NOLN - July 2019 by EndeavorBusinessMedia-VehicleRepairGroup

BUILD YOUR CULTURE

SUSTAINABLE GROWTH

JULY 2019

TELEMATICS AN D T H E F U T U R E OF T H E E VO LVI NG Q U I CK LU BE I N D USTR Y P A G E

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BUILD YOUR CULTURE

JULY 2019

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HOW FAR DOES YOUR MOTOR OIL TAKE YOUR CUSTOMERS?

$100.00 TRAVEL REWARD CREDIT COMES WITH THE PURCHASE ® OF A PENNZOIL FULL SYNTHETIC MOTOR OIL CHANGE! Don’t let your customers miss out on this offer available May 1 – October 31, 2019. It’s only one of the many ways that Pennzoil helps support your business. Contact Joel Khan today at 847-274-2443 or Joel.Khan@shell.com; Logan La Porte at 715-393-9403 or Logan.laporte@shell.com for details. While supplies last. Restrictions apply. 2

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inside this issue

Features

TELEMATICS TUG OF WAR Connected car technology will change how drivers interact with their vehicles and their service shops. It’s time for quick lubes to consder how they will join the fray.

FRANCHISE 500 RANKINGS REVEALED Take a look at the quick lube franchises that made moves on the list, and hear from two brands about how they mark success.

TOPS IN THE INDUSTRY 2019 Take a by-the-numbers look at top chains in the business.

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WASTE MANAGEMENT 101 Shops deal with tons of used engine oil. It needs to be stored. It needs to be picked up. And sometimes it can be repurposed.

HR MISTAKES HURTING EMPLOYEE RETENTION Heed these commonly overlooked management tips to keep your operation running smoothly.

SMART GROWTH Adding a location can be a huge move for a business. Here’s how two regional brands did it.

BUILDING A SOLID WORK CULTURE You worked hard to build a shop. Now it’s time to curate the right work environment.

www.noln.net

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THE BEST PAIRING SINCE BEER AND PRETZELS.

info.reladyne.com/dmx-filter July 2019

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inside this issue IN EVERY ISSUE 10 AROUND THE INDUSTRY 40 TECH SPEC: 2019 FORD RANGER 42 RECALLS 60 PRODUCTS & SERVICES 62 CLASSIFIEDS 63 ADVERTISERS INDEX

Viewpoints

FROM THE EDITOR Making the most out of new technologies By Bryce Evans

ASSOCIATIONALLY SPEAKING Management Courses coming later this year By Kristy Babb

THE ENTERTAINMENT FACTOR Give your customers the moviegoer experience By Kit Sullivan

WHERE DO ALL THE GOOD EMPLOYEES GROW? Creating a culture of success By Lenny Saucier

Calendar of Events September 10-11 AOCA Management Certification Course Dallas, Texas 800.230.0702 www.aoca.org

BUILD YOUR CULTURE

September 12-14 NOLN Quick Event Dallas, Texas 800.846.9473 www.nolnquick.com

SUSTAINABLE GROWTH

November 5-7

AAPEX Las Vegas, Nevada www.aapexshow.com

JULY 2019

Cover design by NOLN staff.

uT E L E M A T I C S AN D TH E F U T U R E OF TH E E VOLVI NG Q U ICK LU BE I N D USTR Y P A G E

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Join the Conversation /OilLubeNews 6

@Oil_Lube_News

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LETTER FROM THE PUBLISHER

Big Data, Bigger Opportunities?

President

Jay DeWitt VP and Publisher

Chris Messer cmesser@10missions.com

One of the best lessons that I learned early in life stems from a very basic cliche often recited by ... well, just about every single youth sports coach you’ll ever meet. That’s for good reason, though, as I still find myself referring to it; not only with folks on my team here at NOLN (or with my own kids), but also as a reminder to myself when times get difficult. I’m guessing you’ve heard it: The only two things you can control in life are your attitude and your effort. I mean, that’s pretty spot on, right? All we can truly determine is how we react to obstacles in our path. My adapted, “grown-up” mindset with this is to try to be “solutions-oriented”—don’t dwell on problems; focus on finding answers. Anyway, this all came to mind in reading NOLN associate editor Matt Hudson’s feature story this month, “Telematics Tug of War,” on page 16. You likely don’t need me to tell you that the simple mention of the word “telematics” often elicits a wide range of responses from people, running the gamut from confusion and frustration to eagerness and excitement. The intense conversation around advanced vehicle technology today, as a whole, offers many emotionally charged takes. Matt avoids the rhetoric in this piece, and brings, what I feel is, a great journalistic approach to the topic, focusing far more on the opportunities available to those in the quick lube and fast maintenance industry rather than the potential hazards that may spring up. And despite the overall sense of trepidation that seems to surround the topic of vehicle data, those opportunities Matt outlines are plentiful for shop operators. I won’t give away the details of the story here (I highly recommend you give it a thorough read), but the overall takeaway is apparent very quickly: Shifts in technology and consumer behavior aren’t threats to your livelihood. For those who take a more progressive, solutions-focused approach, there’s plenty to gain from the changes. We can’t control how technology shifts and alters the ways we have to work, but we can control how we react to it. So, let’s push forward.

VP Content and Events

Bryce Evans bevans@10missions.com Editorial Director

Anna Zeck azeck@10missions.com Associate Editor

Matt Hudson mhudson@10missions.com Associate Publisher

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

Brian Ashley bashley@10missions.com Customer Success Representative

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

Jen George jgeorge@10missions.com Art Director

Zach Pate Graphic Designer

Mitch Bradford Production Assistant

Lauren Coleman General Manager and Production Manager

Mariah Straub Senior Digital Media Strategist

Tiffany Fowler Sales Service Representative and Bookkeeper

Meghann Moore Administrative Assistant

Amanda Nicklaus

CONTRIBUTING WRITERS

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

NOLN, Vol. 34, No. 7 (ISSN 1071-1260), is published monthly by 10 Missions Media, LLC, 571 Snelling Avenue North, St. Paul, MN 55104-1804. Copyright ©2019 by 10 Missions Media LLC. All rights reserved. NOLN content may not be photocopied, reproduced, or redistributed without the consent of the publisher. Application to mail at periodical rates is pending at St. Paul, MN. POSTMASTERS Send address changes to: NOLN, 571 Snelling Avenue North, St. Paul, MN 55104-1804. Advertisers — Advertising rates are available upon request. Please contact Brian Ashley for display advertising deadlines, Internet advertising and other information. Contact Shayna Smith for classified advertising information.

q Kristy Babb Lenny Saucier Kit Sullivan

July 2019 Volume 34 s Number 07 ISSN 1071-1260 All correspondence and inquiries should be directed to our business offices: 571 Snelling Avenue North Saint Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 web 10missions.com

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July 2019

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AROUND THE INDUSTRY

our customers, franchisees and employees to promote the Victory Lane Quick Oil Change brand,” said CEO Justin Cialella. Smithley was quoted in the press release thanking Victory for its support. Victory is also the title sponsor for the 2019 season of the ARCA Figure 8 division at Flat Rock and Toledo Speeways. The 40-lap Figure 8 Championship was scheduled for June 15.

Class-Action Lawsuit Filed Over Dollar General Motor Oil

Mobile Car Wash and Oil Change Startup Partners with Automaker

The May issue of NOLN featured quick lubes looking to take their operations on the road for mobile service. A recent partnership by Ford involves a similar idea. North Carolina-based Spiffy announced that its working with the automaker to provide mobile car wash services via Ford’s connected car platforms, WRAL reports. Spiffy provides mobile car wash and detailing services. The service comes to the client’s car, and Ford is able to unlock the cars through its connective technology, the Raleigh news station reported. The launch is being finalized for debut in Atlanta, Charlotte, Dallas, Los Angeles and Raleigh. Spiffy also offers a mobile oil change service, according to its website. It’s advertised for the same five cities and includes a standard option with full synthetic oil for $69 as well as a premium option with Mobil 1 advanced full synthetic for $30 more. Both are advertised with “multi-point inspections.” Grayson Leverenz, Spiffy’s vice president of marketing, told NOLN that subscribers to Ford and Lincon’s connectivity platforms will be able to order up oil changes as part of the deal. The service through Ford will be available for certain newer Ford and Lincoln models that have the brands’ “Connect” functionality. 10

Ford envisions all sorts of services being routed through its vehicles via the FordPass Connect system. In a post on Medium, a Ford representative wrote about the launch of a service that delivers Amazon packages directly to vehicles. “Through our Ford connected vehicle services, other businesses are able to integrate their apps with Ford and Lincoln connected vehicles,” wrote Lorin Kennedy, FordPass Ecosystem business leader. “This will allow us to deliver additional new services to our customers’ vehicles that improve their daily lives.” The post also mentioned similar mobile car wash partnerships with Sparkl in Chicago, as well as another company called Rub A Dub.

