NOLN- April 2024

BECAUSE, MORE THAN ANYTHING, WE CARE ABOUT AND INVEST IN YOUR SUCCESS.

Being a family owned and operated manufacturer gives us the ability to make decisions on the spot. And our research and development team ensures that we are always ahead of the curve.

We believe building a solid foundation of trust, confidence, value, and stability through manufacturing top-quality products, offering customized full-service business programs, providing unmatched training and customer service, and investing in the people our business brings into our lives.

True Brand products represent a quality brand that vehicle owners have come to know and trust. We promise to work hard to earn and keep your loyalty, one bottle at a time.

Truth:

“If everyone is moving forward together, then success takes care of itself.”

-Henry Ford

EDITORIAL

CONTENT DIRECTOR Matt Hudson

EDITOR Hanna Bubser

ASSISTANT EDITOR Kacey Frederick

CONTRIBUTING WRITERS

Scott Hempy, Adam Tatum, Enid Burns, Peter Suciu

EDITORIAL ADVISORY BOARD

Lenny Saucier, DIRECTOR OF RETAIL TRAINING, FULLSPEED AUTOMOTIVE

Pete Frey, OPERATOR, TAKE 5 OIL CHANGE

Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP Bill Floyd, OPERATOR, LUCAS OIL CENTERS

SALES

PUBLISHER Greg Smith gsmith@endeavorb2b.com

ASSOCIATE SALES DIRECTOR Mattie Gorman-Greuel mgorman@endeavorb2b.com

DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones cjones@endeavorb2b.com

ACCOUNT EXECUTIVES

Diane Braden dbraden@endeavorb2b.com

Marianne Dyal mdyal@endeavorb2b.com

Chad Hjellming chjellming@endeavorb2b.com

Lisa Mend lmend@endeavorb2b.com

Martha Severson mseverson@endeavorb2b.com

Kyle Shaw kshaw@endeavorb2b.com

Sean Thornton sthornton@endeavorb2b.com

Rhonda Cousin

ART

PRODUCTION MANAGER Mariah Straub

AD

MANAGER Jen George

ENDEAVOR BUSINESS MEDIA,

FEATURE

20 FEATURE STORY

The Shop Next Door

Two different shops. One guiding force: quality quick maintenance service. BY HANNA

BUBSER

26 PROFILE

The Shop Owner Brotherhood

Shawn and Lisa Hood are the duo behind BrotherHood Oil in Blue Ridge, Georgia.

BY KACEY FREDERICK

Drawn to Service Josh Yarnall’s shop Quick Draw Oil Change in Dodge City, Kansas, understands cars and community.

6 ONLINE

On the scene at the Women in Auto Care Leadership Conference

9 NUMBERS

Taking a look at ticket averages

QUICK HITS

10 INDUSTRY INSIGHT

A North Dakota lube tech’s story

13 AROUND THE INDUSTRY

Kwik Kar announces nationwide franchising

16 SHOP LOOK

Quick Draw Oil Change of Dodge City, Kansas

33 PIT STOP

The younger generation of shop customers

35 CASE STUDY

Outlining goals

39 TECH+TOOLS

Incorporating technology COLUMNS

18 MAINTAINING THE MISSION

Thoughts from the newest NOLN columnist

BY SCOTT HEMPY

42 FROM THE SHOP

Mastering managerial tasks

BY ADAM TATUM

WOMEN IN AUTO CARE PANEL HIGHLIGHTS INDUSTRY TRENDS

The annual Women in Auto Care Leadership Conference took place this year in Salt Lake City, Utah. It was held Feb. 20 through Feb. 22, and the theme for this year’s event was Innovate & Impact. The conference brought together people and ideas from representatives all over the aftermarket. Women in Auto Care is a community of the Auto Care Association.

There were many topics presented for consideration, from tips on battling burnout to learning how to confidently celebrate professional wins and successes. While some sessions were more broadly about professional development, others applied directly to happenings within the automotive aftermarket space.

One panel titled “Unpacking Industry Trends” brought some big picture talking points to the forefront. NOLN was in attendance and outlined some of the components that made up this far-spanning conversation.

The panel was moderated by Meagan Moody of ZF Aftermarket. Areas of discussion included electronic vehicles, ADAS, connected features, and Right to Repair. The differing areas of expertise from panelists allowed trends to be looked at from the heavy-duty, supplier, and shop owner perspective.

Panel participants included HDA Truck Pride President and CEO Tina Hubbard, Ervine’s Auto Repair & Grand Rapids Hybrid and EV Owner Jamie Carlson, and Clarios Executive Director of Marketing, Strategy, and Technical Services Rebecca Conway. Scan the QR code to read more coverage from NOLN about this panel, or visit noln.net.

PODCAST

THE NOLN PODCAST

Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward.

Listen to all the episodes and subscribe at: noln.net/podcasts.

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THE GOLDEN TICKET (AVERAGE)

Tickets tell a story. They offer an inventory of services rendered, and the numbers involved in the customer transactions that go along with said services. What story do the tickets at your shop tell?

When asked about the range their ticket averages fall into, here’s where respondents to the 2023 NOLN Operator Survey landed.

Ticket Average:

27% $50 - $75

33% $75 - $100

40% $100+

Interested in seeing how other aspects of shop operations stack up across the industry?

Download your copy of the NOLN survey report at noln.net. Just type “2023 NOLN Operator Survey” in the search bar.

LETTING YOUNG TALENT SHINE

Brynn

Wimmers wants to see more young women like her enter the automotive field

BY KACEY FREDERICK

EVERYBODY LOVES AN UNDERDOG: SOMEONE WHO overcomes all doubt and obstacles to achieve success. Women have long been the underdogs of the automotive industry, and today are still having to fight for a place within it, in spite of the fact that it is a demographic brimming with innovative thinkers.

No one else is setting a better example of this than Brynn Wimmers, who at only 17-years-old, has found a job she loves after becoming trained as a lube tech at the West Divide Valvoline Instant Oil Change in Bismarck, North Dakota. Wimmers spoke with NOLN about how she discovered her path—and what sometimes can stand in the way of others discovering theirs.

The Odd One Out

Active, hands-on work has always appealed to Wimmers, making the world of automotive service a natural fit for her. However, she has faced a unique set of deterrents because of her gender.

Though Wimmers had taken auto tech classes in the past, it was not a welcoming environment, specifically

towards her. It didn’t take long before she noticed the differences in how her teacher treated her and her male classmates. She began to feel unaccepted; like she was unwanted.

For many young people, their first introduction to an automotive career is an automotive class—especially for kids like Wimmers, who as a young girl growing up, was not taught how to do many tasks her male peers learned. Her experience underscores the importance automotive instructors play in determining the path of many potential technicians.

“What I want to see is the expectation being truly held to teachers that they’re going to treat the girls in their class with the same respect that they treat the males,” said Wimmers.

Finding Her Place

Fortunately, Wimmers would once again be drawn to the automotive trade. She enrolled in a welding class, where she was surrounded by people supportive of her ambitions. Upon telling a friend in her welding class how

dissatisfied she was with her retail position, Wimmers’ friend suggested she come work with her at the West Divide Valvoline Instant Oil Change.

“She said, ‘Come work with us, it’s a great environment; It’s really fun, you learn a lot,’” recalls Wimmers.

After being brought on to the team, Wimmers mentioned starting her new job to her welding teacher, who had some advice that she had never received before.

“He said, ‘Listen, you can do whatever you want. But do it with pride, and be picky about what you do, and be picky about how you do it,’” tells Wimmers. “And that was the biggest thing is I was never really taught at a young age to take pride in my work.”

If there’s anything Wimmers should be, it’s proud. In the short time since she’s joined Valvoline, she’s gone from not knowing how to read a dipstick to being certified in top-side work and as a customer service representative. Her parents were supportive of her new job, but some family members expressed harsh disapproval.

