buy from automotive recyclers,” Howell says. “The tools that recyclers use on a daily basis have changed from printing orders on paper to having them all on the phone. They have also changed from customers having to call you to find out what you have, to them being able to look online and see what you have along with
your pricing and photos. Many of the tools we used 20 years ago are still being used today but have evolved since then.”
As Howell points out, some of the biggest changes recyclers have seen that have helped the industry include being able to show more inventory online, as well as systems like EZ-Suite streamlining production and order fulfillment, and the ability for shops to electronically source parts through data feeds.
“EZ-Suite, in my eyes, is one of the best changes we have seen in our industry when it comes to making us more efficient and professional,” Howell says. “It has helped many recyclers streamline their production and order fulfillment while also increasing their quality standards.”
The ability to also electronically source parts has the ability to be a widespread change if it continues to improve.
“Now that shops are able to directly order from us without having to make a call, this is helping our customers know what they are getting when they are selling the job to their customers,” Howell says. “This will help us sell more to each segment of the industry without having to increase our overhead.”
The Growing Use of Technology
Recyclers use technology in all aspects of their business to help improve efficiency, accuracy, and part availability. Howell says some examples include inventorying cars with photos and videos using a cell phone, using sites like CrashLink to inventory more parts per car, or using different platforms to display their inventory directly to their customers.
“There also are plenty of messaging platforms that are used on a daily basis for sourcing parts, sharing information, and product knowledge,” Howell says. “Whether they are communicating with another yard or with their customers, communication has never been easier. As you can see, technology is all around us with everything we do on a daily basis.”
One area of the auto recycling process seeing an uptick in the use of technology is in shipping. As Howell explains, shipping of recycled auto parts over the past 20 years has become so streamlined that people who never shipped parts are now shipping parts on a daily basis.
With websites and extensions that you can use with your inventory systems, you no longer have to manually input customer information to create a shipping label. All of that information is imported and automatically put in.
“With that and the streamlining of production with EZQC, getting a part ready and then shipping that part has never been easier,” Howell says. “Some recyclers prepackage parts, so the part is already boxed up when it is sold.”
Another tool that has helped Howell streamline shipping is having accurately described inventory with individual part pictures. Auto recyclers all run into the issue when shipping a part that has more damage than what
is described in the comments field. You then have to stall that order and wait for customer approval to ship the item out. This sometimes can stall an order from shipping up to three days.
But as Howell points out, when you have photos of the part in your inventory system it helps communicate the condition of the part with your order fulfillment team as well as your customers. Then when it gets to your quality control team, they can easily verify the condition at the time of inventory and ship the item out knowing the customer has seen the condition of the part.
“This has helped our delivery time accuracy increase as we have fewer items being stalled during quality inspections,” Howell says.
Tools for Quality Control
Brian Bachand, chief executive officer, Westover Auto Salvage, says it takes continued enthusiasm to re-evaluate or implement different strategies as to how to meet established goals – and exploring new “tools” of the trade is one way to accomplish this.
One “tool” that Bachand and his team use that has transformed their operations is ARA’s CAR Certification Program and its ability to overhaul how they look at the internal logistics of the company.
“How those metrics are reported and scored allow for us to plan our operations around these guidelines. By making the requirements of this program a part of our daily routine it has brought our business to a different level,” Bachand says. “Buying into these accreditations, the Gold Seal, Recall and HVV Certification, has given us a ‘big picture’ direction on how we are to achieve the
Jason Howell, All Import Auto Parts
Brian Bachand, Westover Auto Salvage
Whether they are communicating with another yard or with their customers, communication has never been easier. As you can see, technology is all around us with everything we do on a daily basis.
sales, inventory and customer satisfaction goals we are making. Following through on the ‘how,’ was the formative necessity to continue to move us forward to be the recycler we see ourselves as – one that is environmentally conscious and compliant, while operating in a manner that is up-to-date with industry trends and is achieving and hopefully going above our association’s certification standards, as well as our own.”
Dismantle Pro, founded and offered by Greg Daurio and his team from Daurio’s Auto Truck, is a user-friendly software and a favorite “tool” for many recyclers. The software provides a template for a recycler’s depollution and dismantling processes, including being able to digitally enter data from the shop, and being able to track and report the data.
“Dismantle Pro allows you to trace where all your oil goes and shows you how many converters your team harvested this week and so much more,” Bachand says. “The software is created for professionals looking to optimize these processes and create the efficiency you are looking for in your dismantling and depollution operations, regardless of how you run vehicles through your operations. This is definitely a technology that has increased not only the transparency and effectiveness of our reporting, but has also been an absolute game changer for how we track the inventory, commodities, cores and parts.”
Quality Control Tools
One efficiency that Westover Auto Salvage has implemented and one that Bachand would consider to be transcendent to their success, is the company’s quality inspection program. Bachand stresses that every recycler should have a quality inspection program or at least a quality control inspector.
“Our unique program is still in its early stages but the improvements in communication, managing expectations and transparency have been phenomenal. We have mapped out the processes in which the vehicle, its fluids, parts, cores and commodities go through, from the moment the vehicle is purchased, onto when it arrives and all the way down to when the last piece of it leaves,” Bachand says. “By further examining how we operate and what happens to the vehicle in its different stages and forms, we can more effectively evaluate the points in the processes where quality control and communication are needed.”
With this quality inspection program in place, the
Westover Auto Salvage team has strategized where and when there is a need for an extra set of eyes for the task at hand. These inspections have allowed them to catch things they were missing or could potentially have missed.
“Evaluating the efficiencies of what we do has positively influenced how we do them. We have put people in positions with defined goals and set expectations to perform inspections on the quality of the moving parts and the effectiveness and efficiency of our procedures for them,” Bachand says. “These inspections are done through a lens based in quality and transparency. Upon inspection, these individuals report their results and feedback to all those involved in the inspection. From the depollution technician to the dismantler, or onto the inventory specialist and salesperson, each team member gets feedback as to how the end product or process has been affected by each individual's quality of work.”
Westover’s inspection process has translated into increased efficiency in accurate part interchange, product presentation, and quality control.
“The quality inspections program helps to ensure there are no surprises upon delivery and that we are understanding, implementing and meeting ours and the customers’ expectations,” Bachand says. “Our program is constantly adapting to better suit our needs as we are continuously evolving to better meet the demands of customers. Through process innovation and efficiency, we are implementing the proper principles needed to exemplify quality service and customer satisfaction –a job that is never done.”
Tools for the Sales Process
In Howell’s opinion, there are two main tools that have helped his sales staff the most. The first tool is the recording of phone calls. By listening to yourself as a sales associate you are able to perfect your craft and sales pitch. You can see where you went wrong in the sales process and apply that to the next phone call.
“We all check our sales figures and make sure we are on track, very few of us actually listen to how we are selling and change that approach,” Howell says. “By measuring your phone calls and listening to mistakes you will become a better sales representative.”
The other tool that has helped Howell’s team is being able to send messages to their customers and communicate with other yards through forms of messaging.
“Being on hold, waiting to order a part, wastes time for us and our customers. Being able to send messages back and forth is a much more effective way to communicate. It also allows us to have multiple conversations going at
the same time,” Howell says. “We only have one phone and can only talk to one customer at a time. But we can message multiple customers at a time through a messaging platform.”