Victory Lane Announces NASCAR and Figure 8 Sponsorships

Victory Lane Quick Oil Change announced in late April that it is the primary sponsor for NASCAR driver Garrett Smithley at six events. The races, three Monster Energy NASCAR Cup Series and three NASCAR Xfinity Series events, expands upon Victory’s sponsorships in 2018. “As an automotive preventive maintenance retailer, it just makes sense to continue our partnership in NASCAR, and share our love of cars with fellow enthusiasts. It’s a truly engaging way to interact with

A federal lawsuit filed in Missouri claims Dollar General stores misled consumers and sold obsolete motor oil next to mainstream brands. The case was granted class-action status and spans 16 states, including California, Colorado, Florida, Illinois, Kansas, Kentucky, Maryland, Michigan, Minnesota, Missouri, Nebraska, New Jersey, New York, Ohio and Wisconsin, according to a case summary at CarComplaints.com. Dollar General stores sold DG Auto SAE 10W-30 and DG Auto SAE 10W-40 motor oils that included fine-print disclaimers that read “not suitable for use in most gasoline powered automotive engines built after 1988” and “may not provide adequate protection against the build-up of engine sludge.” Both were classified as API SF, according to the lawsuit. DG Auto SAE 30 containers had disclaimers reading “not suitable for use in most gasoline powered automotive engines built after 1930” and “use in modern engines may cause unsatisfactory engine performance or equipment harm,” according to Car Complaints. That was classified as API SA, which hasn’t been suitable for vehicles since 1930. The DG Auto containers were allegedly sold on shelves next to mainstream vehicle motor oil brands, which plaintiffs claim was misleading consumers into thinking the DG oils were safe for cars. The bottles were marketed as “DG Auto” brand. Dollar General claimed that consumers should have read the disclaimers. The oil is manufactured by Dollar General corporate owner Dolgencorp, according to Courthouse News. A quart of 10W-30 currently for sale at Dollar General is $2.95 and advertises API SN and ILSAC GF-5 specifications.

Shop Asks Customers to Sing for their Service

A Texas auto shop decided to accept vocal

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performances in exchange for oil changes as part of a recent promotion. The shop owner told CBS19 that it’s all in good fun. “We just decided to do something different,” said Randy Russell, owner of Russel Brothers Engine Express in Tyler. “Something we would enjoy as much as the customer.” Customers can make an appointment and sing a karaoke song (or two, Russell told the news station) in the shop while technicians change the oil.

Virginia. It’s the seventh company-owned VIOC in the state, and it’s located at 95 Riverton Commons Plaza in Front Royal. Valvoline’s rapid growth this year has helped boost its earnings. The company’s second-quarter report noted a 10.8-percent increase in same-store sales among both franchise and company-owned locations.

Most Drivers Unsure About Making Jump to EVs, AAA Survey Finds

A lot of Americans still aren’t jumping toward electric vehicles, as one survey found that about 16 percent are likely to purchase one. The survey, conducted by AAA, shows that drivers might be resistant to change. It’s the lack of knowledge about the cars’ performance,

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Valvoline announced the openings of more company-owned and franchise quick lube shops, adding to the company’s large appetite for expansion. On May 13, the company said that it added a brand new Valvoline Instant Oil Change location in Alpharetta, Ga., north of Atlanta. It’s the second company-owned VIOC in the Atlanta market, though there are five quick lubes overall. On May 14, Valvoline announced the opening of a VIOC shop in Magnolia, Texas. This was an acquisition, and it makes the eighth company-owned location for Valvoline out of nine total in the greater Houston market. Two of them were just announced in March. The Georgia location is 3650 Old Milton Parkway in Alpharetta, while the Texas shop is 33033 Farm to Market Road 2978 in Magnolia. Another is a franchisee location in the Chicago market. The VIOC marks the 15th in that area, nine of which are run by the franchisee, Ivy Lane Corporation. It’s at 1012 Ogden Avenue in Lisle, Ill. The company also announced the opening of a company-owned service center in

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range and maintenance that are keeping them in the internal combustion world. “Today, more than 200,000 electric cars can be found on roads across the country as almost every manufacturer sells them,” said Greg Brannon, AAA’s director of automotive engineering and industry relations, in a press release. “But like other new vehicle technologies, Americans don’t have the full story and that could be causing the gap between interest and action.” Those who were interested in EVs skewed younger and wanted to go electric mostly for environmental reasons. But the majority of people are still unsure. Fifty- nine percent of respondents to the AAA survey said that they were unsure if EVs have the necessary range for both highway and stop-and-go, urban driving. About the same percentage of respondents had concerns about finding places to charge the cars. Roughly the same number of people felt that most cars will be electric in 10 years

(42 percent) as those who didn’t think that would happen (45 percent). Still, fewer people held those concerns in AAA’s 2019 survey than in 2018. The percentage of respondents at odds with EV purchase price, battery repair or replacement, driving range and charging stations fell when compared to the previous year.

Research Shines Light on Crankcase Soot and Oil Additives

Research at a Canadian university indicated that calcium-based motor oil dispersant could actually increase diesel engine wear. The researchers were studying motor oil and additive components’ chemical interactions, according to Phys.org. The work was led by Pranesh Aswath with the Department of Materials Science and Engineering at the University of Texas at Arlington. The work took place at the Canadian Light Source synchrotron at the University of Saskatchewan. A synchotron, according to the Canadian Light Source site, “produces light

by using radio frequency waves and powerful electro-magnets to accelerate electrons to nearly the speed of light. Energy is added to the electrons as they accelerate so that, when the magnets alter their course, they naturally emit a very brilliant, highly focused light.” Scientists can study the different light spectra to learn about the properties of oil additive components. Aswath’s study focused on crankcase soot that forms in diesel engines. He found that the calcium dispersants that are part of oil additive packages could interact with soot in a way that creates more abrasive calcium phosphate. That more abrasive soot could actually reduce the protection of moving parts in the crankcase, Phys.org wrote. Aswath said that there could be alternative additive components that don’t create abrasive soot and still perform as needed. Calcium-based detergent got attention as one potential cause of low-speed pre-ignition events in gasoline engines as additive chemistry is becoming even more important in motor oils.

Recognizing industry achievements with the 2019 Operator of The Year Award NOMINEES ARE CONSIDERED BASED OFF:

Success of their operations • Community involvement • Participation in industry initiatives

Send your nominations to info@noln.net or visit noln.net/ooy for contest details.

SPONSORED BY:

www.noln.net

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Engine Oil Derived From Chewing Gum, Batteries, Used Oil

Castrol’s experiment-focused subsidiary, Nexcel, re-refined waste products to produce a liter of automotive-grade engine oil. The company started with a liter of used engine oil. But the additive package apparently included 500 mL of used fryer oil, 180 chewing gum pellets, a gram of used silicon sealant, 14 used C-size batteries and an old Christmas tree. “For this particular project we wanted to make the entire oil from waste materials, and the challenge lay in the creation of the chemical additives,” said Nexcel sustainability director John Ward-Zinski in a statement to CNet Road Show. “Few people would think that discarded Christmas trees and old chewing gum could have a commercial or environmental value, but our engine oil shows this is anything but the case.” Nexcel is perhaps best known for launching a self-contained oil cell system, which was

adopted by Aston Martin’s track supercar. Changing the oil with the cell system was advertised as a 90-second job, simply removing and replacing the battery-like unit. The company also focuses on re-refining used motor oil, which has been a major destination for waste oil from quick lube shops.