This is not an uncommon problem for many technicians, as there exist some negative assumptions about the trades—but the judgment can be particularly aggressive to women entering the field.

Though many have underestimated her based on judgmental beliefs, the supportive figures she’s gained empowered her to rise to her true potential. While her welding teacher taught her to maintain pride and dignity, upon entering the shop she also needed to learn to let her guard down. She was respected there and as valued as any other team member.

“All of my coworkers, and managers, and people above me, and Valvoline—they have been so supportive, and so encouraging,” says Wimmers. “I often try to do everything by myself. And I think a lot of people here have been telling me, ‘We got your back, we’re your safety net. Keep pushing, you got it. You are capable.’”

Being the Change You Want to See

It hasn’t all been positive, though. After being covered by a local news station on her work as a lube tech, Wimmers was exposed to a wide audience of people online—many of whom had nothing productive to say. From what Wimmers saw, most of these negative comments were from people who did not work in the automotive industry. Some made comments saying they would never let a woman work on their vehicle, while others dismissed it as being nothing special.

Wimmers’ story isn’t being spotlighted because she’s an extraordinary case, rather to serve as another example of what a demographic making up half of the population has to offer to an industry in need of more

techs. The support she’s received is not solely a product of kindness, but a reasonable response the field is having to encourage more talent like her.

Just like any other individual, Wimmers brings her own set of unique strengths to the table. Being 5 feet, 4 inches, she may not be able to move heavy equipment, but other traits such as smaller hands that can fit in tight spaces, a close attention to detail, and a knack for diagnosing problems quickly makes those potential weak points moot.

Automotive programs undoubtedly play a huge role in inspiring kids from an early age to consider an automotive career, but these resources often are even more impactful for young women, who aren’t typically offered as many opportunities to experiment with the trade.

When Wimmers leads tours of the school district’s automotive classrooms to eighth-grade students, she sees them marvel at all the shiny equipment, fascinated with all the processes they’re seeing.

The interest is there with students, but it’s on industry leaders, instructors, and schools to step up for them. Proper funding is needed to provide kids with an introduction to automotive work that will inspire them and make them want to stay, and supportive teachers are tantamount to that.

For a long time Wimmers has had her eyes set on the trades, but the dismissal of her abilities she still remembers from automotive instructors in the past could be what drives another talented potential tech away from pursuing the career path.

Not only do teachers and workplace leaders need to hold the same expectations for female students, but need to set an example for everyone else in the class and be willing to address behaviors that can disproportionately affect young women trying to enter the field, such as sexual harassment.

“Just because we’ve come so far, doesn’t mean we need to stop. We need to keep striving for treating everyone equally, for upholding those sexual harassment policies; we need to keep looking at educating our youth, we need to make sure that people know that this industry is available to them,” says Wimmers.

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Correction: A guide in the January/February issue of NOLN incorrectly labeled Valvoline Express Care as a franchise program. The corrected version of this listing can be found at noln.net.

REGISTRATION OPENS FOR 2024 ASE INSTRUCTOR TRAINING CONFERENCE

According to a press release, this year’s ASE Instructor Training Conference is set to take place July 15-18 in Minneapolis, Minnesota.

Presented by the ASE Education Foundation, the event will host hundreds of auto, truck, and collision instructors from colleges and high schools nationwide at the Hyatt Regency Hotel.

Attendees will have over 20 hours of instruction in store, with separate tracks provided for auto, medium/ heavy truck, and collision repair instructors.

Registration for the conference is now open to instructors. The cost of attendance for instructors in ASE-accredited programs is $700 per person; for those in non-accredited programs, it will be $800. More information on the upcoming event may be found online.

TAKE 5 CAR WASH APPOINTS NEW PRESIDENT

Take 5 Car Wash has named Tim Austin as its newest president, according to a press release.

Austin will be departing from his role at retail hearing healthcare company Lucid Hearing, where he served as president and COO and helped the company expand to more than 500 worldwide locations. First beginning his career with Walmart, Austin advanced through many different field operations roles and executive positions, such as regional vice president for the Southwest, Plains, and California regions.

He went on to work in several executive-level roles at Sears Holdings, leading store operations for more than 900 locations as SVP of retail services before joining Lucid Hearing.

Upon taking the role of president at Take 5 Car Wash, Austin will be relieving Danny Rivera, Driven Brands’ EVP and chief operating officer, who was serving in the position on an interim basis.

“Tim is a proven multi-unit leader with more than three decades of success at some of the world’s most respected retailers,” said Rivera. “His track record of delivering results by focusing on people, execution, and growth will help position Take 5 Car Wash for future success.”

LUCAS OIL NAMES NEW CEO AND PRESIDENT

Lucas Oil has announced the promotion of Morgan Lucas to chief executive officer and Katie Lucas to president, according to a press release.

Since May 2020, Morgan has held the role of president, after having been senior vice president of sales. He is credited with being instrumental in several new product launches as president, as well as streamlining operational processes in the company. In 2023, he was named one of Indiana Business Journal’s Forty under 40, and in 2022 was selected as a finalist in the media, entertainment, and sports category of Indy’s Best and Brightest.

Katie will be leaving her role as chief administrative officer, which she took on in 2022 after serving as the company’s vice president of strategy and philanthropy. She is described as having a hands-on leadership style that helped cement policies, procedures, campaigns, and growth within the company. She was named Indy’s Best and Brightest by Junior Achievement of Central Indiana in 2023 and was on the Indianapolis Top Forty Under 40 List of Outstanding Young Professionals in 2022.

In his new role as CEO, Morgan will oversee company strategy and vision while also guiding financial and operational sectors. As president, Katie will manage daily operations and ensure that all departments are working together to accomplish goals. Following her promotion, Katie will continue to lead the company’s philanthropic and community engagement efforts.

PEP BOYS ANNOUNCES NEW CEO AND COO

Pep Boys has appointed David Willetts as its newest CEO, according to a report from Chain Storage Age.

Willetts will be succeeding Scott Collette, who has held the role of CEO since February 2023. Prior to that position, Collette held a 32-year career at Menards, where he served as COO from 2007 to 2022.

Following his departure from the role of CEO, Collette will become COO of Pep Boys, where he will focus on continuing Greenfield initiatives, acquisitions, and evaluating new service offerings.

Icahn Enterprises L.P., the investment arm of billionaire investor Carl C. Icahn, acquired the Pep Boys brand in 2016 in a deal valued at $1.03 billion. Following Willetts’ appointment as CEO, Icahn credited him with

improving the operational performance of the company’s portfolio companies.

“We believe David’s skill set is particularly suited to work on a day-to-day basis to drive the significant value creation potential in Pep Boys,” said Icahn.

TENNESSEE BUSINESS OWNER BECOMES COSTA OIL FRANCHISEE

A business owner in Hixson, Tennessee, decided to become a Costa Oil 10 Minute Oil Change franchisee, reports the Chattanooga Times Free Press.

Though Asfand Sheikh opened an ice cream and milkshake shop last year, he’s already jumped into another business endeavor: a Costa Oil location that opened in February, with Sheikh focusing on offering customers quality service without the up-selling and add-ons he often hears customers complain of.

The 4,160-square-foot building being leased for the new store was originally built in 1986 and has since housed a car wash and oil change shop as well as a used car lot.

Since first launching in 2013, Costa Oil has grown to 46 locations across the United States. Though Sheikh will be focusing on the new Hixson location for the foreseeable future, he plans to open more locations in the Chattanooga region and believes the area he’s in offers a large opportunity for business.

“I think Hixson offers a real potential for small businesses,” said Sheikh. “Hixson Pike has a lot of traffic and potential customers.”

KWIK KAR OIL CHANGE & AUTO CARE UNVEILS NATIONWIDE FRANCHISE OPPORTUNITY

In a press release, Kwik Kar Oil Change & Auto Care announced that it is offering franchise opportunities nationwide as it looks to expand beyond Texas.