Bachand points to VIN Match Pro as a solid software tool that will help secure sales and validate inventory.
“It is a database able to look up and give you almost the complete build sheet and specs of any VIN number or license plate you plug into it. This program is for sure a ‘must invest in’ service,” Bachand says. “This program has allowed us to confirm things we once pulled and checked or would have made false assumptions on instead. The service has helped us make so many sales and has saved us so much time, money and resources in the process.” Its ability to give mileage updates on looked up vehicles has allowed Westover Auto Salvage to buy smarter for parts and vehicles.
“It allows for us to better focus on customer’s expectations instead of waiting on a call back or going on guesswork,” Bachand says.
Looking ahead, industry experts suggest that the tools for success available for the auto recycling industry will continue to streamline the ordering process for customers. The easier it is for customers to locate and purchase products, the better the auto recycling industry will be.
“With all the technology out there, it is easier to get our products in front of customers. Now we just have to make sure the purchasing part of the transaction is streamlined for the customer,” Howell says. “The tools for success will also continue to create new avenues for us to be able to sell parts. Because as the technology changes in cars, so too does the need for the components in the cars.”
Industry experts agree that there are many tools out there that work. Finding the ones that work best for what your organization or as an individual yard is the best way to approach it.
“There are many tools out there that other yards are using that we aren’t, simply because it’s not a fit for what we do. Yet there are tools that we couldn’t live without that other yards aren’t using,” Howell says. “By going to the conferences that our industry has you will find out what tools are out there and how to effectively use them. By being at the shows you can see how the tools work and you can interact with them. This helps you get a better understanding of the tool and if it will work for your business.”
Do you have tools to share with your peers? Email araeditor@comcast.net to be included in a follow-up feature.
Based in Minneapolis, Minnesota, Maura Keller is a seasoned writer, editor, and published author, with more than 20 years of experience. She frequently writes for various regional and national publications.
All Import Auto Parts.
HC ntinuous IMPROVEMENT
ave you ever tried the pink frosted sugar cookies with the rainbow sprinkles? Did you know that the cookies are placed in the clamshells by hand? It takes the packers eight seconds to pick up 10 to 12 cookies, place them in the clamshell, close the lid, and place the clamshell on the conveyor belt. Even more impressive than that is the fact that the packers pick up three to four cookies at a time and they do not smudge the frosting.
You may be asking yourself, “Who is this writer and what do these cookies have to do with automotive recycling?” I am Mariah Yazzie, director of continuous improvement at Fenix Parts LLC. Formerly, I worked at Lofthouse Cookies as a leader in their continuous improvement department. For those of you that are not familiar with continuous improvement methodologies, let me give you a bit of background.
Lean manufacturing was used early on by OEM Ford, and later enhanced by Toyota, to streamline and improve vehicle production processes. Many of these methodologies have been refined, tweaked, and ultimately used across all different types of industries.
During my time at Lofthouse, I learned how to use the Lean and Six Sigma principles for various purposes, such as reducing waste, standardizing work, increasing safety, and creating a robust training program. Lofthouse was a different type of animal compared to what I have experienced in this industry. For those of you who have worked in a true manufacturing setting, you know what I mean when I say that manufacturing teaches you how to prioritize tasks, adapt quickly to situations, and get creative with problem solving.
I have never experienced anything else like having 1,200 lbs. of cookies coming down an assembly line when suddenly the belt snaps near the cooling tunnels. In that moment you must figure out what you are going
Systematic Methods to Efficiency
By Mariah Yazzie
to do with all of those cookies. Even though you shut down the dough line area and you have maintenance on the way to fix the belt, the cookies don’t just magically stop coming. Some days I felt like I Love Lucy on the episode where she can’t keep up with packing chocolates. Soon, she is stuffing them in her mouth, her shirt, anywhere she can fit them to prevent them from piling up. That was what it was like working in a production setting.
Systemic Tribalism
The knowledge and experience I garnered throughout my tenure at Lofthouse gave me the skills I needed to take on a larger and more diverse role as the senior operations manager at a local self-service yard in my hometown of Ogden, UT. In my early days there, we had meetings to discuss the constant “hair on fire” feeling that our leadership team often faced. In one of those meetings, I first heard the phrase “systemic tribalism,” used by my boss. He explained its meaning:
There are so many of our leaders that are generational within the industry – taught by their grandparents and/or parents on how best to run the business. When the going gets tough, the family would jump in and get to work. This was good and bad for those that worked at the yards. It was good because it fostered a hometown “family” feeling that so many of us enjoy about this industry –where the owner knows your name and you aren’t just a number to them. The negative arose when someone in the family tribe stepped away from the business – they took their knowledge with them and ultimately limited the potential growth of the company. Lack of documentation made it increasingly harder to teach others how to maintain and run the business successfully after their departure. This same ideology was also true for the most senior team members. These employees would often times leave the company without notice or without training a replacement. When this occurred, it was hectic, mistakes would be made, and important items would be missed due to the
lack of knowledge and training for the individual who replaced them.
This phrase my employer coined summed up the industry and the struggles so well that I began to use it to describe why we needed to implement continuous improvement methodologies into the processes.
Order from Chaos
As I learned more about the industry and the daily operations, I quickly saw how the same lean manufacturing principles originally used to build vehicles could be deconstructed and used in reverse to dismantle vehicles, too. Coupled with the understanding that I would be starting the documentation process from scratch, I got to work on improving the processes one step at a time.
The unique nuances and challenges that come along with a niche industry proved to be difficult at times. Many of the processes we implemented early on were born out of struggle and necessity. We were never immune to the call ins, high turnover, and tough customers that our line of work brought day in and day out. As a leadership team, we decided that rather than continue to be reactive we needed a proactive approach to create a better workplace. I was officially appointed to bring continuous improvement to life within our company. I was nervous at first, but overall I was excited to accept the challenge.
Along with my normal duties in running the yard, I started by creating training materials, process flow maps, sweep sheets, check lists, growth plans, etc. Over the span of the next six months, I had created over 90 individual trainings, ranging from “Car Buying” to “Catalytic Converter Removal & Processing.” For the first time we were able to onboard new hires from outside of the industry and give them a training plan that showed a path from an entry level position progressing up to an operations manager role, and everything in between.
My early career experience in lean manufacturing and transition into auto recycling to implement a successful continuous improvement plan at a single-owner, three-yard outfit, paved the way for my current role as the director of continuous improvement at Fenix Parts LLC. I took all I learned to apply a continuous improvement plan within the second largest yard consolidator in the country.
Nearing my one-year anniversary with Fenix Parts, I’ve reflected on the positive impact that continuous improvement methods have had in my work, and have a better understanding of which methodologies work best to foster productivity and profitability in auto recycling.
At the 81st Annual ARA Convention, I introduced some of those methodologies and how I used them to identify, build, and implement the dismantling project we began at Fenix. Here is the process I use to create and implement an improvement plan to increase the overall productivity at an automotive recycling facility.
STEP ONE: Define the bottleneck. Here, you’ll review the overall process at the yard. Watch the employees as they work and look for times that common errors occur, tasks overlap and/or get built up, injuries commonly happen, etc.
STEP TWO: Measure/analyze the project scope. Use different methods to gather data, such as collect time studies, review costs, consider non-tangible items like the work/life balance and job satisfaction, evaluate the culture that is promoted by the process, etc. Assemble the factors cause the slowing of productivity. Analyze what you see and what the data and/or information is showing. Identify the top reasons for any bottlenecks.