Do Liquefied Bananas Make Good Motor Oil?

The short answer is no, but it looked like a lot of fun finding out. The YouTube channel “Project Farm” put blended bananas up against conventional motor oil in a series of tests, which included pouring some of that potassium-rich goo down into a lawnmower. The experiment was inspired by the story of two French explorers who had to make due with bananas as oil in the 1950s. The story, as recounted by Road & Track, is that Jacques Seguela and J.C. Baudot were crossing a Chilean desert in their French Citroën

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2CV. The car sputtered and quit after losing its engine oil, and a passerby offered them a bundle of bananas. The explorers allegedly got the bananas into the engine of their 2CV and made it another 180 miles to their interim destination. Project Farm subjected the mashed-up bananas to evaporation loss and lubricity tests and compared it to conventional motor oil. The bananas did not do so well in either test. For a grand finale, Project Farm filled up its lawnmower with banana mush. It ran well for a few minutes before the bananas’ water evaporated and smoke billowed. Even while adding water, the bananas couldn’t hold up and sparks went shooting out of the exhaust. The end result was a badly damaged piston and cylinder wall, and burnt banana gunk throughout. Project Farm has done similar tests with all sorts of substances, including bacon grease back in April. The 2CV, by the way, wasn’t that much more powerful than a lawnmower. The cars had two-cylinder engines that were 375 cc on the small end and 602 cc on the largest model, making anywhere between nine to 22 hp.

NOLN at iFLEX 2019

NASHVILLE, May 15, 2019—Activities finished up after three days at iFLEX 2019, and the NOLN crew had a wonderful time out at booth 408. Things got off to a quick start on Monday morning, when consultant Ragan Holt shared insights on the state of the fast lube industry and the 2018 NOLN Operator Survey. We’re now looking for your submissions to the 2019 survey. The education sessions tapped into tech issues, compliance, human resources, business planning, marketing and much more. In addition, NOLN brought industry experts from the trade show floor into our booth for live interviews, which went up on our Facebook page. All the articles, photos and videos can be found on the NOLN iFLEX web page. Come back to NOLN.net in the future as we get back to work on stories that matter to quick lube operators. Take some time to fill out the operator survey, and thanks for following along.

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Telematics Tug of War TECHNOLOGY IS CHANGING THE AUTO INDUSTRY. WILL IT DISRUPT THE WAY QUICK LUBES DO BUSINESS? BY MATT HUDSON

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If connected vehicle technology is the future of the auto industry, quick lube shops are poised to capitalize on the efficiencies it provides. Speed is already a key part of the business model, after all. Telematics tech is melding vehicle diagnostics, location services and user preferences into a streamlined user experience. According to Derek Kaufman, an aftermarket consultant, quick lube shops can use their ubiquity and speed to attract individuals and fleet owners alike. Uses for the new tech are unveiled rapidly, but more substantial changes come more slowly. Experts say that operators are wise to research the topics now and plan to adapt. When changes to take hold, the way shops find customers could be very different. With access to a telematics system, a shop could identify an incoming vehicle that needs an oil change. And the system would know that this particular shop provides the quickest way to get service and get back on the road. “Now what we’re talking about is not just tracking an individual vehicle, but understanding where vehicles are, what their state of health is, what trouble codes are coming off them,” says Kaufman, a managing partner at Schwartz Advisors. Vehicles can generate massive amounts of data—as much as 4,000 gigabytes in a day, according to an article in Roll Call. Mix that with improvements in mobile network speeds, and telematics is a rapidly changing tech sector. This had led to clashes over how companies can capitalize on the technology. All that data is the currency of telematics, and, so, system access has serious business concerns for both automakers and aftermarket industries. 18

“There’s a whole infrastructure forming in mobility as a service to allow that to happen in the future,” Kaufman says. “Hundreds of companies are working on the details of that right now. It’s an exciting time for fast lube, because vehicle miles travelled are going to go up because of these services.”

On the Verge

Kaufman has done a lot of research on the topic. Starting in 2012, he produced a 52-part, multi-year series on telematics for the Auto Care Association (ACA) called “Telematics Trendline.” Back then, telematics was just emerging, and it wasn’t entirely clear how it could be used. In some ways, it was “technology for technology’s sake,” Kaufman says. It was most often marketed by third-party companies selling subscription-type diagnostic services. That technology has changed a lot, even in the few short years since Kaufman finished his Trendline series. There are still lots of third-party services.

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Meineke launched Revvy, for example, which was a device that plugged into an OBD-II port and linked to the owner’s mobile device for use (the system was recently phased out). In April, Bridgestone acquired a telematics service run by TomTom, the popular GPS company. But the larger change in telematics is how it’s becoming more common in vehicles right off the factory floor. Ford has promoted its data services for fleet owners as “Ford telematics for your Ford vehicles.” General Motors, which was an early adopter of connective technology, now has a more beefed-up version of OnStar for individual car owners and a fleet offering that is similar to Ford’s. “More and more, OEs have seen that embedding this in the vehicle is the way to go,” Kaufman says. “The interesting thing moving forward is how telematics is used from a vehicle repair standpoint.”

Data Mine

Whether an individual owner or an automaker controls the data coming off a vehicle

“Now, the car company is the gatekeeper. They get to decide what happens with all that data.” —Aaron Lowe, senior vice president for regulatory and government affairs for the Auto Care Association (ACA)

has big implications, and groups are fighting over that ownership. “Now, the car company is the gatekeeper,” says Aaron Lowe, senior vice president for regulatory and government affairs for the Auto Care Association (ACA). “They get to decide what happens with all that data.” The ACA advocates that the data should be open and available to the vehicle owners. Lowe says that, at the very least, owners should know what kind of data is collected. The debates focus around how that information is used. If an automaker’s telematics system knows that a vehicle is going to need service soon, Lowe says it could use that information for targeted marketing that directs the driver to a preferred service center—more than likely, the dealer. “You can get an appointment at the nearest authorized dealer,” Lowe says. “They know that in so many miles, your timing belt is going to go.” It could give a big leg-up to a certain group of shops that have access to the data. Proponents of data access worry that, for example, “Ford Telematics for your Ford vehicles” could also mean that only Ford dealers work on them. That ties telematics into the “Right to Repair” movement, which disputes manufacturers’ proprietary data ownership. The idea is to make sure independent shops have access to all the same information as manufacturers, and that the shops don’t lose out simply from lack of access. Massachusetts passed a Right to Repair bill in 2012, granting anyone access to all the on-board performance information that the July 2019

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bill with a similar argument as in California. The organization’s prepared remarks says that data sharing would hinder the ability of manufacturers to secure the system. The group says that current access to OBD information makes the need to access more wireless data “superfluous.” The organization didn’t respond to a request for comment.