Founded as Kwik Industries by Ray Ellis in 1964, the company initially specialized in car washes before entering the fast oil change market in 1984. The Kwik Kar brand was then acquired by FullSpeed Automotive in

2022, joining other FullSpeed brands including Grease Monkey and SpeeDee Oil Change & Auto Service.

Currently, the brand operates 240 locations in Texas and has recently experienced record sales growth. Now, Kwik Kar is looking to take on franchisees from across the country, with plans to open 50 franchised locations nationwide over the next five years.

FullSpeed Automotive President Ron Stilwell said that many have expressed interest in opening their own Kwik Kar locations, leading to the company developing a nationwide franchise model. Kwik Kar Oil Change & Auto Care is now encouraging qualified and engaged individuals interested in single, multi-unit, and conversion opportunities to reach out about franchising opportunities.

“We’ve had a lot of interest from eager entrepreneurs, which presented a perfect opportunity to enter the franchise landscape with a full automotive service model that also does oil changes,” explained Stilwell. “We’ve been working hard to make sure Kwik Kar is in an ideal position to grow outside of the Dallas, Texas area, and we are ready to start expanding nationwide.”

TRANSMISSION PROBLEMS IN AROUND 280K TOYOTA VEHICLES CAUSING MOVEMENT WHILE IN NEUTRAL

Drivers of certain Toyota pickups and SUVs may experience trouble putting their vehicles into neutral, according to the Associated Press.

Toyota has issued a recall for certain Toyota Tundra pickups and Lexus LX 600 SUVs from the 2022 and 2023 model years, as well as 2023 and 2024 Toyota Sequoia SUVs. It’s estimated that about 280,000 vehicles are affected by the recall.

The recall surrounds a problem with the automatic transmission, with certain components not initially disengaging when the car is shifted into neutral. This can cause engine power to be shifted to the wheels, resulting in movement on flat surfaces while in neutral.

Dealers will be instructed to implement a transmission software update to remedy the problem. The automaker said that owners will be notified by late April.

QUICK DRAW OIL CHANGE

LOCATION:

DODGE CITY, KANSAS

OPERATOR:

JOSH YARNALL

STAFF SIZE: 6.5 (AVERAGED)

SHOP SIZE:

4 BAYS (3 QUICK LUBE BAYS AND A MECHANICAL BAY)

BY HANNA BUBSER

PHOTOS BY CALLIE SAIN PHOTOGRAPHY

CLEAN SLATE

In April 2012, Josh Yarnall bought a building that had previously housed a dying automotive business. Located on a busy street in Dodge City, Kansas, Yarnall saw the potential.

After sprucing up the place, he opened Quick Draw Oil Change. Yarnall says due to some negative stigma associated with the previous business, he and his team had to work to gain the community’s trust.

“So, it truly … came down to grassroots door-to-door when it came to businesses, and people—word-ofmouth,” Yarnall says. “And it took us about eight years to turn that corner and become a booming profitable shop.”

As for the shop’s appearance, elements of the “Wild West” have been incorporated into the design, along with a racing-inspired paint scheme of black and gray with a white stripe and red awning. The lobby was completely redone.

“It’s cool-looking,” Yarnall says. “A lot of handmade materials like wall coverings, handrails, (and) things like that. It fits ... the Wild West theme, but it’s also kind of trendy. Realistically, CEO mom can bring her car in to get her oil changed, set her kid on the

floor, and not worry about them getting covered with oil, soot, (and) dust.”

ABOVE AND BEYOND

The shop’s cleanliness is something that many customers notice, but the recognition doesn’t end there. Yarnall says he’s had vendors comment on it as well. Keeping things orderly makes the team and the service better.

“For us, time is very valuable to people,” Yarnall says. “So, just having

everything set out very efficiently and organized makes us faster and we have less mistakes.”

Everything has its place at the shop—including a lighting fixture in the lobby that was custom made in part by Yarnall. But this line of thinking extends to the service area as well.

“Every tool has a home, and we go to great lengths to make sure that every tool makes it back home after every single job,” Yarnall says.

Yarnall says people love Quick Draw Oil Change as a brand, which includes the physical components of the shop, such as the distinctive

Quick Draw logo he designed. But the visuals are just one part of the equation. Interactions with customers and the ability to have a greater impact is important to Quick Draw as well.

Yarnall describes the shop as a veteran-owned business guided by Christian values that consistently puts taking care of people first and foremost. Yarnall and his team invest time in building connections because their community is a priority.

“We have a heart for the people in our community, and we take the time to get to know them,” Yarnall says.

The Importance of a Mission Statement (Lessons from Larry Dahl)

In his debut column, Scott Hempy discusses purpose in service

MOST MISSION STATEMENTS LIVE ONLY ON the wall of an office. At most businesses, the mission statement has not been incorporated into daily actions and found its way into the hearts and minds of the team.

Scott Hempy leads the team at Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash. Oilstop and Happy’s are rapidly growing their footprint of oil change and express car wash locations across the West Coast, combining convenience with an outstanding emphasis on guest experience.

Prior to Oilstop & Happy’s, Scott was the founder and CEO at Filld, a SaaSbased software solution for last-mile oil and gas delivery companies. He was recognized as a member of the Forbes 30 Under 30 class of 2016 for starting Filld.

This reality is sobering given the positive impact of a thriving and intentional mission statement. When done right, your mission statement can be a north star for your team, directing and aligning the team around why everyone shows up to work.

One of the most amazing benefits of joining a team and company that has been in business for 35 years is the rich legacy and culture that has been developed and cultivated over time. Oilstop’s founder Larry Dahl built a company that I admire in countless ways. The most significant legacy that Larry le our company was a mission statement that guides our actions and a team that believes in and serves out our mission statement on a daily basis.

“We will serve people with excellence, humbly, with a servant’s heart” is our mission statement at Oilstop. This statement gives our team guidance for how to approach every guest whose oil we change (with excellence, humbly, and with a servant’s heart), and aligns us all towards why we show up to work each day—to serve people! It’s simple, clear and easy to remember.

At Oilstop, we’ve discovered a few simple ways to put a mission statement into practice to share.

Whether you have a mission statement today or not, spend time with your team and leaders to discuss why you all show up to work each day. The reason why your team comes to work each day must align with the mission statement of the company. Creating or reinforcing this common mission from those discussions ensures the team feels bought in to and aligned to your mission statement.

The task of writing your mission statement is the easy part. Living by it and incorporating it into your daily actions is much harder.

Find daily moments to remind team members of your mission and bring up your mission in store meetings, team calls, vendor calls, and anytime you can. This reinforces your mission statement and makes it a part of your team’s daily decision making.

If you aren’t talking about your mission statement, you won’t get the benefits of being a mission driven company. As your mission statement becomes a part of daily decisions of the team, delegation becomes easier and trust and empowerment is built.

At Oilstop, we require all prospective new hires to memorize our mission statement and won’t hire a candidate if they fail to do so. It’s short and not hard to memorize, but this shows our newest team members how seriously we take our mission statement at Oilstop. This also ensures no team member is surprised by our common company mission once they join the team.

Another way to put a mission statement into practice is to reward behavior that reflects the mission statement.

At Oilstop, we celebrate team members that live out our mission every month. Each store selects one team member to be their “Most Excellent Servant” and we pay them a $50 cash award. We also celebrate alignment to our mission statement during our annual company awards. For our team members who best demonstrated our mission statement each year, we award all-expense-paid trips to Hawaii.

Celebrating and rewarding the team members at your company living out your mission statement reinforces the priority of your mission statement. A mission statement also gives clarity to what you are building towards. At Oilstop, we are excited about expanding our mission statement by expanding our footprint of stores.