STEP THREE: Create the plan for improvement. Now, it is crucial that you define the “best practice” –how should this process flow. To achieve this, bring together those who perform the job, and others who don’t, and get their input. In a perfect world, how would this specific process start, where would it end, and what are all of the necessary steps that take place in between?
Once documented, “test” the improvement plan. This phase may take several attempts to fully develop the process. Don’t let the test phase discourage you. Continue to circle back to the “measure and analyze” step to adjust as needed to meet the desired outcomes.
STEP FOUR: Create process controls that promote sustainability.
The final step is to create controls around your new process. Understand what data to collect to ensure the new process is being adhered to and what the consequences are when the process is not adhered to. Create training documents for each step in the process and determine how employees will receive that training. Lastly, create a plan of when to implement the new changes and when/how to communicate all upcoming changes with team members.
Remember the value of investing time in this kind of effort. Each time you successfully implement an improvement project, overall productivity of your yard is increased. More productive employees result in more profitable outcomes. With a well-documented process and thorough training plan, you are no longer caught in the crossfire of Systemic Tribalism. These tools will enable growth from within your current team, increase safety, decrease operational expenses, reduce turn over, and more. Now, it is time to start your continuous improvement journey.
Mariah Yazzie, Continuous Improvement Director at Fenix Parts, has been actively engaged in enhancing recycling processes across all Fenix Parts LLC locations.
Gaining CONSENSUS
When introducing new standards or changes in your business, auto recyclers need to take the proper steps to obtain employees’ buy-in.
By Maura Keller
Getting employees on board with new standards or changes comes down to clear employee engagement, communication, and know-how – understanding the “why” behind the modifications to a company’s processes and procedures. Too often, businesses roll out new policies with a top-down approach – an email, a text, or a quick announcement in a meeting – without fully explaining how it impacts the team or why it matters. That’s where problems may begin. Employees don’t want to feel like change is happening to them; they want to be part of the process.
According to Robert Bird, professor of business law, School of Business at the University of Connecticut, the biggest challenge for business owners for implementing changes or standards is receiving buy-in from employees. Even the most well-planned changes or standards cannot mature in reality if employees are not willing to make those changes.
“If employees do not appreciate the need for change or lack the information to understand why change is necessary, any resulting applications will be of limited effectiveness and not reach their goals,” Bird says.
Long-term employees may respond negatively to changes, especially if change has not been a regular occurrence in their
“Managers also should emphasize how they can help the employee get their job done within the new standard, and not emphasize potential sanctions for non-compliance unless absolutely necessary,” Bird says.
Jennifer Cresswell, founder and principal at Thoughtgro stresses that most people strongly dislike change – especially in the workplace. “Some people find discomfort in the uncertainty, while others feel overwhelmed taking on new or different tasks,” Cresswell says. “Even when the changes may streamline the work they are doing or make things easier long-term, there is a hurdle that needs to be overcome to get to that new, comfortable steady-state.”
That’s why Cresswell recommends auto recyclers set clear expectations regarding the company standards and/ or new processes. These will be a guide that helps your team understand what they need to do to succeed no matter what their role.
“It’s important to include the ‘why’ behind the standards or process – both for the company and the individual team members themselves. When employees understand how something benefits them personally (e.g., specific protocol to reduce workplace injuries or process to increase customer satisfaction), they feel empowered and inspired to do their best work.
“Also encourage a positive mindset by choosing your words carefully,” Cresswell says. “The words you use affect the mindset of the individuals who need to abide by the company standards or adopt the new process. Telling your employees that they ‘have’ to do something can make a task sound like a chore. On the other hand, telling them that they ‘get’ to do something makes a task sound more like a benefit.”
Finally, be sure to deliver a consistent message through multiple channels throughout your business. There are multiple ways that people digest information presented to them. Some like to hear it, others like to watch it, and still others like to read it. Cresswell says it is important to deliver your message through multiple channels (e.g., company-wide presentation, email, round table discussion, etc.).
“Business owners should also be willing to step outside of their comfort zones or delegate to others on their leadership team to ensure that employees are receiving the message in multiple ways,” Cresswell says. This both reinforces the policies and provides employees an opportunity to better understand the changes – and therefore, make them more likely to adopt and adhere to the new standards.
“Make them part of the process from the beginning. Say we have to make some changes and tell them why,” Williams says. “Then ask them what they think we should do in order to reach certain standards or efficiencies in the way we work. Let them tell you
If employees believe they had a voice in the proposed change initiative, they are more likely to buy-in when the change is implemented.
first – often they know and are just as frustrated by the challenges you are trying to solve – get them involved in the solving them with you.”
Mistakes To Avoid
When properly implementing new changes or standards and getting employees’ buy-in, one common mistake employers make is when management seeks buy-in at only a superficial level. This occurs when managers ask employees about how best to implement a change, but actually make their decisions based on what managers wanted to do anyway.
“Feedback needs to be both genuinely received and be meaningfully influential in any decision. Employees can sense the difference,” Bird says. “Managers can also make a mistake by not telling employees why a particular change was implemented or why a suggestion was not fully followed. Not every employee suggestion can be followed, and communicating reasons why the suggestion was not followed would increase the likelihood that the employee would feel that they were heard.”
Although communication via email is paramount when introducing new standards or changes to an auto recyclers’ processes or procedures, Justin Fortier, director at Seraph, a strategy consulting firm says a common misstep is relying too heavily on memos, emails or posted flyers to announce change.
“Without regular, face-to-face engagement and coaching, employees can feel disconnected from the process,” Fortier says.
“Leaders need to actively demonstrate and support the change to ensure it sticks because empowering employees to comply with new standards is essential to avoid operational risks and quality issues. Without buy-in, inconsistent practices can lead to safety hazards and inefficiencies. New ideas for improvement have little value unless they are actually implemented. Business owners often know ‘what’ to do, but following through it typically the hard part.”
Quick Tips for Compliance
When implementing changes or introducing new standards, Beth Williams, CEO Primeast North America, recommends auto recyclers:
1. Engage Employees Early and Often
Involve your team from the outset. When workers participate in the planning stages, they’re more likely to support and adhere to new standards. Regular meetings and open forums can serve as platforms for discussing upcoming changes and addressing concerns.
2. Provide Practical Training
Equip your employees with the necessary skills through hands-on training sessions. Practical demonstrations and workshops can demystify new processes, making transitions smoother and boosting confidence.
3. Communicate Clearly and Transparently
Use straightforward language to explain the reasons behind changes. Clear communication helps in reducing misunderstandings and aligns the team with the company's objectives.
4. Recognize and Reward Adaptability
Acknowledge those who adapt quickly and effectively. Recognition can be as simple as verbal praise or more formal rewards, reinforcing positive behavior and motivating others.
5. Lead by Example
Demonstrate commitment to new standards by adhering to them yourself. When management models the desired behaviors, it sets a precedent for the rest of the team.
6. Address Concerns Promptly
Create an environment where employees feel comfortable voicing their concerns. Addressing issues promptly shows respect for their input and fosters trust.
7. Highlight Benefits Relevant to Workers
Emphasize how changes will directly benefit the team, such as improving safety, reducing manual labor, or enhancing job security. When employees see personal advantages, they're more inclined to embrace new initiatives.