Gone Digital

manufacturer provides. But it specifically exempted wireless telematics, and the state’s lawmakers have moved this year to add that class of data to the bill. Groups that oppose such bills point to security and privacy concerns that could arise from opening up data access. They argue that keeping their data siloed in their systems allows for greater defense against unwanted intrusions. “One of the most significant auto cybersecurity vulnerabilities results from unfettered access to vehicle computer systems,” says Damon Shelby Porter, representing the Association of Global Automakers in 2016. As vehicles become more connected to a network, the software that controls vehicle functions could be vulnerable to manipulation. That creates serious safety concerns. Porter, who is now vice president of government affairs for Association of Global Automakers, gave that statement before a California state Senate committee hearing on telematics. The state’s ongoing debate over data privacy debate could shape access to vehicle information. The carmaker organization, which represents companies like Subaru, Suzuki and Toyota, has spoken out against data access bills in other states. A 2016 bill introduced to the Rhode Island General Assembly would have compelled automakers to make wireless data accessible. Lowe with the ACA spoke in favor of that bill. The Association of Global Automakers opposed the Rhode Island 20

To Lowe, this battle has played out already. Government oversight of emissions data, particularly in California, led to the OBD-II system that all shops use today. “The car companies originally wanted to make proprietary access,” Lowe says. “And we fought legislatively in the 1980s for a standardized access to that system.” The ACA suggests another standardized system for wireless telematics data, which they call “secure vehicle interface” (SVI). It would be the platform upon which data would be accessed by all, and it would promote compatibility. Ideally, the SVI system would place a high priority on security to alleviate those breach concerns. The ACA cited information claiming that, by 2022, 87 percent of all new cars will be equipped with OEM telematics. Kaufman says that for the consumer, some level of data analysis will be a normal part of vehicle ownership by the 2025 model year. He says that it’s beneficial for quick lube shops to understand this change to stay ahead on their car counts, because efficiency and volume might become more important as miles increase between oil changes. “Cars are designed better,” Kaufman says. “They’re higher quality. They have synthetic oils that have extended oil change life so that the number of touches per car per year is down.” He added that his research points to a different landscape of car ownership in the future as well. He says that the volume of individually owned cars might wane a bit in exchange for things like low-speed, local autonomous vehicle services. That could lead quick lube owners to focus more on serving fleets rather than individuals. “The future is likely to be heavier on the business to business side,” he says.

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Franchise

500 Rankings Revealed Entrepreneur magazineâ€™s annual list compiles the hottest franchises, and fast lube chains are moving up B Y

M A T T

H U D S O N

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July 2019

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Entrepreneur magazine released its 40th edition of the Franchise 500 rankings list, which is full of some of the biggest names in business. That’s apparent at the top of the list, where McDonald’s reigns as the highest-ranked brand with more than 13,000 franchise locations in the United States. Fast lubes, tool manufacturers and full-service auto shops were well represented in the rankings as well, with most brands growing and moving up the list. Entrepreneur says it uses a proprietary formula to rank the brands. The magazine had more than 1,000 franchises submit the required information for consideration. The scoring is based on more than 150 data points, according to Entrepreneur. But the key factors are costs and fees associated with franchising, the size and growth of the brand, corporate support, branding strength and financial stability.

At the Top: Jiffy Lube Ranks Highest

The top fast lube chain on the list was Jiffy Lube, which placed as the No. 90 franchise. The brand jumped all the way from No. 181 in the 2018 rankings. Through a spokeswoman, Jiffy Lube says that the company has worked over the past year to create new ways to help customers. “Not only are we offering expanded services through Jiffy Lube Multicare, but we are also evolving how we engage consumers and how we drive the right customer experience,” says spokeswoman Jennifer Friedmann in a statement. The brand has franchised from its start in 1979 and now has 1,915 U.S. locations, as well as 163 outside the country. Entrepreneur’s notes on the company highlighted its proprietary software, security and safety, marketing help and site selection as notable parts of the company’s support framework. Jiffy Lube says that a collaborative approach among franchisees is one key to success, and the company has been taking that into its expanding footprint. “By 2023, we have a growth target of 250 new stores across the U.S.,” Friedmann says. “This growth will come from a combination of new builds and other opportunities we are leveraging to grow the Jiffy Lube footprint.”

A Deeper look: Christian Brothers

Entrepreneur has its own formula for success on the Franchise 500 list, but what do the companies focus on within their own networks? Christian Brothers franchisees are the faces of the brand within their markets, says company President Donnie Carr at the company’s headquarters in Houston. Carr says that oil changes have been at the heart of their service offerings since the start. He says their view wasn’t that oil changes tie up a bay, but rather it’s an effective way to make contact with new customers. In 37 years of operation, it continues to be core to the brand’s operations. 24

“They are absolutely a part of our business model,” Carr says. “It is an entry point for our guests to do business at Christian Brothers.” The company’s network is almost wholly made up of franchise owners. Most franchisees run a single shop, though one-fifth of them operate multiple locations. That will continue to be the framework through the company’s growth, which has been rapid. Christian Brothers opened its 201st location by early June, and there are 53 in development over the next two years or so. Carr says that the company’s short-term strategy has been to improve its presence around places where its shops already do business. He says it supports existing franchisee and bolsters their marketing potential. “We want to really bolster our current markets that we’re in,” Carr says. “We feel like there’s a fair amount of growth opportunity.” Every company has its own corporate support structure for franchisees. At Christian Brothers, Carr says that five to 10 similar franchisees from the network will be placed into a peer group, which is led by a performance coach. It brings peer-level support to the development process. They also offer corporate assistance for operational duties that take place outside of the shop bays. “We do offer coaching operations to all of our stores,” Carr says.

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Franchise 500 2019 highlights 1 - McDonald’s 18 - Snap-On Tools 37 - Matco Tools 54 - Mac Tools 90 - Jiffy Lube International 99 - Express Oil Change and Tire Engineers Express has franchised for 36 years and now has 115 locations under that umbrella. The company also owns 118 shops. 106 - Valvoline Instant Oil Change Made a rare decline among oil change and car care businesses, down from No. 34 in 2018. The company had 703 franchise locations under its care at the time of submitting to the magazine. “We also offer marketing coaches and a recruiting team that supports our franchisees.” The company puts on an annual franchise conference for the entire network. Separately, shop employees are chosen to attend another conference that’s geared toward rank-and-file workers. There are lots of different training and education tools coming out of the Houston office. Carr says the company hosted 55 training classes last year. At the same time, Christian Brothers introduced a new technology tool. Now, every shop in the network has a 65-inch screen that shows the company’s intranet system, CBA Connect.. It works as a sort of groupthink method for solving repair issues and cataloguing common problems for certain vehicles. A technician with a problem will post it to the intranet, and shops from around the country can provide input. A technical team at Christian Brothers headquarters also provides input. Outside of technical support, Carr says that the company works to instill a community service spirit among its network. Its shops host service days to help people in need. In short, Carr says they try to foster a people-first organization. “Our focus is how do we best support, take care of and grow our people,” he says. “And I know that if we do that well, the rest will come easier.”

172 - Big O Tires 174 - Grease Monkey Gained 104 spots this year and has 170 U.S. franchisees and 69 outside of the country. 210 - Christian Brothers Automotive Corp. As of June, the company counted 201 franchise locations. 229 - AAMCO Transmissions and Total Car Care Jumped from No. 315 last year. The brand now oversees 615 locations. 273 - Tuffy Tire and Auto Service 301 - Midas International Corp. 303 - Precision Auto Care 488 - Meineke Car Care Centers

July 2019

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12 YEARS OF SAME-STORE SALES GROWTH

SERVICE YOU CAN SEE. EXPERTS YOU CAN TRUST.

2019

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

TOPS IN THE INDUSTRY RANKINGS By Tammy Neal

The fast oil change and automotive service industry is comprised from a diverse group of automotive professionals and businesses working every day to keep America’s cars running. Every year, NOLN takes the time to research, identify and rank the top auto service chains in the nation. Before examining the rankings, it is important to first define the terms we use in this report. NOLN classifies a “fast lube” facility as any business that derives the majority of its sales from quick, convenient oil changes and other automotive

preventative maintenance services that can be done in 30 minutes or less. NOLN classifies shops that have dual profit centers, like a car wash/fast lube, co-branded facilities, tire stores or dealerships with quick service lanes as “lube plus” shops. Muffler shops, auto repair shop and mass merchant retailers are also classified in this category. For the purpose of this study, a “chain” is any six or more fast lube facilities owned by the same company/individual/business entity and/or operated under the same or similar signage. For example, a brand like

Shell Rapid Lube, which is actually comprised from individual owner/operators who have entered into an agreement with Shell to use Rapid Lube signage, is grouped together as a chain. The information NOLN publishes was reported to us directly from the companies we contacted or from independent thirdparty sources we deem reliable. Whether independent, company-owned or franchised, these shops and chains represent local men and women who work every day to keep communities running.