As we grow and add new stores to our company, we have the opportunity to serve more guests and team members with our mission statement.

SCOTT @OILSTOPINC.COM

SCOTT HEMPY

PHOTO: COURTESY SCOTT HEMPY

The Shop Next Door

Shop

location involves more than just the physical land

By Hanna Bubser

Where are you right now as you read this story?

Are you si ing at home relaxing in your favorite chair? Maybe you’re on a break at your shop. In either scenario, the importance of geographical location plays a role.

You chose your living space for a reason, and where it’s found on a map probably played into that consideration. The same can be said of your shop. These are your investments. They’re the places where you spend the most time, and the places you want to get the most out of that you can. Presumably, they’re also places that you care deeply about.

Quick maintenance shops are an interesting case study in terms of location, because business can thrive in both a small town and a big

city. There are compelling reasons to run a shop in either situation, so NOLN spoke with a shop manager in the capital city of Oregon and a shop owner in a Texas town to learn how operations at their respective shops differ by the where they’re located and the greater impact the shops have on the people in their communities.

FIRST LUBE PLUS

Location: Salem, Oregon

City population: 175,535 (U.S. Census Bureau, 2020)

First Lube Plus is owned by Salem First Baptist Church, which is located right across the street from the shop in the city of Salem, Oregon. The shop’s General Manager

Glenn Ables describes First Lube Plus as a second-chance employer giving individuals who, for example, are recently out of prison or rehab a workplace to thrive and develop career skills.

“It’s just our way to give back to the community ... give them a dedicated workplace,” Ables says. “We’re just trying to help them be better for themselves, society, and just get back into the workforce.”

Ables says in the year-and-a-half he’s been with the shop; he’s had about six to eight employees go through this development. Currently, there are four people in total working at the shop, including Ables. He aims to have about two people in addition to himself in the shop on a typical workday.

The Big Picture Pictured is a mural at First Lube Plus in Salem, Oregon.

“(There are) definitely days we get swamped when there’s only two of us here,” Ables says. “But it’s just a matter of buckling down and keep moving.”

But when there is a need on the team, Ables can fill it.

“Every time I’ve needed an employee, one has shown up on my doorstep looking for work,” Ables says. “I’ve never had to go look for a worker, so that’s been really cool.”

The opportunities at First Lube Plus have a real-life positive impact on the Salem community—for both the employees and the customers alike. For example, Ables comes from a full-service automotive background with an initial start in the industry as a tire technician.

When he became general manager at First Lube Plus, he introduced some additional services to give customers more options and allow the technicians to learn more about the trade.

“Before I took over, we did oil changes (and) transmission flushes. We had a coolant flush machine that

had

the

never got touched,” Ables says. “I’ve been able to come in and all my guys now know how to do brakes. We do some simple tune-ups. If it’s something we can do or we want to learn how to do, we’ll typically do it on one of our personal vehicles—that way we can offer it to customers in the future.”

With a 4.8-star average rating on Google, it’s safe to say that customers are satisfied with these offerings. Ables says it’s one of the top-rated shops in the area.

While First Lube Plus is owned by the church, it is also open to the public. Because of this, Ables says the shop sees a mix of customers flow from the church and the Salem community at-large. Shop marketing includes word-of-mouth and community involvement.

know we love our location and just trying to be a continuous help of those around us.”

Circling back to the mission behind the shop, a big takeaway that Ables sees (and he hopes others may see as well considering current industry labor shortages) is the way in which being a second chance employer ultimately benefits everyone involved.

“One of the coolest things I’ve found with being a second chance employer is, it’s well worth it. These guys ... they come to work every day,” Ables says. “They’ll come to work on their days off. They do everything in their power because they just need that second chance. So, I try to tell people constantly, if you can ... give these guys a chance.”

The shop is in the heart of downtown Salem, and according to Ables, many businesses are no longer attracted to that area of the city. But the shop team is dedicated to downtown and all the people who live and spend time there, and that includes extending compassion to everyone.

to everyone.

“A lot of businesses are pulling out of downtown Salem. Where they’re pulling out, we’re trying to go that much harder into it,” Ables says.

out of downtown Salem. Where to go that much harder into it,”

with care for their community. This

The church and the shop are fueled by helping others with care for their community. This includes a love for the downtown area and the people of Salem, and perseverance in the face of any challenges.

and the people of Salem, and perseverance in the face of any challenges.

“We want to stay downtown, we want to be in the heart of it,” Ables says. “And sometimes it’s hard. We

“We want to stay downtown, we want to be in the heart of it,” Ables says. “And sometimes it’s hard. We got broken into about a month ago and ... all of my tools were stolen upstairs. So, that definitely makes it harder some days to run a business with everything going on. But we don’t have any plans on moving. I

and ... all of my tools were stolen upstairs. So, that definitely makes it harder some days to run a business don’t have any plans on moving. I

In

Right Direction

First Lube Plus helps build careers and community alike in Salem, Oregon.

COURTESY OF GLENN ABLES

VALVOLINE EXPRESS CARE ENNIS

Location: Ennis, Texas

City population: 20,159 (U.S. Census Bureau, 2020)

Ennis, Texas, is more than just a town to Brenda Rider; it’s her home base. She’s lived there her whole life. She raised her family there as well— and to top it all off she’s the owner and operator of the local Valvoline Express Care Center.

“I truly believe (that) without being an active hands-on owner, physically being here on a day-to-day basis and managing this store, it would not be as successful as it has been,” Rider says. “This means the interactions with my customers ... and my staff

have given them (a) personal connection, (and that’s) why they tend to visit our store over and over.”

Rider describes Ennis as having a small-town atmosphere. But at the same time, it’s a community that is growing. This blend has benefited her shop.

“Being in a small community, the growth in Ennis over the last five years has definitely contributed to my business,” Rider says. “I do believe being a Valvoline Express Care operator has also helped in the growth as well. “

Her shop has three bays and a menu focused on preventative maintenance options. Staying focused on these kinds of service offerings has worked well for the needs of Rider’s

customer base and has been bringing in business for years.

“My location offers a wide variety of automotive services at this time,” Rider says. “A few of those are oil changes, fuel filters, differential services, air filters, wipers, state inspections, and preventative maintenance. This business model has been very successful at my location without doing any automotive repair for 37 years.”

Rider and her full-time staff of six (with five employees on staff each day the shop is open) keep the operation running Monday through Saturday.

Rider explains this staffing structure stays the same all year long because it works—and it accounts for

Keep it Consistent

Brenda Rider's shop in Ennis, Texas, sees steady business.

on Relationships

when a staff member has the day off. She says the team is proud to provide quality service with every interaction.

“The crew prides themselves on taking care of the customer and satisfying that customer so they will come back,” Rider says.

Rider sees customers new and old come through her shop. Throughout the calendar year, she says business stays relatively consistent with steady car counts. She notes that other more highly populated areas may have more shops available, but she finds great value in the connections she’s able to make by being a reliable local service option for Ennis community members.

“The difference in a small community compared to Dallas, you may have 10 lube centers in a two-mile radius,” Rider says. “I’m local and it is small, therefore you get to know the customers on a personal level.

I feel this makes the customer feel comfortable and at ease when visiting my location.”

As for advertising to customers, this is accomplished on a local level by sponsoring festivals including events put on by the community’s Chamber of Commerce and being a preferred vendor for the school district employees. Rider says the shop also runs marketing campaigns that are offered through Valvoline, such as reminder coupons.

“I am always searching for the opportunity to grow my business,” Rider says. “This means exploring different marketing strategies.”

In addition to those who come in for regular routine service, the shop also has fleet customers, with accounts ranging from car leasing companies to official vehicles for the city of Ennis and beyond. This is a way Rider’s shop directly serves and

impacts the community.

“We also have a lot of fleet customers who visit the shop,” Rider says. “They consist of many of the small businesses (in Ennis) ... they continue to support me with their work vehicles as well as their own personal vehicles.”