When employees are empowered to comply with the changes and be part of the change, they can take pride and derive job satisfaction in the continuous improvements that are made.
Also, so much of compliance is based on culture. As Bird explains, in small to medium-sized companies, managers need to lead by direct example. How strictly they follow the rules will be watched by their direct reports. If managers cut corners when the standard is inconvenient, that sends the message that the new standards are not that important. How managers and leaders in the organization behave on a day-to-day basis toward the standards will send a powerful signal to all employees.
“Managers and executives must be prepared to ‘walk the walk’ themselves before other requiring others to do so,” Bird says.
When putting together a plan for change, Williams says that leaders at an auto recycling company will want to include a process for how they will test, and monitor the results and success of the changes they are putting in place and get agreement and input from their people on this as well.
“It depends on the changes you are making, in a production environment you will want do some testing to be sure what you are proposing works before rolling it out to the whole of the operation,” Williams says. For example, you might try the change on one dismantling bay first and get that team ready to be the “A Team” once the kinks are worked out.
“Monitoring happens immediately and consistently until you get the policy and procedure down that meets the standard,” Williams says. “Remember, regulatory policies and procedures change all the time and serve to improve the integrity of what we produce and sell. When companies don’t comply with these standards, they may lose the opportunity to win new business, grow existing business and sustain their share of the marketplace. When employees are empowered to comply with the changes and be part of the change, they can take pride and derive job satisfaction in the continuous improvements that are made.”
Based in Minneapolis, Minnesota, Maura Keller is a seasoned writer, editor, and published author, with more than 20 years of experience. She frequently writes for various regional and national publications.
The Evolution and Impact of
Interview with Jonathan Morrow
By Caryn Smith
The Automotive Recycling Training Institute (ARTI) was formed in 2021 with the purpose to provide the most up-to-date training and educational resources available for the automotive recycling industry.
The ARTI researches and collects training materials that are designed not only to train the upcoming workforce of the automotive recycling industry, but also to keep automotive recyclers educated in the most current technology and informed of improved methods of better business practices.
ATRI’s platform, ARA University, (arauniversity. org), is the only online educational and training available to all automotive recycler members of the ARA, and their employees. It currently serves approximately 4,000 current users who are utilizing 70 courses for safety and best practices training.
Automotive Recycling magazine Editor Caryn Smith spoke with Jonathan Morrow, ARTI President, ARA Past President, and President/CEO at M&M Auto Parts Inc., a family-owned business.
Automotive Recycling: Jonathan, thank you for joining us. Can you start by sharing the purpose of the Automotive Recycling Training Institute (ARTI)?
Jonathan Morrow: Absolutely! The mission of ARTI is to educate and train professional automotive recyclers in best practices. We aim to continuously improve the industry by providing high-quality educational resources. ARTI was formed to ensure that automotive recyclers have access to up-to-date training that enhances their operations. Originally, ARA University existed as a paid platform, but with ARTI, we have been able to provide this valuable training as an ARA member benefit, ensuring more recyclers can access crucial education without financial barriers.
Another area that ARTI can help the association and the membership is that as a 501(c)(3) non-profit organization, we can raise money, though grants, fundraisers, and donations, to grow the ARA University, pay for the KPA platform where it is hosted, and ultimately to create new modules that we want to bring to the community.
Jonathan Morrow
AR: How does ARTI work with ARA certification efforts?
Morrow: ARA certification represents the industry’s best practices. We want every professional recycler to be certified, and the best way to make that happen is through structured training. ARTI ensures that all training modules align with certification requirements. That way, as recyclers complete training within ARA University, they move closer to certification, making it an integrated and strategic approach to professional development. As an industry, we cannot thrive with our head in the ground when it comes to education and training. We must do things correctly and up to professional standards.
AR: Why is ARTI essential to the industry’s growth?
Morrow: Simply put, education is key. The industry is under constant scrutiny, whether it's environmental regulations, safety concerns, or evolving technology. Most recyclers do things the right way, but we must continue setting high standards. ARTI helps recyclers stay ahead of regulations and industry changes while reinforcing our value in the supply chain. During COVID-19, we proved how essential we are. We know best how to dismantle a car and be environmental stewards of how we accomplish it. Now, we must continue strengthening our position through education.
From recalled parts to fire mitigation, we want to create a safer environment for the vehicles to flow through our facilities. It is essential to have the mechanism in place to support how we are training and how we're going to move forward with new vehicle technology, like electric vehicles, to have continuous training at the disposal for our industry.
Additionally, many ARA members are small- to medium-sized, family-run businesses. Unlike larger corporations with dedicated training teams for continual training,
our industry’s businesses rely on ARTI to keep employees up to speed, maximizing time with efficient ways to participate in training that ultimately meets the standards of regulatory agencies, like the Environmental Protection Agency, and others. Without ARTI, many recyclers would struggle to create their own training programs, leading to inconsistencies across the industry.
AR: Will ARTI ever offer training to the whole industry, or is it strictly a member benefit?
Morrow: ARTI training is primarily an ARA member benefit, but some modules are available to the entire industry. For example, one of our newest three-unit modules to be released soon is the Fire Prevention series, funded by the Automotive Recyclers of Massachusetts. It will be accessible to all recyclers due to its industry-wide importance. Fire is not discriminatory; it happens to bestin-class facilities. It is important that the standard, and the first priority, is that our employees are kept safe and trained what to do in case of an emergency.
We are also working on a Parts Prep and Shipping module, a collaboration between ARA, PRP, and URG. This will set standards for quality control, packaging, and logistics, ensuring parts arrive safely and efficiently. Many auto recyclers are now trading partners. We want to set industry-wide best practices to ensure an engine, transmission, or any auto part gets packaged the same way across the industry, no matter if it is shipped locally, regionally, or nationally, and handled once or multiple times.
ARAU does offer key trainings for ARA members such as airbag certification, forklift training, and other modules because they’re owned by ARA. While ARA members receive exclusive access to many training modules, yet as we develop programming, we will select more to be available industry-wide when funding and relevance align.
We are also in the early stages of developing additional compliance and safety training programs. Our goal is to keep expanding the training library to address the industry's evolving needs.
AR: How is the decision-making process conducted on training and resources?
Morrow: We have an ARTI Board that directs the business of the foundation. As a separate entity operating alongside of ARA, we make decisions based on what resources and funds we have, and what is the best use of those resources. Our members have experienced volunteers with years of wisdom, including Sandy Blalock of Auto Recycling Advocacy, Scott Robertson of Robertson’s Auto Salvage, Fran Reitman of Reitman Auto Parts & Sales,
Ian Yeager of EL & M Auto Parts, Jarret Hann of Team PRP, and Mike Kunkle of Profit Teams Consulting, and I serve as the President. We often have the ARA Executive Committee members join our conference calls, as well.
AR: How will recyclers know when new training is available?
Morrow: We promote new training through trade meetings, industry publications, ARA communications, and word of mouth. For example, with the upcoming production of the Industry Parts Prep and Shipping module, we hope to integrate it as a best practice for recyclers who want to trade within networks, like PRP. By completing the course, recyclers demonstrate competency, making it a valuable standard across the industry.
AR: One popular feature of ARAU is the ARA Yard Tour Video Series, for which you are the host. Why do you think these tours are so popular?