TOP FAST LUBE + CHAINS OPERATING IN 2019 2019 Fast Lube Rank

2019 Lube+ Rank 1 2 3 4

Facility Signage/ Company Headquarters Goodyear Tire & Service Network Outlets, OH1 Wal-Mart Auto Care Centers, AR1 TBC Corp., FL Bridgestone Retail Operations3

Independent/ Company Owned 588 2,500 729 2,200

Franchised 2,006 0 1,500 0

Total Operating 4/30/2019 2,594 2,500 2,229 2,200

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TOP FAST LUBE + CHAINS OPERATING IN 2019 2019 Fast Lube Rank 1

2019 Lube+ Rank 5

2 6 3 7 8 9 10 11 4 5 12 6 13 7 8 9 14 15 16 17 18 10 11 19 20 28

Facility Signage/ Company Headquarters Jiffy Lube, TX Driven Brands, NC1, 2 Valvoline Instant Oil Change, KY Monro Muffler Brake & Service, NY8 Pennzoil 10-Minute Oil Change, TX Express Lane (Mopar), MI3 Pep Boys, PA Mavis, NY 9 Quick Lane Tire & Auto Center (Ford), MI 7 AAMCO Transmissions and Total Car Care, PA7 FullSpeed Automotive, CO10 Kwik Kar, TX Sears Auto Centers, IL1 Quaker State Oil Change, TX 1 Precision Tune Auto Care, VA7 Mobil 1 Lube Express, VA1 Valvoline Express Care, KY Chevron Havoline xpress lube, CA CarMax, VA Christian Brothers Automotive, TX7 Tuffy Tire & Auto Service Centers, OH All Tune & Lube, MD1 Car X, IL1 Shell Rapid Lube, TX Castrol Premium Lube Express, NJ1 Brake Masters, AZ1 Honest-1 Auto Care, AZ7

Independent/ Company Owned 0 477 483 1,150 1,050 0 974 774 0 4 128 405 400 400 53 231 230 230 209 1 22 0 53 100 99 64 0

Franchised 1,929 898 741 0 0 1,000 0 118 825 615 312 0 0 0 196 0 0 0 0 185 153 165 98 0 0 25 64

Total Operating 4/30/2019 1,929 1,375 1,224 1,150 1,050 1,000 974 892 825 619 440 405 400 400 249 231 230 230 209 186 175 165 151 100 99 89 64

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

TOP FAST LUBE + CHAINS OPERATING IN 2019 2019 Fast Lube Rank

2019 Lube+ Rank 21

12 22 23 24 25 13 26 27 14 15 28 16 17 18 29 30 20 21 31 22 23 32 24 33 34

Facility Signage/ Company Headquarters VIP Parts, Tires & Service, ME American LubeFast, GA Tire-Rama, MT Commercial Tire, ID Milex Complete Auto Care, IL Lee Myles Transmissions & AutoCare, NJ1 Oil Changers, CA Purrfect Auto Service, CA Conrad’s Tire Express & Total Car Care, OH Performance Plus Oil Change, MI Snappy Lube, NC Mister Car Wash & Lube Center, AZ1 DuraMAX Express Lube, OH Victory Lane Quick Oil Change, MI1 CITGO Fast Lube, TX1 Uncle Ed’s Oil Shoppe, MI Delta Sonic Car Wash/Sonic Lube, NY Merlin 200,000 Mile Shops, IL1 Fast Track Oil Change Center, WI Oilstop Drive-Thru Oil Center, CA1 Hibdon Tires Plus, FL5 Duke of Oil, IN4 Prompto 10-Minute Oil Change, ME Jensen Tire & Auto, NE Oil Express, IL Auto-Lab Complete Car Care Center, MI1 Northwest Tire, ND1

Independent/ Company Owned 58 51 45 44 1 0 40 0 38 36 34 33 31 12 0 29 29 0 27 12 26 25 24 21 16 0 20

Franchised 0 0 0 0 41 40 0 39 0 0 0 0 0 18 29 0 0 28 0 14 0 0 0 0 5 20 0

Total Operating 4/30/2019 58 51 45 44 42 40 40 39 38 36 34 33 31 30 29 29 29 28 27 26 26 25 24 21 21 20 20 July 2019

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INTERESTED IN GROWING CAR COUNT, SALES AND PROFITS? www.expresscare.com/grow

TOP FAST LUBE + CHAINS OPERATING IN 2019 2019 Fast Lube Rank

2019 Lube+ Rank 35

25 36 37 26 38 27 27 39 39 39 39 29 43 44 30 31 45 45 45 48 32 32 32 33 49 49 30

Facility Signage/ Company Headquarters Theisen’s Tire & Service Center, IA FastChange Lube & Oil, KY Sun Devil Auto, AZ Royal Tire, MN1 Mystik Service Center, TX1 Tilden Your Total Car Care Center, NY Fast Eddie’s Oil Change, MI Speed Lube, IL Quality Tune-Up Shops, CA City Garage, TX Tunex Complete Car Care, UT Cobblestone Auto Spa & Quick Lube, AZ Avis Lube Fast Oil Change Center, TX BRAKEmax, AZ Car Care Clinic, MS The Lube Center “10 Minute Oil Change,” MD Lube ‘n Go, TX Auto Check Complete Car Care, TX Jacksons, AZ Woodie’s Auto Service, NC Car Spa, TX National Lube Express, TX QuickChange, OH Costa Oil - 10 Minute Oil Change, PA Grease Pro Express Lube, FL LMC Carwash & Lube, NY Mr. Clean Car Wash, GA

Independent/ Company Owned 20 20 19 17 0 0 16 16 3 15 0 15 14 14 13 13 12 11 11 11 10 10 10 10 9 8 0

Franchised 0 0 0 0 17 16 0 0 12 0 15 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8

Total Operating 4/30/2019 20 20 19 17 17 16 16 16 15 15 15 15 14 14 13 13 12 11 11 11 10 10 10 10 9 8 8

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12 YEARS OF SAME-STORE SALES GROWTH

SERVICE YOU CAN SEE. EXPERTS YOU CAN TRUST.

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

TOP FAST LUBE + CHAINS OPERATING IN 2019 2019 Fast Lube Rank 34 35 35

2019 Lube+ Rank

51 36 36 36 36 36 36 36 36 52 52 52

Facility Signage/ Company Headquarters Toot n’ Totum Car Care, TX J&K Enterprises, IL Bradzoil 10 Minute Oil Change, TX Raffield Tire-Master, GA Bolton Oil Change, TX Charlie’s Fast Lube, MO Fast Lube Plus, NC Flagship FastLube, HI Mr. Good Lube 10 Minute Oil Change, NJ1 Sinclair Dino Lube, OK Solar Lube, FL UMC dba Speedy Lube/Zap Car Care, NY Don Foshay’s Discount Tire, ME Fuller’s Carwash & Lube, IL Super Lube Complete Car Care Center, OH TOTAL

Independent/ Company Owned 8 7 7 6 6 6 6 6 6 0 6 6 6 6 6 14,591

Franchised 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 11,138

Total Operating 4/30/2019 8 7 7 6 6 6 6 6 6 6 6 6 6 6 6 25,729

1 - Estimate 2 - DBA Meineke, Take 5 Oil Change, Super-Lube, Lube Stop, Quikstop Oilube 3 - Operating as Firestone Complete Auto Care, Tires Plus and Wheelworks 4 - Operating as Duke of Oil, AutoFix and Firestone 5 - Owned by BSRO 6 - Mavis and Express Oil Change & Tire Engineers merged February 2018. Number of total operating shops reflects combined company; however, Express Oil Change & Tire Engineers will continue operating under their own signage. 7 - Figures obtained from third-party source 8 - Also dba Mr. Tire, TreadQuarters Discount Tire and Autotire Car Care Center 9 - dba STS Tire, Mavis, Cole Muffler, Weldon Tire, Suburban Tire, Kaufmann Tire, Savannah Tire, Brakes Plus, Express Oil Change & Tire Engineers 10 - dba Grease Monkey, Havoline xpress lube (driven by Grease Monkey), Herbert Automotive, Fast lube, Mobil Lube Express and SpeeDee Oil Change