Rider has a clear dedication to both the quick maintenance industry and the town of Ennis—and the importance of an active and present shop owner is something she prioritizes. It’s crucial to her that her employees and customers know she cares. For a small-town shop, Rider says it’s the personal relationships that lead to success—and that’s what keeps the customers coming back.

"We give the customer the personal touch when they visit our shop, and I think that’s truly important to a lot of people,” Rider says. “They are treated with respect and honesty.”

Built

Genuine connections with customers keep Brenda Rider's Texas shop strong.

SHOP BROTHERHOOD THE

OWNER BROTHERHOOD

A Shop of Their Own

Shawn and Lisa Hood opened BrotherHood Oil in 2013 in Blue Ridge, Georgia.

Shawn Hood made his dream of becoming a business owner a reality when he opened BrotherHood Oil

By Kacey Frederick

PHOTO: RIVER UNDERWOOD PHOTOGRAPHY

Shop Talk Communication is fostered amongst the team at BrotherHood Oil.

Starting a business has always been a part of what many envision to be the American dream. After a while of working in the automotive industry, you may start to have your own ideas about what shops could do better. What if you took that leap and started your own shop? What if you could have the opportunity to lead a talented team?

This is what motivated the creation of BrotherHood Oil, a quick lube and tire center in Blue Ridge, Georgia. Opened by Shawn and Lisa Hood in 2013, the pair had a vision that

they worked hard to make a reality. Shawn Hood shares with NOLN how he made that leap to being the owner of his own independent shop and how it culminated into a business that has only grown more successful with each year.

PAVING HIS OWN PATH

Before he owned the current BrotherHood Oil facility, Hood worked for the automotive business that originally occupied the property. The owners approached him while he was a manager at The Home Depot,

asking him if he’d like to manage their store. Hood accepted, always having a knack for automotive work.

Three-and-a-half years later, Hood left the shop to work at an apple orchard with his cousin as the brand kicked off its own hard cider product. In 2013, the auto shop he formerly worked for went out of business, and when Hood heard that the building was up for sale, he had the idea to do something he’s always wanted to: be his own boss.

“I guess like everybody else, you kind of get where you want to work

PHOTO: RIVER UNDERWOOD PHOTOGRAPHY

for yourself,” recalls Hood. “You want to do your things your way and try to make everything work without having to answer to somebody else.”

Though Hood had experience leading teams as a manager, the way he ran things had to align with the business owner’s direction. The owners of the previous shop in his building were not usually present at the business, instead running it from a distance.

Now, as his own owner, Hood stays highly involved in the day-to-day activities of his shop to know what

Task List

Shawn

is going well and what could be improved.

ONE WITH THE SHOP

Being involved with his team is something that has always been important to Hood. He still remembers how the assistant manager at one of his first jobs not only interacted often with the team, but the staff had direct contact with him and could get a better idea of how he wanted things done.

“He was kind of right there with you, worked with you. He would almost

become a friend to you,” remembers Hood. “Even though he was your boss, you knew that he was somebody that would be there to go to.”

Hood communicates openly and regularly with his employees, and it isn’t uncommon to see him jumping between a variety of tasks alongside them—whether it be in the pit doing oil changes, working on brakes, doing tire rotations, or bringing customers their cars.

This is a huge reason why Hood hasn’t considered expanding to other locations. He doesn’t want

Hood is an involved shop owner, often helping out across the shop floor and beyond.

PHOTO: RIVER UNDERWOOD PHOTOGRAPHY

to become the detached, absentee owner that he’s seen before. He enjoys being able to devote all his time and energy to one place where he’s always present.

Though he’s incredibly hands-on, his wife, Lisa, supports much of the behind-the-scenes operations. Though she has held a position with the local power and utility company for over three decades, she divides her time between there and BrotherHood Oil. She comes into the shop after working all day to take care of paperwork and payroll, having taught herself QuickBooks in the process.

When the Hoods first opened their shop, the previous auto business that was there had already been closed for a year. Many stopped giving notice to the property and business was slow at the start. Still being a new business, there weren’t funds to go all out with advertising materials, but with Lisa’s help, the business was able to get its name out by creating a website, having a social media presence, and investing in billboards around the area.

AN AUTOMOTIVE BROTHERHOOD

Hood has always been intertwined with his business, but if there’s anything he’s learned since becoming a shop owner, it’s that no one can do it all by themselves. Though he had managed teams before, running his own business was something entirely new to Hood, making the insight he gained from others around him all the more valuable.

The biggest struggle Hood sees with others starting their own businesses is fear. It’s scary to start something on your own, and it’s normal to fear the unknown, but the best thing you can do is to become as familiar as you can with the industry—do your research, take on some positions at nearby shops—and then take the leap.

For anyone looking to start their own shop like Hood did, not being afraid to reach out to others for guidance is key to growing it into something great. In a world of big box stores and dealership chains, independent shops are inclined to help others like them.

Human Element

People, and building trust with those people, are at the center of BrotherHood Oil.

“If anybody was to come up to me, or I think they went to one of these other places and talked to them, I think they would give them advice as much as they could to help get them going,” says Hood.

IN THE BUSINESS OF HELPING PEOPLE

Being able to help and connect with other people is a huge part of what Hood loves about his job, and it’s something his customers notice too.

Many people from out of state deliberately plan to come by his shop when they’re on vacation, and those who live nearby often stop by just to chat.

That care Hood has for others in his community is precisely what makes BrotherHood Oil successful: people know they can go there to receive comprehensive and quality service from people they trust.

“You want everybody to feel that they can come here and get everything done without feeling like they’re just another number rolling through,” tells Hood.

RIVER UNDERWOOD PHOTOGRAPHY

Your Partner Beyond Products ™

Add Value to Your Oil Change Service

BY DALE SMITH, BG TRAINING PROGRAM MANAGER AND BGU INSTRUCTOR

Successful quick lube shops are always on the lookout for ways to differentiate themselves and build customer loyalty. While oil changes are a staple service, savvy businesses recognize the importance of enhancing this routine task to provide added value and ensure customer satisfaction.

Here’s six value-added practices that can benefit your quick lube shop:

1. Free Multi-Point Inspections

Providing a complimentary multi-point inspection alongside the oil change offers customers peace of mind regarding their vehicle’s overall condition. These inspections typically cover components such as fluid levels, windshield wipers, engine air and cabin air filters, battery health, and tire inflation and wear. Identifying potential issues early not only prevents costly repairs down the line but also builds trust with customers who appreciate proactive maintenance recommendations. Additionally, providing transparency and expertise in discovering minor issues can lead to upselling opportunities for additional services.

2. Retention Programs

Implementing retention programs rewards loyal customers and encourages repeat business. Loyalty programs can include incentives such as discounted oil changes after a certain number of visits, exclusive member benefits, or referral rewards. Vendor-related programs can offer even more value to vehicle owners, including protection plans or roadside assistance with qualifying services.

enhance safety by maintaining proper traction. By including this service, you not only save customers time by addressing multiple needs in one visit but also establish your shop as a one-stop solution for their vehicle maintenance needs.

4. Educational Initiatives

Take the opportunity during the oil change service to educate customers about the importance of regular maintenance and how it contributes to prolonging the life of their vehicle. Simple explanations about the benefits of tire rotations, the significance of fluid checks, or the impact of clean filters can empower customers to make informed decisions about their vehicle’s upkeep. Providing informational pamphlets or digital resources further reinforces your shop’s commitment to customer education and empowerment.

“Adding value to oil services enhances the customer experience and strengthens your shop’s competitive edge.”

—Dale Smith, BG Training Program Manager and BGU Instructor

Offers such as these incentivize customers to return and cultivate a sense of belonging and appreciation. Personalized communication through email or SMS reminders about upcoming maintenance based on their vehicle’s history fosters a relationship beyond the transactional aspect, reinforcing customer loyalty and retention.