Morrow: The tours offer an inside look at how different recyclers operate. Trade shows and conference sessions are valuable, but nothing compares to seeing a facility firsthand. During COVID-19, when we couldn’t visit yards in person, we decided to bring the experience to recyclers virtually. The response has been overwhelming. Many recyclers don’t have the time or resources to travel, but they still want to learn from their peers. The yard tours allow them to do that from their own facilities. After the pandemic, we thought that there’s an opportunity to do more, and pull back the curtain of facilities that they've heard about, or facilities that they would love to go to, but a don't have the time.
that also keeps it real. I love visiting different yards and learning from operators. I also enjoy how these videos bring recyclers together. Industry veterans and newcomers alike can connect, share insights, and improve their operations by seeing how others succeed.
AR: Will there be more tours coming soon?
Morrow: Absolutely! We’ve visited high-volume facilities, but we also want to showcase smaller, well-run yards. The goal is to create a video library that recyclers can reference whenever they need inspiration or solutions. These tours not only provide learning opportunities but also preserve industry knowledge for future generations.
Our industry is unique, and I know I am not the only person who probably enjoys visiting other yards. I always learn something by going to a fellow recycler’s facility, no matter the size, volume or the business model. Recyclers are incredibly resourceful, constantly inventing solutions to unique challenges; we solve problems that other people don’t even realize were an issue until you see how some else fixed it.
Another benefit to having these filmed is that we now have these catalogs on YouTube and Facebook, and linked to ARA University, which offers the industry a library database. So, if someone was trying to do something like become ARA CAR Certified, we could point them not only to the certification process, not only to university, but also to ARA members Shannon Nordstrom’s facility, the Wilbert’s facility, and other the places to offer benchmarks to aim for as you as you develop your company.
Serving as host is just me touring the facility. I don't see the facility before the video shoot happens, so my questions are truly candid questions in the moment. I think
AR: Any final thoughts on ARTI’s role in shaping the future of automotive recycling?
Morrow: ARTI is a game-changer for our industry. It ensures that training is accessible, relevant, and continuously updated to meet evolving demands. As regulations tighten and technology advances, recyclers must stay ahead of the curve. ARTI provides the framework for that continuous improvement, strengthening the industry. Our goal is to produce one to two new modules a year. We want to be the best stewards of our resources. We aim to invest in the industry to produce the most timely and beneficial modules that allow auto recyclers to stay ahead of the curve.
AR: We appreciate your insights and look forward to seeing ARTI’s continued impact.
Morrow: Thank you! I’m excited for what’s ahead and encourage all recyclers to engage with ARTI and ARA University. Investing in education benefits the entire industry.
Caryn Smith is the editor of Automotive Recycling magazine, and has been covering the industry for over 20 years. She is a freelance writer for industry publications, such as Recycling Today.
ARA Facility Yard Tours (clockwise from top left) of B&R Auto Wrecking, Wilbert’s, Everett’s Auto Parts and Nordstrom’s Automotive, Inc.
Recycler to Watch
By Maura Keller
Photos by Charlene Graham Photography
Hitting the Target
Bow Auto Parts earned the coveted Certified Automotive Recycler (CAR) of the year award at ARA’s 81st Annual Convention.
ARA recognized Bow Auto Parts as the 2024 Certified Automotive Recycler (CAR) of the Year during the association’s annual convention in Reno, NV. Bow Auto Parts is a second-generation family-owned and operated used auto parts distributor and supplier in Bow, NH.
Automotive Recycling connected with Chris Lindquist, owner and general manager of Bow Auto Parts to learn more about the company’s impact on the automotive recycling industry, its focus on being CAR certified, and its vision for the future.
Automotive Recycling: Can you tell us about the history of your company, name when and how it began, chain of ownership, and growth over time?
CHRIS LINDQUIST:
My father, Allen Lindquist, grew up loving cars. As a kid, he would buy cars, fix them up and sell them. He also worked for several car dealerships,
working and running the parts departments. In 1986, he started Bow Auto Salvage with just a one bay garage and no inventory. He purchased a wrecker and started buying up used and junk vehicles throughout town, keeping inventory in a notebook. He soon met some great people who turned him onto his first inventory system, Auto Info, and he started attending all the conventions – including ARA and URG and he joined Jim Counts Consulting groups.
It was his thirst for learning and willingness to try new ideas that helped the business progress throughout the years. My mother, Sue, then joined my father by taking care of the accounting. As a kid, I would also come to the yard after school and do odd jobs, such as cleaning, breaking down tire off rims, stocking parts, etc. My younger brother Kevin also did the same when he was old enough. You could say we both grew up in the business and grew to love the business. I have done every position in the company dismantling and Kevin has done every position in the company besides sales.
Today, my brother and I are running the business with Allen, who is still the president and Sue, who is still the vice president. We both work very well and complement each other. While I am more of the “numbers guy” and work more on the business, Kevin is the “production/employee guy” who works on the processes and employees. Kevin is also in charge of our buying department.
Our largest and most significant growth period was when we joined PRP-Northeast about 11 years ago. At that time, we only had nine employees, two delivery trucks and processed about 70 vehicles a month. We already had some great relationships with some of the members but relied on getting parts back and forth to each other via LTL freight, which required two-to-three days. At the time, the PRP-NE hub was in Binghamton, NY so logistically we were on the border of being legal in regard to driving time. As a family, we decided that we needed to join, and it’s been the best decision we have ever made. We now have 70 employees, 13 delivery truck routes, and one tractor trailer.
AR: What is the size of your facility size today?
LINDQUIST: Today we are running on 20 acres with over 23,000 sq. ft. of warehouse/dismantling space, a separate 4,000 sq. ft. office building and numerous outside racking areas.
AR: Can you describe your management structure?
LINDQUIST: Our management structure consists of many qualified department heads and middle managers. I am the general manager who all the department heads report to. We have our accounting manager, sales manager, production manager oversees our quality control manager and assistant manager, our dismantling
Sue Lindquist, Owner & Vice President; Allen Lindquist, Owner & President; Chris Lindquist, Owner & GM; Kevin Lindquist, Owner & Vehicle Acquisition.
manager and our dispatcher oversees our drivers and returns department. My brother Kevin oversees the purchasing department who oversees the production manager and the inventory manager.
AR: What type of recycler is your company (full, self, hybrid) and how many cars are processed per year?
LINDQUIST: We are a full-service recycler. What makes us different from many yards is we don’t keep the vehicles after dismantling. We fully dismantle each vehicle, stock/ shelf all the parts pulled and then crush the vehicle. Everything our customers order, besides the vehicles waiting to be dismantled, are already off and ready to go. So there’s no surprise damage that happens a lot when pulling parts off vehicles in the yard. Customers love that.
We process around 3,500 vehicles a year between seven bays. We also have dismantling teams where a backup dismantler is assigned to two dismantlers and break down the drivetrain once it’s out of the vehicle so that the dismantlers can finish removing the parts off the vehicle. This has helped increase our production without having to add more dismantling bays. And the best part is that you always have backup if a dismantler is off. No bays go empty, which means production does not fall off and every order gets filled in a timely manner.
AR: What roles do family members play at Bow’s today?