July 2019

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Waste Management 101

Knowing the market could make waste oil an asset—or a liability By Matt Hudson

pon taking over a Jiffy Lube franchise in Montana, Briggs Anderson says that managing waste oil wasn’t a “stated goal” of his enterprise. That isn’t to say that waste wasn’t a big deal to Anderson and his wife, Niki Leffingwell, who co-own the franchise. “My wife and I are pretty environmentally conscious and probably increasingly

so,” Anderson says. “It’s something I definitely have at home, and that kind of inspired me an effort this past year.” Anderson and Leffingwell took over a chain of western Montana Jiffy Lubes in 2017. They now run seven locations and were recently named as the company’s Franchisee of the Year. They were recognized in part for their

efforts to reduce waste, particularly with any quick lube shop’s biggest byproduct: used motor oil. A part of that was already in place when Anderson took over. “They were using waste oil heaters in several stores and having it picked up by a company that basically sells it,” he says. All shops have to manage their used oil, July 2019

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though not in the same way. Some shops get paid for their waste oil while others pay someone to haul it away, but even that’s always changing. When Anderson started, the shops paid for waste oil pickup. He’s flipped that and now gets paid for the service. “We don’t make any real money off it, but it has value, and we’re capturing a little bit of that,” he says.

Changing Market

Aside from heating your shop, used motor oil can go on to be used in fuel oil blends, asphalt production and as base lubricant for multiple industrial uses, including synthetic and semi-synthetic motor oil. Most of that oil is set up for a second life by re-refiners, who will pay quick lube shops for the material when the market is right. Crude oil prices can significantly affect the market for waste oil. In 2016, NOLN writer David Burbach reported that the industry would be prudent to budget for a $1 per gallon payment to dispose of used oil. That was on the heels of a price drop that sent a barrel of crude down to $29 early in that year. Cheap crude makes re-refined oil less attractive to lubricant manufacturers. A rebound in crude prices has helped turn attention back to re-refined used oil and get shop owners paid, even just a bit. Anderson says that rising oil prices played into his negotiation. Just 1 percent of shop owners in the National Oil and Lube News Operator Survey were paid for their waste oil in 2017. A year later, 28 percent reported getting paid, and there was a correlating drop in the number of shops paying for disposal. The survey also showed that more shop owners are neutral on waste oil—neither getting paid nor paying for disposal. The changing market makes the re-refining an engaging line of work for people like Jim Scott. Scott is the vice president of supply chains for Universal Environmental Services, a re-refiner based in Peachtree City, Ga. Whatever the price pressures are, the re-refinery business touts itself as the environmentally sound option, because it reduces reliance on crude oil. “If we look at it like this: It takes 42 gallons of crude oil but only 1 gallon of used oil 36

to produce 2.5 quarts of new lubricating oil,” Scott says. The company’s re-refinery can process 40 million gallons of waste motor oil annually, and a lot of that comes from quick lube shops. They take oil filters, too, which can be crushed and sent to steel recyclers. If shop owners want to look more closely at their waste oil management, Scott says the first step is to investigate where it all ends up.

“We put a lot of time and effort into training and into equipment that helps us identify where water is in the tanks.” —Jim Scott, vice president of supply chains for Universal Environmental Services

bulk oil storage instead of cardboard boxes. It came with some costs—not just from purchasing the tanks. “That increases your working capital, because you have to store a little bit more oil and buy a little bit more to keep it on hand,” he says. Ultimately, he says it saved shop space and even added to their service speed. There are steps shops can take to make their operations more attractive to re-refiners, too. Outfits like Universal Environmental Services handle most of their own pickup, and Scott says his drivers know which shops have the good used oil. “Everything from maximizing their used oil capacities, which helps the collector and it helps us control our costs,” he says. The most important step is not letting used oil storage become a catch-all. Keep used oil separated from other things like wastewater and antifreeze. Wastewater not only reduces a shop’s capacity for pure used oil, but Scott says that a smart driver will know to take the oil from the top of a storage container, leaving the shop with more and more wastewater over time. “We put a lot of time and effort into training and into equipment that helps us identify where water is in the tanks,” he says.

Maximizing Reduction “I would encourage everyone to do a little homework on their current used oil collector,” he says. “Make sure that they have the proper insurance, not just to collect and transport used oil, but to make sure they do the due diligence to know ultimately what happens to the used oil that they generate.”

Best Practices

The waste oil heaters in Anderson’s shops worked well in the winter. But in the summer, he has to get rid of nearly all of his supply. He says he wanted to make sure it got re-refined. To navigate the process, Anderson says he had a lot of support from Jiffy Lube’s association of franchisees, who gave him honest advice and help. Another change he made was a switch to

Having a waste oil heater might have been the simplest way to decrease waste, Anderson says. But it may not have been the most effective. That came with the switch to bulk tanks. “Our big waste-reduction effort this past year was really focused on switching from eco-boxes to bulk oil,” he says. “And that’s where, I think, we really put a dent in our waste.” Now he says he’s trying to maximize heat retention by thinking about how often his bay doors are open in the cold months. He also invested in an oil filter crusher a while back, even if the main benefit is making things a bit easier down the line. “I think we’ve tried to be mindful of that,” Anderson says. “We may not have to crush our filters, but that’s a smart thing to do. It gets a little more of the oil out, and if we take it to a recycler we know it doesn’t have oil in it.”

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In My Business...

Our Customers & Community Come First

“Since our start in 1990, my wife Tracie and I have worked hard to distinguish our business by taking extra care to value our customers while striving to be a community leader through our people, partnerships and performance. The synergy between Fast Eddy’s and Chevron Havoline® xpress lube® has elevated our high standards of customer service, which has always been based on the foundation of quality, consistency and growth.” Steve Eddy, Owner/Operator Chevron Havoline xpress lube Meridian, Idaho

Learn more at Havolinexpresslube.com To speak with a sales representative, call Chevron Lubricants at (866) 354-4476 © 2019 Chevron. All rights reserved. All trademarks are property of Chevron Intellectual Property LLC or their respective owners.

July 2019

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HR Mistakes Hurting Employee Retention Smart employee management, whether itâ€™s their first or last day By Matt Hudson

or operators dealing with distributors, inventory, accounting and everything else that keeps business running smoothly, close staff management can sometimes move down on the to-do list, but mistakes could sink an entire operation. When managers cover their bases in HR, the business avoids legal entanglements and promotes longevity in an industry with a typically short term of employment. NOLNâ€™s 2018 Fast Lube Operator Survey found that the average length of employment for technicians was just 2.5 years. With a looming talent shortage, that length of tenure must be increased, and following better HR practices is one way to do so. Claudia St. John is president of Affinity HR Group, which partners with the Automotive Oil Change Association in recruiting and human resources assistance for fast lube members. She identified some areas that operators and managers often overlook when managing their people.