3. Tire Rotations

One of the most overlooked aspects of vehicle maintenance is tire care. For quick lube shops with lifts, offering tire rotations as part of your oil change service demonstrates a commitment to comprehensive vehicle wellness. Regular rotations promote even tire wear, prolong tire life, and

5. Promote Your Expertise

Whether using traditional advertising or digital promotion on a shop website or social media channels, consider ways to let your potential customers know about your commitment to professionalism. Feature any education, training, or certifications your staff have earned. Highlight your investment in tools, equipment, products, and facilities that put your shop above the competition.

6. Customer Feedback Mechanisms

Actively seeking feedback from customers demonstrates a commitment to continuous improvement. Implementing feedback mechanisms such as surveys or comment cards allows customers to share their experiences and suggestions. Use this feedback to identify areas for improvement and tailor your services to better meet customer expectations. Engaging with customer feedback both strengthens customer relationships and provides valuable insights for refining service offerings.

Adding value to your oil change service through the above suggested methods enhances the customer experience and strengthens your shop’s competitive edge in the industry. By prioritizing customer satisfaction and fostering long-term relationships, quick lube shops can establish themselves as trusted partners in vehicle care, driving loyalty and business growth.

THE POWER OF TRIM IT IS THE LITTLE THINGS!

BY AMBER KOSSAK

I’ve been thinking about the impact we have on the little things and how powerful they can be. Little things like a smile, treating people with respect, having understanding, kindness, listening and other facets of good service are not little at all when you add them up. The more you think about it, the more you realize that there are no little things. They all add up to the one big thing: your ongoing success in life, as a person, and in business.

By way of contrast, little things can be your undoing. The smallest bone in your body, located in the middle ear, is shaped like a tiny stirrup and works like a miniature tuning fork. It’s called the stapes. If this little bone gets damaged, you can lose your hearing.

An oil drain plug could be considered a little thing, but if you forget to tighten it, if you do not pay attention to the little things that add up, you may be paying for a new car for some unhappy customer.

Little Things and Your Business

Creating a comfortable and positive experience for customers is crucial for building loyalty and encouraging repeat business. Much of this is accomplished by seemingly simple things that add up to make a big difference.

Here are just a few of the many simple things that retail and service businesses can do to make customers more comfortable and keep them coming back:

• Friendly Greetings

• Clean and Inviting Atmosphere

• Comfortable Seating

• Free Wi-Fi

• Clear Signage

• Efficient Checkout Processes

• Personalized Service

• Loyalty Programs

• Flexible Return Policies

• Periodic Sales and Discounts

• Feedback Collection

• Easy-to-Find Contact Information

• Prompt Response to Inquiries

• Appropriate Music Volume

• Surprise Offers

• A Post-Purchase “Thank You” & “We appreciate you”

By consistently implementing these simple measures, your business will enhance the overall customer experience, build positive relationships, and increase the likelihood of repeat business.

Little Things and Leadership

The notion of little things also applies to leadership. Stephen Covey had a lot to say about that. Here’s a snippet from his teaching on this topic.

Covey used trim tabs as a metaphor to highlight the idea that seemingly small actions can have a significant and disproportionate impact on larger systems. On a boat, the trim tab is a small, movable surface attached to the rudder that makes it easier for the boat operator to maintain control and adjust the bow angle. It also improves fuel efficiency and stability. Just as a small trim tab on a rudder can steer a massive ship, our individual actions and decisions, though seemingly insignificant, can accumulate and create substantial change.

Covey emphasizes that the power of trim tabs lies in their ability to leverage the momentum of larger systems. By aligning our actions with the direction of the system, we can amplify our impact in an organization or a community and create positive change.

These key takeaways are come from Stephen Covey’s trim tab metaphor:

1. Start Small: Don’t be overwhelmed by the magnitude of the change you want to create. Begin with small, consistent actions that align with your desired outcome.

2. Focus on Your Circle of Influence: Concentrate your efforts on areas within your control, rather than dwelling on things you cannot change.

3. Persistence is Key: Continuous, incremental actions over time will accumulate and lead to significant results.

4. Leverage Systems: Identify and align yourself with systems that support your goals.

5. Lead by Example: Inspire others by demonstrating the power of small, consistent actions.

Remember, even the smallest trim tabs can steer the course of larger systems. Embrace the power of your individual actions and you will contribute positively to the world you control around you.

SERVING YOUNGER GENERATIONS AS CUSTOMERS

You don’t need to treat younger customers with extra attention, but you do need to assess how much of an explanation of services is required

BY ENID BURNS

WHEN A YOUNG CUSTOMER walks in the door to get service—be it a teenager or twentysomething—it’s not necessary to automatically assume the driver has no knowledge of the service needed. A service writer should quickly assess when more explanation is needed.

Young Drivers

Each customer who comes in the shop should get the same greeting, with no preconceived notions of age, driving experience, gender, or other attributes.

“We treat (young drivers) like any other customer during the greeting,” explains Brian Hahs, operations manager at Charlie’s Fast Lube in Jackson, Missouri.

A service writer’s response can quickly change once the conversation begins. If a driver seems inexperienced at getting an oil change, or unaware of how to handle service issues, it might be time for some hand-holding.

“We spend more time during the qualification process to make sure they understand what they are purchasing,” Hahs tells NOLN.

If there is still a disconnect, some younger drivers may be advised to bring in reinforcements.

“We ask if we should have any conversation with their parents if they seem really young,” Hahs says.

Address Customer Needs, Young and Old

There may be times when even

experienced drivers need a more detailed explanation of service when it’s an issue they are unfamiliar with. Advisors should be prepared to break down service details from listing the service to summarizing what needs to be done, and be prepared to give a brief lesson on the service that is required.

Every customer should go home with information about what work was done, and whenever possible what work will be needed down the road.

“I feel like we do a good job of explaining our recommendations no matter what the age,” says Hahs. “We make sure and send them home with a sheet that shows all recommendations, an explanation of each service with recommended mileage and price of service.”

When there are knowledge gaps, a service writer should be prepared to offer information to be helpful, but not patronizing.

“Most younger people are not familiar with the different types of oils and weights. They do not know what’s best for their car,” Hahs points out. “I believe they would like to have more information but are embarrassed to ask or don’t know what to ask. We have to be retroactive and give those explanations right on the spot.”

Every shop will have a strategy for how to field situations, such as dealing with what type of oil is preferred. Initiative is recommended.

“We never ask our customers what type of oil they want. Most don’t know. We show them the cap off their vehicle

and recommend accordingly,” Hahs says. “I believe they feel better when we take control of the sale.”

The most important strategy is to build customer confidence in the shop by being straightforward with explanations and offering more information when it’s needed.

“Our younger customers are uneducated when it comes to vehicle maintenance. We are the professionals. That’s why they come to us,” Hahs says. “We need to plant the seed when it comes to taking care of their car. If we don’t, who will?”

Build Loyalty While They’re Young

Build your customer base by establishing loyalty programs, educating customers on required services, and reaching out to customers on platforms and with methods they use.

“We offer our text and email program,” explains Hahs. “Not only does it give them a reminder, but it gives them some coupons as well. We also send a reminder about the declined services with a special attached. We send a text thanking them for coming and ask them if they’d take time to give us a review. They are usually pretty good about doing that.”

Email and text are good channels to reach customers, but a presence on social platforms could make the shop more relatable. It’s another method for reaching your customer and providing information to educate them so they come in armed with the knowledge they need for their required service.

Younger Customers are a Growth Opportunity

Did you know that Gen Z, generally defined as people born between 1997 and 2012, now make up 20% of the US population? Or that a majority of them acquired their first car before they turned 21, and more than half of those bought a used car (according to a OnePoll survey)?