LINDQUIST: Kevin and I are pretty much working on the growth of the business daily. Our parents are still involved but have been trying to take more and more time off. Our dad really enjoys golf, so we tend to see him only a day or two in the summer and when he pops in on non-golf days or during the off season. He loves jumping on and helping with repricing parts. Our mom is the social butterfly here and continues to do the PRP payables in the beginning of the month.
AR: What is the mission and vision for the company?
LINDQUIST: At Bow Auto Parts, quality is the cornerstone of our mission. We ensure every part meets top industry criteria for performance and reliability. We conduct meticulous inspections and maintain strict handling procedures to not only meet but set new benchmarks in the used auto parts industry.
AR: During the history of your company, what have been some significant obstacles that the business overcame and how were they managed?
LINDQUIST: Probably the most significant obstacle that we all came across and overcame was the COVID pandemic. Minus a couple of employees who had to take significant time off due to childcare, home schooling, etc., we are proud to say we did not lay off a single employee nor cut any hours or pay. We took that time to do some projects we didn’t have time to do, such as
shakedowns of inventory, etc. We managed to change our processes to keep everyone safe. A lot of these processes we found improved our way of doing things and saved us on expenses and we continue using them to this day. As much as 2020 was a year to forget, it was a blessing in disguise as it made us look outside the box and make changes we probably would never have discovered.
AR: Why is ARA important to you to be a member?
How long have you been a member?
LINDQUIST: We’ve been a member of ARA since the early 1990s. It was important back then for my father to learn from attending the shows and learning from all the great names in the industry back then and those that are still great today. ARA has been a great source for both knowledge and for helping the industry stay up-to-date on what’s going on. As owners we sometimes get too busy and caught up in our business and ARA is helpful, so we don’t miss the important things.
We are also members of ATRA-NH.
AR: How long have you been certified and why is it important for you to have this designation?
LINDQUIST: We were CAR certified just about every year when we joined, and the recertification got missed for a short period of time. We renewed our certification for about the last four years. Being “clean and green” has always been something that my dad instilled from the beginning of Bow Auto Parts even before the word “green” became a thing in the industry.
It’s always been our goal to be unlike the “junk yards” out there. We wanted to have a place of business that everyone felt comfortable to walk into. We have customers and even new employees that we interview and/ or hire and the first word that comes out of their mouth is “Wow!” They can’t believe that we are a salvage yard. They think they are walking into a bank or doctor’s office. The best reactions are when we give tours around our warehouses and dismantling areas. The common response is “you can eat off the floors.”
That’s one of the reasons why we love the CAR certification. It gives us a reason to inspect our facility and processes annually and it’s a great feeling to have the title of being CAR certified.
AR: How has being CAR certified helped your business?
LINDQUIST: Being CAR certified and Recall certified has helped us be able to sell airbags on eBay which has been very profitable. The rule about having to be certified has weeded out a lot of sellers and gives us more of an advantage in selling the bags on eBay and selling them for a profitable price – unlike a lot of parts where it’s a fight to sell for the cheapest and it’s typically not profitable.
We have HVV certification even though we are holding out on processing fully electric vehicles in our facility.
AR: Where do you see automotive recycling heading and how will you adapt to it in the future?
LINDQUIST: I see automotive recycling getting more complex in the fact that more and more vehicles are being built with more and more options. I think there will be more production of electric vehicles, but I do not see gas- and diesel-powered vehicles going away completely. You hear almost every day; manufacturers are going away from their initial plan of “all electric” by such and such a date.
With vehicles being built with more options, I see the list of different part types being sold growing. The concern is: Will interchange be available for these new part types?
AR: Can you tell us about any involvement with your community
LINDQUIST: We are a tremendous supporter of our community. We donate to all our town’s sports teams, high school booster clubs, school scholarships, and various clubs throughout the town. We have also attended job fairs for high school and college students looking for a career.
AR: To thrive for years to come, in your opinion what is the key to success?
LINDQUIST: To be successful you must stay ahead of the game. This industry is constantly changing and is a very gray industry, meaning not everything is black and white on how to be successful. It takes trying new things, listening to your peers, finding out what others are doing and how you might be able to apply that to your business. Be ready and willing to adapt and change. Always stay hungry and play well with others!
Based in Minneapolis, Minnesota, Maura Keller is a seasoned writer, editor, and published author, with more than 20 years of experience. She frequently writes for various regional and national publications.
A CAREER BUILT ON Making Connections
Steve Fletcher reflects on his long career with the Canadian automotive recycling community through his work with OARA and ARC, as he looks to future opportunities to make a difference. By Caryn
Smith
”At the proverbial end of the day, your legacy is how little you are missed,” says Steve Fletcher, reflecting on the Ontario Automotive Recyclers Association’s (OARA) appointment of Mathieu Dagonas as its new Executive Director and Wally Dingman as the new Executive Director of Automotive Recyclers of Canada (ARC). Fletcher is excited for both leaders as they step into the roles he held for 20+ years. He finds himself in a transition that he hopes will bring new opportunities in the industry, of course, in a more limited capacity.
History Keeper
When the OARA board initiated the idea of honoring Steve’s legacy, one of the things they did was start the process of writing a history book of the Ontario automotive recycling industry. With three generations deep in board members of longstanding family businesses, they decided to capture any living elder members’ thoughts and memories of their involvement in the industry. Using Steve’s
chronology of events, the writer Hugh Evans, who writes for Autosphere Magazine, has interviewed 12 OARA members, including their fathers and grandfathers.
“We just saw version six of the manuscript. It is fun; there is a ton of information that I just never knew and a ton of stuff I thought I knew. We’re gathering pictures now, and it will debut at the convention. “I want to ensure everybody knows this isn’t a story about Steve Fletcher. The historical story of the Ontario auto recycling industry is the focus, of which I played a big role in the last 20 years, orchestrating much of the business of the Associations.”
Another publication launched during Steve’s tenure and influence is the successful Canadian Auto Recyclers magazine, launched in 2007 and published by Media Matters with ARC providing much of the editorial content. The CAR Magazine has consistently placed the industry in a positive perspective, often times with readers having had limited experience with the industry.
“Steve Fletcher has been an indispensable contributor to Canadian Auto Recycler magazine and its biweekly digital newsletter,” says friend and colleague Gloria
Mann, VP Industry Relations/Advertising Sales, Media Matters Inc. “His deep industry knowledge and commitment to sustainability have helped shape the publication into a trusted source for auto recyclers across Canada. Through his well-researched articles, expert insights, and timely updates, Steve has provided readers with the critical information needed to navigate the evolving landscape of vehicle recycling.”
“Beyond his written contributions, Steve has played a key role in connecting Canadian Auto Recycler with industry stakeholders, ensuring the magazine remains at the forefront of important discussions on regulations, best practices, and technological advancements. It helps to foster a dialogue between recyclers, manufacturers, and policymakers to help drive innovation and progress for years to come,” Mann continued. “Steve’s influence extends beyond Canada, bringing global perspectives that help recyclers stay ahead of international trends and challenges.”
Automotive Recycling magazine talked with Steve about his career and how he served two associations simultaneously and very well.
Automotive Recycling: Tell us about the early days of your career.
Steve Fletcher: I was recruited into the industry in 1992 by the Canadian Auto Recyclers (CAR). It was a volunteer organization that operated a ’hoot and holler’ hotline parts locating system from the 70s. I was hired as their first executive director to help with some legislative issues they had before them. My background was in advertising and marketing, and they contracted me through my communications agency I had at the time.