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SOLUTION NO. 1:

Above-Board Onboarding

Finding the right staff member in a tight labor market is hard enough. Once you’ve identified that person, it’s important to get them set up on the right foot. “One of the things that we know is that 22 percent of turnover happens within the first 45 days,” St. John says. “So, getting it right is really important.” She promotes the use of behavioral tests during the application period. They may reveal more about an applicant than their technical knowledge. Often, there are underlying traits that can make candidates a poor fit in your shop, creating a constant churn for managers. “Then they get stuck in this cycle of they hire them they train them and they’re gone. Repeat,” St. John says. There are many different kinds of tests. Some can be purchased, and others are done through an HR agency. St. John says it’s important to know that the one you choose is right for the position you’re hiring for and that it’s compliant with the Equal Employment Opportunity Commission. SOLUTION NO. 2:

Keeping it Classified

Once you’ve found the right person for the job, make sure you’ve got them on payroll according to labor laws. “One of the top mistakes is they tend to not classify their employees correctly,” St. John says. The Fair Labor Standards Act and the federal government have rules about who can and cannot be exempted from overtime pay. A lot of the time, it’s the staff members who aren’t technicians who are tougher to place within those labor laws. “In the oil change field, those tend to be the positions who are misclassified,” St. John says. “It tends to be the office staff, administrative staff, and in a larger operation, maybe their accounting staff.” SOLUTION NO. 3:

Spreading the Love

Another common mistake that St. John sees is that the underperforming employees get

the most attention. When things are humming along just right, it might not be as apparent to offer detailed feedback. Why mess with a good thing? But St. John says that it should be an important strategy for managers to offer detailed guidance when things are going right. “They’re very good at corrective feedback,” she says. “But what we know is that everybody wants to know how they’re doing and how they could be better.” Just as underperformers might need some close coaching to reach that next level, good performers should get the same treatment. Let them know what they’re doing right and how to build on it. And take time to make it worthwhile. “‘Atta boys’ and ‘atta girls’ don’t really do it,” St. John says. SOLUTION NO. 4:

Smooth Exits

It’s never a positive experience to let go of an employee. It typically happens after a culmination of actions, and while the manager knows every step, St. John says that it’s important that the employee knows, too. A common mistake from an HR standpoint is that performance issues are ignored until it’s too late. St. John says that conversations about bad performance shouldn’t be put off, because employees shouldn’t be shocked to find out they’re being let go. “That’s when they sue,” she says. “If you can adhere to a solid progressive discipline system where you’re documenting those conversations, they know how they can affect that trajectory.” Policy manuals should give the manager latitude to skip a step in the process and tailor the system to work best for a staff member, St. John says. Those might be difficult conversations, but it gives the employee a better shot at improving. And if not, it makes the next step easier. “The truth of the matter is when employees see that they’re on a path, and the pathway is out the door, the inevitable end will be better because they saw it coming,” St. John says.

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NUTS & BOLTS

Ford has revived its Ranger model for the North American market to compete with the likes of Toyota’s Tacoma and Chevrolet’s Colorado. There was some speculation in early 2019 that the Ranger needed a wheel removal to get at the oil filter, but that turned out to be untrue. So here are some specs and information about the new model, via Ford. Ford Ranger makes a triumphant return for 2019—a midsize pickup engineered Built Ford Tough, ready for adventure and packed with driver-assist technologies to enable easier driving both on- and off-road. Anchored by a high-strength steel frame and powered by a 2.3-liter EcoBoost paired to an efficient 10-speed automatic, the all-new Ranger is available in either SuperCab or SuperCrew configuration. It can be optioned with 4x2 or 4x4, and comes in three trim levels: XL, XLT and Lariat. Chrome and Sport 40

Tech Spec: 2019 Ford Ranger

Appearance Packages are available. Technology comes built-in, starting with an 8-inch touch screen for available SYNC 3, while a single or dual LCD productivity screen is available for real-time vehicle, navigation and audio information. Ranger has standard pre-collision assist with automatic emergency braking. A lane-keeping system that includes lane-keeping assist, lane-departure warning, reverse sensing and class-exclusive blind spot information system with trailer coverage is standard on XLT and Lariat. Adaptive cruise control is standard on Lariat. Available FX4 Off-Road Package features off-road-tuned suspension, all-terrain tires, frame-mounted heavy-gauge steel front bash plate and skid plates, rear locking differential, innovative terrain management system with four distinct drive modes and trail control.

2.3L EcoBoost

• Cubic inches: 138 • Required fuel: Min. 87 octane • Firing order: 1-3-4-2 • Ignition system: Coil on plug • Spark plug gap: 0.027 - 0.031 in (0.70 - 0.80 mm) • Compression ratio: 10:1

Capacities and specifications

• Engine oil (with oil filter): 6.2 qt (5.9 L), SAE 5W-30 • Engine coolant: 11.6 qt (11 L) • Brake fluid: Between MIN/MAX on brake fluid reservoir, DOT 4 low viscosity • Front axle fluid: 2.11 pt (1.0 L) • Rear axle fluid (standard axle): 3.70 pt (1.75 L), SAE 80W-90 • Rear axle fluid (locking axle): 3.04 pt (1.44 L), SAE 80W-90

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• Automatic transmission fluid: 12.8 qt (12.1 L), Motorcraft MERCON ULV Automatic Transmission Fluid • Power Transfer Unit (PTU) fluid (fourwheel drive): 23.7 fl oz (700 ml) • Windshield washer fluid: Fill as required • Fuel tank: 18.8 gal (71.2 L) • A/C refrigerant: 1.49 lb (.675 kg), R-1234yf refrigerant • A/C refrigerant compressor oil: 2.7 fl oz (80 ml), R-1234yf Refrigerant PAG Oil

Ford notes:

“We recommend using DOT 4 Low Viscosity (LV) High Performance Brake Fluid or equivalent meeting WSS-M6C65-A2. Use of any fluid other than the recommended fluid may cause reduced brake performance and not meet our performance standards. Keep brake fluid clean and dry. Contamination with dirt, water, petroleum products or other materials could result in brake system damage and possible failure. Automatic transmissions that require MERCON ULV transmission fluid will only use MERCON ULV transmission fluid.The use of any other fluid could cause transmission damage. To improve engine cold start performance, we recommend that you use alternative engine oil in extremely cold climates, where the ambient temperature reaches -22.0°F (-30°C) or below. • Engine oil - SAE 0W-30 • Specification: WSS-M2C953-B1

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Normal scheduled maintenance

• Every 20,000 mi (32,000 km): Replace cabin air filter • Every 30,000 mi (48,000 km): Replace engine air filter • At 100,000 mi (160,000 km): Change engine coolant • Every 100,000 mi (160,000 km): Replace spark plugs, inspect accessory drive belt or belts • Every 150,000 mi (240,000 km): Change automatic transmission fluid and filter, change front axle fluid (four-wheel drive vehicles), change rear axle fluid, change transfer case fluid (four-wheel drive vehicles), replace accessory drive belt or belts

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July 2019

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Automotive Recalls

As a service to your customers, please note the following vehicles that have been recalled by the National Highway Traffic Safety Administration (NHTSA) or by their manufacturers. Note these recalls apply only to items that could affect vehicle occupancy safety. Items listed under separate manufacturer technical service bulletins are not always covered by warranty. 2019 Honda CR-V

CR-V, 2009-2013 Fit, 2010-2013 Insight, and 2009-2015 Pilot vehicles. The front passenger air bag inflator may have been installed incorrectly during replacement. An incorrectly installed air bag inflator may not properly deploy the passenger frontal air bag in the event of a crash, increasing the risk of injury. Honda will notify owners, and dealers will inspect the inflator installation and, if necessary, replace the passenger frontal air bag module assembly, free of charge. The recall is expected to begin June 28, 2019. Owners may contact Honda customer service at 1-888-2342138. Honda's numbers for this recall are M4O, P4R, T4Q, and W4P. 2019 Ford Ranger

2016-2019 BMW X1 sDrive28i and X1 xDrive28i

2019 Honda CR-V

Honda (American Honda Motor Co.) is recalling certain 2019 CR-V vehicles. The metal core of the steering wheel may have burrs which can damage the harnesses routed within, potentially disabling the driver's air bag or causing it to deploy without warning. In the event of a crash, a disabled air bag would increase the risk of injury. An uncommanded deployment of the driver's air bag also increases the risk of injury and a crash. Honda will notify owners, and dealers will install a protective cover on the steering wheel core and replace clockspring and the harnesses within, free of charge. The recall is expected to begin July 8, 2019. Owners may contact Honda customer service at 1-888-234-2138. Honda's number for this recall is R4S.