BY BILL BEYERLE CHEVRON, MANAGER AUTOMOTIVE INSTALLED SALES

Young people now entering the workforce and car ownership are too big of a segment to take for granted. Many are bringing their cars in for oil service for the first time, with little idea of what to expect. If they have a good experience and believe they have found a shop they can trust, they could well become customers for life. If not, they just might turn around and post a negative review on Google or a snarky comment on Instagram.

Making a good impression on customers with long-term potential is just good business. It starts with showing genuine interest in them and their cars. Do they like the car they’re driving? What do they use it for –work, errands, weekend getaways? Do they plan to take any road trips? Engaging them with questions like these will show that you care about their needs and help start to build trust. It will also help you recommend suitable products based on their driving habits. When you enter them into your database, add notes on information they have shared for future reference. This can add a personal touch on their next visit.

You are also likely to see more female customers in this diverse age group. Take time to listen to their questions and give them honest answers. Above all, treat them with respect. Don’t underestimate their knowledge or experience with cars, and avoid condescension – their radar will pick it up quickly.

“We are seeing a lot more younger drivers coming in for service,” says Kerry Millon, co-owner of Saratoga Springs Havoline xpress lube® in Saratoga Springs, Utah. “We view them as a big opportunity and treat

“We view them as a big opportunity and treat them accordingly. If we give them good service, they’ll tell their friends and keep coming back for a long time.”

—Kerry Millon, co-owner of Saratoga Springs Havoline xpress lube ®, Saratoga Springs, Utah

them accordingly. If we give them good service, they’ll tell their friends and keep coming back for a long time.”

Younger drivers are likely to have different expectations about customer service than some of your more established customers. They may be in more of a hurry and expect fast service – after all, they conduct most of their business on their smartphones and are accustomed to speedy results. Don’t be surprised if they stay close by during their service, or even stay in their cars. You will definitely want a text messaging system for service updates and appointments.

When you’ve completed the service, explain what you did and encourage the customer to come back in six months or at a certain mileage. Find out how they prefer to be notified when they are due for their next service. Make the close-out transaction quick and seamless. If you are not already set up on a popular electronic payment service such as Venmo, that is something to consider. You might also want a point-ofsale system that’s equipped to take tap-to-pay credit/debit cards and payments by smartphone.

Your customer base may be stable, but focusing on new customers is important. It can increase car counts and improve your customer longevity. Your younger customers have their whole lives ahead of them. It pays to establish a good relationship and build trust right from the start. This will keep them coming back for years to come.

CULTIVATING EMPLOYEE GOALS

How to be SMART about setting goals

BY PETER SUCIU

WITHOUT COMPLETELY disparaging the youth of today, it is probably safe to say that many people in Generation Z believe long-term plans extend about as far as what to do next weekend. That can present challenges when it

comes to helping those younger employees’ goals.

The Backstory

Moreover, given the still-high inflation and economic uncertainty that followed the pandemic, even some

veteran employees likely can’t tell you where they hope to be in even five years. For all too many, getting to the next paycheck is probably as far off as they can see.

This can also be a “top-down” problem, warns W. Scott Wheeler, management consultant and president of the Automotive Consultants Group, Inc. Mr. Wheeler tells NOLN that not thinking long term isn’t something that just impacts those on the shop floor.

It would seem that the easiest solution would be to take the most direct approach and ask the employee, “Where do you see yourself in ‘X’ years.” That may be direct and to the point, but it actually may not be the best way to cultivate employee goals. The same can even hold true of the veteran owner.

“One thing you don’t want to ask anyone is a question they can’t answer,” Wheeler says bluntly.

The Challenge

Shop owners and operators need to think about their long-term goals, which could be expanding the shop, opening a second location, or even retiring at 50 and hitting the golf course five days a week.

Good shop owners and operators likely have someone who can help them achieve those goals.

“Sometimes even the employers aren’t sure where they’ll be in five years,” Wheeler explains.

That can present challenges in helping any of their employees meet their goals. Yet, even once that is established, it is then up to the operator/owner/manager to set goals with

the employees. In this case, employees may not be able to immediately answer the question of where they see themselves a few years down the road, or even if they have career goals. But that isn’t the fault of the employees.

“We see all too often that the shops fail to establish benchmarks and set goals—which could be productivity, days with no injuries, or completing crucial tasks,” adds Wheeler.

Without helping guide employees, goals can be meaningless.

The Solution

Addressing the problem can actually be as easy as setting goals, but the shop owner must determine the critical key performance indicators or KPIs.

“One of the problems is that many times shop owners and managers weren’t even taught how to even convey this to employees,” says Wheeler, who recommends the SMART Approach.

SMART is a well-established tool that businesses can employ to plan and achieve goals. While there are a number of interpretations of the acronym’s meaning, the most common one is that goals should be Specific, Measurable, Achievable, Relevant, and Time-bound.

“This all duck tails together,” Wheeler explains. “And there needs to be those goals that are actually measurable and achievable. This can include bonuses or other incentives.”

However, those incentives may still need to be customized to a point. Wheeler tells how he would sit down with a technician and have a conversation about their interests outside of the shop, including hobbies.

“You often times have to make it personal,” he adds.

In one case, he quickly determined the individual was into trap

Samson’s metered control valves are used to dispense lubricants, antifreeze, coolant, DEF, and grease. They are engineered to withstand constant rigors of the job, ensuring durability and longevity under demanding conditions.

Setting goals is about ensuring they have commitment.

– W. SCOTT WHEELER, PRESIDENT OF AUTOMOTIVE CONSULTANTS GROUP, INC.

and skeet shooting, and really wanted to purchase a high-end shotgun. Wheeler then suggested how the employee had to think about obtaining the shotgun for next season rather than just seeing that he was showing up for work to get a weekly paycheck.

Employers may also need to set sub-goals to keep shop employees motivated. This can also be true when it comes to helping them advance in their career and learn new skills. This can include helping them even determine what they’re best at.

“A lot of people don’t know what they don’t know,” says Wheeler. “Ignorance needs to be acceptable, but apathy isn’t acceptable.”

In other words, no new hire or green employee should know how to manage the shop, as those are skills that need to be taught over time. At the same time, employees need to also understand that they may be required to take on greater responsibility.

The Takeaway

Some employees are also going to succeed faster than others. That’s an undisputable fact. Some will want to remain on the shop floor, while others may have dreams of being a regional manager for a chain of franchises. Again, it comes to helping determine those goals and making it happen.

“Setting goals is about ensuring they have commitment,” Wheeler says.

This can be far easier with the guy who has a wife, a couple of young kids, and wants to stop renting and

buy a house than the younger person who can’t see past the weekend, Wheeler admitted.

The Aftermath

Once the goals are set, employers need to then regularly check in with the employees to make sure that progress is being made. This is where it again needs to be SMART.

The goals must remain specific, measurable, achievable, relevant and time-bound. In the case of the expensive shotgun, is the employee

saving the money and will he or she get there by spring?

For the employee looking to buy a house, is he or she able to save the money for the down payment and are extra shifts required?

For those looking to be a future region manager, are they getting a better understanding of how to run the shop floor, and are they able to take on the responsibility of being the weekend manager?

If the answer to any of these is “no,” then further follow-up may be needed as the employee is off-track and the course needs to be corrected. But it also begins with setting achievable goals in the first place.

“You have to have an employee who buys in and wants to meet the goal,” says Wheeler. “Otherwise, it isn’t going to happen.”

HANDS-ON TECHNOLOGY

More than getting the hands dirty

BY PETER SUCIU

FOR YEARS, THE QUICK LUBE industry has referred to the employees on the shop floor as “technicians,” and today employing the latest “tech” is increasingly a major part of the job description.

Even shops that have remained fairly “old school” are finding that technology and software can be incorporated to help streamline numerous processes and further encourage innovative productivity.