CAR had 52 members in Ontario, and we quickly realized that we needed more members beyond a business network to get the government’s attention. That was the start of the Ontario Association.
We eventually merged with the Southern Ontario Auto Recyclers (SOAR) to grow the association. In their business model, they ran their parts locating network through the old Orion satellite system. I was able to bring the CAR and SOAR Boards together, and said, ‘Let’s forget how you do business. Let’s just come together.’
Everyone has a superpower and I think mine is bringing people together. I don’t care where you come from; I’m Mr. Neutral. Both CAR and SOAR eventually fell away as technology changed, but they built a foundation for OARA to grow. As we added member benefits, we built the membership to the 150 range, and we have been pretty steady since then.
In the formation of ARC, we officially began meeting in 1995. It emerged from a growing desire to have in-country representation beyond what the Automotive Recyclers Association offered its international members. The goal was to unite the different provincial groups to form a more united front; in 1997, it became an official national corporation. It has seven members, which are the provincial associations in Canada, and through their direct members represents about 350 auto recyclers.
As a member of ARC, the OARA board felt this organization was good for them, so they allowed me to lead both OARA and ARC as they became more organized. They shared my time and resources. In managing both, whatever has been good for Ontario – because they’ve generally paid the lion’s share of my salary – is probably good for the rest of Canada, and vice versa. It was easy
for me to provide the proper representation with the right authority in given situations.
AR: Explain how the International Roundtable came about and your involvement going forward.
Fletcher: I left the overall industry in 1999 for a brief time. I had gotten to the point where I had accomplished what I set out to do, and I needed a change. I joined the Ontario Petroleum Institute, a more prominent organization for oil, gas, and storage exploration in Ontario, where I expanded my knowledge about association operations. Eventually, I got recruited back into the industry, working for a network of nine recyclers called Auto Recycling Management Solutions (ARMS). They wanted to expand their salvage contracts and to develop some parts programs. A group in the UK, the National Salvage Group, was doing something very similar, so ARMS sent me to the UK to meet with them and learn from it all.
As I planned the trip to the UK, ARMS wanted me to attend the EGARA meeting (European Group of Automotive Recycling Associations) in Belgium. At the meeting, the EGARA members had a roundtable discussion, and it was interesting that we all had similar issues. George Eliades, executive director of ARA, and I from Canada were also in attendance, so they asked us to share our issues. That was an incredible experience.
We invited international associations to the next ARA Convention in Phoenix, and many came. Minoru Goko from Japan attended and offered to host the next gathering in Japan with JARA as host. We all went to Japan and were a part of the JARA meeting, and it was an overthe-top event with 300 people and their national media present. Gary Beagell, ARA President, and I were sitting
in the front row of this packed amphitheater, where they gave a presentation about the UN and how global auto recyclers could be involved. They asked us for our comments on the presentation, and I managed to spit out an answer. It was imposing, but rewarding to know you are part of a global industry with shared values.
At that point, we decided to organize this more, and we called it the International Roundtable (IRT). Brussels was IRT one, Phoenix was IRT two, and Japan was IRT three, and then it went on from there. The ARC board supported the idea because of all the information I brought back, having learned.
I naturally gravitate toward organizing people, so I assisted in planning and growing the events. We successfully grew the attendance and reach as we moved about the globe. We held the event every 18 months until 2020; with our IRT planned to be hosted by Japan. We hit the pause button due to the Pandemic. From there, we struggled to get going again as an in-person event.
I was in Liverpool when I met Hayden Davies from Auto Recycling World. Our website for IRT crashed, and we lost everything, so they agreed to rebuild and host it for us. We were planning an in-person event in 2024 with them, but many things intervened to prevent a successful in-person event. Therefore, it is essentially going virtual, and we do a webinar every two months. Interestingly, we are having different interactions with people from more countries and non-auto recycler sorts. So far, we have had about 300 people who’ve participated in the five webinars we have held.
To show its growth, China just signed on as a supporter. The Automotive Recycling Industry Development Committee (CARIDC), recently formed by the
the
China Association for Economic Development in Asia (CAEDA), has agreed to participate in the IRT. We plan to do a webinar with the Chinese to hear their recycling story as they do some fascinating things.
As I phase out of ARC, I have been asked that I continue with the IRT. It’s fun, engaging, and not difficult to organize, but it’s not an income generator. The challenge is to remain neutral, keep people engaged, and present a quality program without funding or being a formal organization.
AR: Why is the Canadian government more cooperative with the auto recyclers than in the U.S. or elsewhere?
Fletcher: Almost none of our associations in Canada have lobbyists – you generally don’t need one in that you don’t have to monitor legislation. At the federal level, they will call me to offer a heads-up or seek recommendations on a five-year plan. They seek our participation and input. We collaborate provincially and federally because if we don’t, we have the United States of America sitting right below us. It motivates us to work together. That collaborative focus is more of a Canadian mentality. “Peace, order, and good government” is a phrase in the Canada’s Constitution, which is quite a bit different than the U.S. focus on the individual.
We have the same collaborative approach to the auto recycling business. Most of the activity is at the provincial or local level. There are almost no federal regulations that we need to worry about in Canada. I haven’t been to Ottawa, our capital, in 15 years because we have little reason to go. Yes, things are happening, but again, they’ll signal long before they launch into regulatory rule-making about an issue, and they want to hear from you. And we’ve also built a network of people, and some of them are the OEMs themselves, in terms of getting a heads up on things.
So, when you have the automakers giving you a heads-up on things like plastics regulations, you’re getting right to ground zero. We put in a licensing scheme in Ontario, about nine years ago, and people couldn’t believe we did it. The OEMs wanted it and could walk into the
Premier’s office and influence decisions with their access. It happened that what we wanted to align with what the OEMs wanted. They could demonstrate that the car isn’t a problem at end-of-life because we have professional auto recyclers who manage that for the industry. But we needed some regulatory structure to properly define what is a “professional auto recycler.” It doesn’t always work that way, but I can pick up the phone and call the head of their association. It is more collaborative.
AR: Why are the OEMs favorable to the Canadian auto recycling industry?
Fletcher: It is a bit of love-hate. OEMs like us because of plastic recycling or EPR for batteries, and they want our support. You know, there’s a big one: electronics are under EPR regulations in every jurisdiction in Canada. Several provinces have aimed to designate electronics within the automobile at their end of life. So, we worked with governments hand-in-hand and in meetings with the OEMs, educating them on the dismantling industry. We get into some challenges sometimes because the OEMs like us when we manage the VIN, the hulk, the fluids, etc. They are not so excited when we manage the parts side of things. But they understand that auto recyclers must sell parts to support their business activity. If recycled parts sales or overtly restricted, it will default to OEMs being responsible, and they don’t want that. Again, my superpower is that I can talk to those people. Half of my job is to explain the industry to the world, and the other half is to explain the world to the industry.
AR: What are some proud moments from your career in the auto recycling industry?
Fletcher: I think my accomplishments are rooted in demonstrating to the rest of the world what role auto recyclers play in the economy, and establishing the industry’s environmental credentials – because that’s been a ‘big flavor of the day.’ We’ve documented the positive impact of auto recycling and parts re-use with real world num-
For
first time in the U.S., the 7th annual International Roundtable on Automotive Recycling (IRT) was held November 10-12, 2013 in Phoenix, AZ, immediately following ARA’s 70th Annual Convention and Exposition.
bers. I can talk to people about how the industry works, whether it’s media, government, public, other sectors, insurers, and repairers with whom we interact.
It’s been helpful to go to stakeholders with that story, knowing that the OARA and ARC members have high standards. One hundred percent of ARC members are audited to Canadian Auto Recyclers’ Environmental Code (CAREC) standards, which has been a godsend because it has third-party validation. We want the rest of the end-oflife vehicle supply chain, anyone who touches end-of-life vehicles, to be held to similar standards, whether it is OEM responsibility, insurers, scrappers or the auctions.
Tangible certification success stories in the ARA community involve the ability to sell parts and meet key regulations to avoid penalties. The ARA Certified Automotive Recycler (CAR) Recall Certification kept auto recyclers utilizing eBay’s platform to sell recycled airbags. Without that connection by ARA to their CAR program, eBay would have ended the ability to sell recycled airbags on that platform. Another is past ARA president Nick Daurio’s experience with unexpected on-site visits from regulators, where he took pride in his facility’s certification as their first line of defense when the EPA visited. He had all the documentation needed to satisfy their demands. Certification matters.
Requiring all our members to be certified and regularly audited has been groundbreaking. It’s the right thing to do, and you should be doing it. However, we received an incredible amount of pushback, with the ‘nobody’s going to tell me what to do if I have to’ mentality.
The proof of concept occurred when the Canadian government unveiled a national scrappage program (Retire Your Ride) offering tangible incentives to the industry. All the vehicles were only available to those in the CAREC certification program. As the scrappage program rolled out, auto recyclers lined up to get audited as quickly as possible. That program ran for two-and-a-half years, and then the OEMs kept incentive programs, giving the recyclers the carrot in it all. Many recyclers commented they wish they had been certified sooner; it helped them incredibly.
At the same time, our association benefited financially, and with the proceeds from certification, we were able to help the industry even more. For instance, OARA ran an environmental subsidy program for environmental improvements based on a member’s participation in our vehicle programs. We also created the ‘green recycled parts branding.’ Because of this new funding, we continue to maintain relatively low convention rates and membership fees.
I was just maybe the right person at the right time to understand the power of all this and get it in place. A whole series of things led to that point, and I had no real strategy behind it. These vehicle programs are still operating, and they generate 50% of our operating budget and are a source of cars for the industry.
AR: What else has been significant and different in Canada?
Fletcher: One of the victories we’re trying to capitalize on is that kind of external marketing. We work a lot more with insurance companies and shops. Intact Insurance, the largest insurance company in Canada with a 35% market share, works with OARA to run programs directly with them. Our members pick up their salvage through the PROGI system, and then they’re only bid on by OARA or ARC members.
Our committee interacts with them to discuss problems, opportunities, or impacts. It’s been going on for seven or eight years, and now it’s morphed into the parts side of things. We have a parts procurement program with Intact/PROGI as well. They come and talk at our convention. Overall, we have regular interactions at the high-level, mid-level, and operational levels and are doing some things to bring their shops into the communications.
We also work to educate our industry partners, like auction and insurance companies, that we can’t sell parts we don’t have. We explain, ‘When you sell your salvage globally or on a retail basis, those are parts that aren’t available to you for collision and mechanical repairs.’ They acknowledge this and understand they need to change their salvage disposition to have more parts. But change is hard.
AR: I see ARC is participating in discussions on plastic waste; what is this about?
Fletcher: Canada has committed to reducing plastic pollution at the very highest level. They’re focusing a lot of their efforts on packaging, which is 45% of the plastic pollution waste generated by Canada. Around 14% of all plastic pollution is transportation-related. Environment Canada had us write a road map for automotive plastics from ELVs and asked us to share where we see it going. Obviously, if recyclers don’t make any money on it, nobody will dismantle a car for the pure joy of pulling plastics. There needs to be markets for it. Canada also has a regulation that producers must record the plastics they’re putting onto the marketplace in 2025 or 2026. In 2027, OEMs will have to report how much plastic they divert to reuse and recycling, but they can’t do that without our involvement in some way. They oppose the regulation as burdensome, but they are quietly working with us to demonstrate there is already a lot of re-use (i.e., headlights). We have some proposals for projects related to plastic bumper recycling and recovery that are on hold to see if we can gain federal funding to keep the issue advancing. Plastics recycling puts us in the middle of discussions with OEMs, insurers, repairers and regulators, which is a good place to be – as long as we aren’t tasked with doing all the work.
AR: Is there anything you would like to add?
Fletcher: I will share a personal story that reflects why I enjoy working in this industry. My first ARA convention to attend was in Reno, NV, around 1993. I was very new to the industry. On my way there, I was on the first leg of the flight, and the guy who was two seats over pulled out some ARA information. I started a short conversation with him, sharing that I also am attending ARA’s event. The ‘guy’ was Ken Schram, from Schram Auto Parts in Michigan and a past president of ARA.
We landed at a connecting airport, and I was preparing to leave the plane, and he said, ‘Oh, Steve, we’re going to the bar – join us.’ Upon arrival in Reno, as we deplaned, Ken said, ‘Steve, we’ve got a van,’ so I piled into the van with his group. For the rest of the weekend, whenever he saw me, he introduced me to whomever he was talking to, as ‘Steve from Canada.’ He introduced me to everybody.
This is the industry: welcoming and supportive.
So, I came into the industry in Reno and, in a manner of speaking, ‘retired’ from my role in Reno last year. Receiving the Lifetime Achievement Award on my return to Reno was special. And I got to walk around the convention and get to hear “Here comes Canada…”
Just before Reno, OARA hired Mathieu Dagonas as the new executive director, and I introduce him to the ARA community. He was weary of “Welcome Matt – you have some pretty big shoes to fill.” Matt brings a wealth of knowledge on government affairs and organizational development, and is taking to the industry like I did so many years ago.
ARC recently announced Wally Dingman as its executive director. Wally and I have worked closely together when he was the Chairman of OARA for 14 years and ARC for 10 years while being the owner of Caughill Auto Wreckers in Niagara-on-the-Lake, a third-generation business. He is intimately aware of the daily challenges and opportunities confronting auto recyclers.
To support them in this transition, I’m under contract until the end of April and will be available as needed thereafter. For OARA, I am helping up to our big Convention in March and where there are loose ends. For ARC, Wally has asked that I continue to support the organization on the EV battery recycling and plastics issues, which I am happy to do. I will also continue my work with the IRT.
I suspect many people equate me with Canada and auto recycling; that is awesome and my personal brand of sorts. I am proud of the work I accomplished with ARC and OARA and of my collaborations with the members, many of whom are like family to me. This industry is a family worldwide. No matter where you are from, there is a bond.
Yet, I go back to what my dad taught me, and I took it to heart: He always said, ‘Pull your hand out of a bucket of water and see what kind of hole you leave.’ The world evolves and continues to do its own thing.
And so will the automotive recycling industry.
Caryn Smith is the editor of Automotive Recycling magazine, and has been covering the industry for over 20 years. She is a freelance writer for industry publications, such as Recycling Today.
Advertiser’s Index
SnapSh t
Send your photo(s) as high resolution JPG format, along with a description or identification of the people/things included to caryn@a-r-a.org.