“Technology today has helped to streamline every aspect of our industry,” says Kye Grisham, director of purchasing and automotive technology for the Christian Brothers Automotive Corporation, which

CREDIT

now utilizes a completely online point-of-sale (POS) system, digital vehicle inspections, online service information, and online appointment schedulers, while it also has support teams to assist with remote diagnostics and programming.

The High-Tech Shop of Today

Tablets, apps, and other digital tools aren’t part of the shop of tomorrow—they’re critical for the successful shop of today. The right use of technology can keep more than the lubes flowing, and it is something that is almost expected by many customers who demand fast service and a clear understanding of what services were provided.

“From the initial greeting of the customer, writing the repair order, all the way to working on the vehicle has been affected positively from different technologies,” Grisham tells NOLN. “Most of the software and applications used today have helped to shorten service time in the bay. With online point-of-sales, web-based digital inspection, and all web-based service information, the efficiency of shops today has overwhelmingly surpassed shops not utilizing these technologies.”

Moreover, digital repair manuals, data-driven software for repairs, and predictive maintenance are able to schedule and service vehicles a lot quicker.

There was a time when even adding a printer to a business required a visit from an IT specialist, but today’s software has been designed to be far more “user friendly,” while compatibility issues are also largely a thing of the past.

“With some of the software on actual computers you may run into this but with the majority of everything we use, we do not run into this issue,” notes Grisham. “We do utilize a lot of the OE diagnostic software and some of those cannot run on the same drive and/or partition.”

Adapting to the New Technology

While many of today’s newer employees are of Generation Z and practically grew up with tablets and smartphones permanently affixed to their hands, the change to new technology can present challenges for some more “seasoned” technicians on the shop floor.

Grisham says that this is becoming less common, and most technicians have evolved with the

–KYE GRISHAM, DIRECTOR OF PURCHASING AND AUTOMOTIVE TECHNOLOGY, CHRISTIAN BROTHERS

technology and understand that they must continue learning to stay on pace. In fact, many of the programs are designed to be intuitive.

“There are still some with hesitation but they have been left behind and continue to just work on older vehicles. The ones that evolved have learned that this technology helps them improve efficiency, increase knowledge, and expand their opportunity,” explains Grisham.

“We just need to take time to show them how this can have a positive effect on their career and the work they do,” he adds. “With all the advancements in vehicle technology, there is adequate training available through multiple resources to stay on top of this.”

The Evolving Tool Bench

It isn’t just the technicians that have evolved as technology increasingly has found a place in many shops. On today’s tool bench, it is now increasingly common to find tablets and other small devices alongside wrenches and screwdrivers.

“This is absolutely true,” says Gregg Rainville, chief revenue officer at Steer by Mechanic Advisor. “Many shops now provide digital inspection, and that requires a camera—so we’re seeing technicians employ tablets provided by the shop, but in many cases, they can use their iPhone and the apps. The Steer platform is very mobile friendly.”

Steer by Mechanic Advisor can also integrate marketing efforts and maintain reputation management, where customer reviews are tracked, while further providing customers with reminders when their vehicles could require upcoming service.

Such technology can then help shops provide the customer with a greater understanding of what services may need to be done, but the same software can also ensure that the technicians literally have access to all the necessary information to accomplish a job without leaving the shop floor.

“We use digital vehicle inspections to show the customer all the items on their vehicle that are part of our inspection process,” says Grisham. “We use video and pictures to illustrate, and the technicians need a tablet to help with this. Along with that, most techs now use tablets to look up service information, repair orders, and anything relevant to the vehicle. The majority are using tablets over computers when possible.”

Connecting With Customers Post-Visit

In addition to streamlining the service of a vehicle, the latest technology can further enhance the connection to customers following a visit. This can ensure that they are satisfied with the service they received, and more importantly, even address and resolve any potential problems.

“We are seeing that customers can provide a lot of insightful feedback, which can help undercover bottlenecks—while at the same time, technology can streamline the reviews and feedback they might leave,” Rainville tells NOLN.

This can enable a shop to be equal parts reactive and proactive when

it comes to developing lasting relationships with customers.

Security Is Still a Consideration

Many shops may have reservations about adapting too much technology or relying on apps and software given that not a week goes by without the news warning of the next threat from hackers and the latest issues or glitches with computer networks. However, these risks too can be mitigated, while Rainville says that security is already top of the mind with the Steer platform.

“Most of the programs are on Amazon Web Services, where everything is encrypted and protected, and the software makes clear that we’re not selling or otherwise using customer data,” adds Rainville.

In the end, technology shouldn’t be a hurdle—and instead, it should be seen as an opportunity that can streamline processes and provide a greater level of interaction with the customer.

“We’re seeing that customers practically expect this level of technology,” Rainville emphasizes. “Everyone should be looking at their business and determine how this technology can make the job easier.”

Empowering Your Team

Ways that you can give responsibility to your managers

IN EACH OF OUR LOCATIONS, WE EMPLOY A manager to oversee the daily operations of our facility. Everyone has their own qualifications as to what that person needs to know how to do, and what skills are required to do the job.

ADAM TATUM

Adam Tatum is director of operations for the Virginia Group, a Jiffy Lube franchisee with 11 locations.

He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee.

Performance comes from growing your business through people.

ATATUM

@V A L U B E .COM

As you build your managers’ skill sets to be a much more valuable member of the organization, you can start adding on some duties that are not among the normal day-to-day-to-dos. I am going to put together a list of things that you can try and delegate down to see how your manager embraces them. The more that they can take on, the more a ractive they become for you when looking for a promotion to the next level.

Regional Store Managers

If you have stores in different markets, or even a few that are clumped together, an effective way to see how someone communicates and multitasks is to add the title of regional store manager (RSM). What is this, you ask? It is an extension of your area manager that assists in some operational areas.

In our area, we have a regional store manager that assists in training management, coordinates paperwork drops, participates in sales training sessions, and acts as a sound board for the stores in that area. No ma er what responsibility you want to add to that role, it is a fantastic opportunity to see what you have in the house.

In my case, all three of my area managers were at one time in this RSM role. It allowed them to gain experience in multi-store communication, leadership, and organization. In one market, each manager that runs a location was trained by them when they were RSMs. This allows there to also be more trust in the leadership of the area manager. They also knew their personnel well enough that they were able to make be er decisions on promotions and hiring key positions.

Add On Some Ordering

Now some of your managers may already do this for themselves, but look at allowing a manager or two to order their own inventory with a little oversight. This will give them a more

top-down look at the usage in their stores and how they can manage to stay ahead of outages. If they get good enough doing their own location, add another store to their plate. This will teach them how to effectively stock a location that they can only see through reporting. This is what many area managers do if they are ordering.

If this is something that is already done in your stores, use it as a training tool. Allow them to train an assistant to read the data and place the order. This gives them direct training skills for inventory management. Then maybe allow another person to learn the process as well. In the end, you may have two to three people in each store that can complete ordering. This is helpful in vacation and promotional situations. The train keeps moving instead of slowing down.

Shadowing for a Day

If you have someone in your organization that is already a few levels be er than the others, think about le ing them shadow you or an area manager for a day. This gives them a be er understanding of what it is that is done as they move up. When I was still a manager, we had a printable sheet marked “What it Takes to Become a DM” and much if that is in store areas of management.

Once I expressed the desire to move up, I got to assist the area manager on some warranty issues in the field and visit other stores from time to time to help with training or inventory. These trivial things, though they may not seem like much, did help in my transition to the area manager role, as I had direct experience doing them.

What other things can you think of to add some responsibility to your managers? I just gave you a few good ones off the top of my head that I have done in the past. What are the ways that you could take this same process of thinking to your area managers? How can you expand their skill sets as well? The more that you can rub information off on your teams, the more successful you may become.

PHOTO: LUCAS MOORE

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