2009-2014 Acura TSX, 2011-2013 TSX Sport Wagon, and 2010-2012 ZDX; 2008-2012 Honda Accord, 2010-2011 Accord Crosstour, 20062011 Civic, Civic Hybrid and Civic NGV, 2012-2014 Crosstour, 20072011 CR-V, 2009-2013 Fit, 2010-2013 Insight, and 2009-2015 Pilot

Honda (American Honda Motor Co.) is recalling certain 2009-2014 Acura TSX, 2011-2013 TSX Sport Wagon, and 2010-2012 ZDX and 2008-2012 Honda Accord, 2010-2011 Accord Crosstour, 2006-2011 Civic, Civic Hybrid and Civic NGV, 2012-2014 Crosstour, 2007-2011 42

2.5 liter engines. The bushing that attaches the transmission shifter cable to the transmission may degrade over time and cause the bushing to detach from the transmission. The condition could allow the driver to move the shift lever to Park and remove the ignition key, while the transmission may not be in Park, with no warning message or audible chime. If the vehicle is exited without the transmission being in Park and without the parking brake being applied, the vehicle may unexpectedly move, increasing the risk of a crash. The remedy for this recall is still under development. The recall is expected to begin May 28, 2019. Owners may contact Ford customer service at 1-866-436-7332. Ford's number for this recall is 19S16. Note: Owners are directed to use the parking brake until the recall remedy repairs can be made. This recall is an expansion of 18V471.

2019 Ford Ranger

Ford Motor Company (Ford) is recalling certain 2019 Ranger vehicles. The fasteners that attach the transmission shifter cable bracket to the transmission may loosen allowing the transmission to be in a different gear than indicated by the gear shift lever position. If the gear shift lever position does not match the actual transmission gear, the vehicle may move in an unexpected direction. Additionally, despite selecting 'Park', if the parking brake is not applied before the vehicle is exited, the vehicle may roll. Either scenario increases the risk of crash or injury. Ford will notify owners, and dealers will inspect and tighten the transmission shift cable bracket fasteners as necessary, and verify the proper transmission shift operation, free of charge. The recall is expected to begin July 1, 2019. Owners may contact Ford customer service at 1-866-436-7332. Ford's number for this recall is 19S15.

2013-2016 Ford Fusion

Ford Motor Company (Ford) is recalling certain 2013-2016 Fusion vehicles equipped with

BMW of North America, LLC (BMW) is recalling certain 2016-2019 X1 sDrive28i and X1 xDrive28i vehicles. In the event of a crash where the occupants head contacts the B-pillar, the pillar may not absorb an adequate amount of the impact. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard (FMVSS) number 201, "Occupant Protection in Interior Impact." In the event of a crash, the insufficient impact absorption can increase the risk of injury. The remedy for this recall is still under development. The recall is expected to begin July 2, 2019. Owners may contact BMW customer service at 1-800-525-7417.

2017-2019 Chrysler Pacifica

Chrysler (FCA US LLC) is recalling certain 20172019 Pacifica vehicles equipped with engine stop/start systems. A loose battery ground connection may result in an intermittent loss of power steering assist and/or a stall. A loss of power steering assist or a stall can increase the risk of crash. Chrysler will notify owners, and dealers will inspect the battery ground surfaces, clean the contact surfaces as needed, and properly reassemble the ground connection, free of charge. The recall began May 24, 2019. Owners may contact Chrysler customer service at 1-800853-1403. FCA US' number for this recall is V53.

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2015 Dodge Ram 2500

2015-2017 Dodge Ram 1500, 2500 and 3500

Chrysler (FCA US LLC) is recalling certain 2015-2017 Ram 1500, 2500 and 3500 pickup trucks equipped with an 8 foot truck bed and a power locking tailgate. Chrysler is also recalling all 2018 Ram 1500, 2500 and 3500 pickup trucks built before April 1, 2018 that are equipped with a power locking tailgate. The tailgate actuator limiter tab may fracture and cause the tailgate to unlatch and open while driving. If the tailgate opens while the vehicle is being driven, cargo may fall out the vehicle and create a road hazard, increasing the risk of crash. Chrysler will notify owners, and dealers will repair the tailgate latch, free of charge. The recall began May 23, 2019. Owners may contact FCA US customer service at 1-800-853-1403. FCA US's number for this recall is V44. Note: 20152017 MY Ram 1500 pickup trucks with truck beds other than 8 foot, are currently covered under NHTSA recall 18V-486 for this issue.

2019 Chevrolet Silverado 4500, 5500 and 6500 vehicles; 2017-2019 Chevrolet Silverado 2500 and 3500 vehicles and GMC Sierra 2500 and 3500

General Motors LLC (GM) is recalling certain 2019 Chevrolet Silverado 4500, 5500 and 6500 vehicles and 2017-2019 Chevrolet Silverado 2500 and 3500 vehicles and GMC Sierra 2500 and 3500 vehicles equipped with Duramax 6.6 liter diesel engines and an optional engineblock heater. The engine block heater cord or the terminals that connect the heater cord to the block heater may short circuit and fail. A short-circuit may damage the engine components and increase the risk of fire. The remedy for this recall is still under development. The manufacturer has not yet provided a notification schedule. Owners may contact GM customer service at 1-586-596-1733. GM's number for this recall is N182206310.

2019 Volvo S60

Volvo Car USA LLC (Volvo) is recalling certain 2019 S60 vehicles. The rear suspension toe link flange lock nuts may not have been properly tightened, possibly resulting in a sudden change in vehicle handling. A sudden change in vehicle handling can increase the risk of a crash. Volvo will notify owners, and dealers will inspect the rear toe link flange bolts and lock nuts, replacing them if necessary, free of charge. The recall is expected to begin June 21, 2019. Owner's my contact Volvo Customer Service at 1-800-458-1552. Volvo's number for this recall is R19938. 2015 Jaguar F-TYPE

2017-2018 Mitsubishi Mirage G4

Mitsubishi Motors North America, Inc. (MMNA) is recalling certain 2017-2018 Mirage G4 vehicles. The internal acceleration sensor in the Supplemental Restraint System (SRS) Electronic Control Unit (ECU) can misinterpret vibrations, such as from poor road conditions or a flat tire, as a malfunction and disable all the vehicle's air bags. Air bags that do not deploy increase the risk of injury in a crash. MMNA notified owners, and dealers will reprogram the SRS-ECU software, free of charge. The recall began May 24, 2019. Owners may contact MMNA customer service at 1-888-648-7820. MMNA's number for this recall is SR-19-001.

2014-2015 Jaguar F-TYPE

Jaguar Land Rover North America, LLC (Jaguar Land Rover) is recalling certain 2014-2015 Jaguar F-TYPE vehicles previously remedied under Recall 14V-714. The seatbelt harness connector which connects the Seatbelt Tension

Sensor (STS) to the Occupant Classification Sensor Control Module (OCSCM) may not have been correctly wired. As a result, the Restraint Control Module (RCM) may not accurately detect if an adult or child is occupying the seat. In the event of a crash necessitating air bag deployment, an incorrect classification may result in the passenger frontal air bag deploying even if there is a child in the front passenger seat, increasing their risk of injury. Jaguar will notify owners, and dealers will inspect the seat belt assembly and repair the seatbelt tension sensor harness as necessary, free of charge. The recall is expected to begin June 21, 2019. Owners may contact Jaguar customer service at 1-800-452-4827. Jaguar's number for this recall is H208.

2011-2013 Mazda6

Mazda North American Operations (Mazda) is recalling certain 2011-2013 Mazda6 vehicles sold, or ever registered in Connecticut, Delaware, the District of Columbia, Illinois, Indiana, Iowa, Kentucky, Maine, Maryland,Massachusetts, Michigan, Minnesota, Missouri, New Hampshire, New Jersey, New York, Ohio, Pennsylvania, Rhode Island, Vermont, Virginia, West Virginia, and Wisconsin. The front cross member may corrode after exposure to road salt. Corrosion may weaken the mounting point for the passenger side lower control arm, unexpectedly changing the steering alignment and increasing the risk of a crash. Mazda will notify owners, and dealers will inspect the cross member and either install a side member and drain hose and apply wax to protect from rust, or install a drain hose and an improved front cross member, free of charge. The recall is expected to begin June 24, 2019. Owners may contact Mazda customer service at 1-800-222-5500 Option 4. Mazda's number for this recall is 2818I. Note: This recall is an expansion of Recall 18V-631.

2010-2016 Porsche Panamera 4S and Panamera S, 2011-2016 Panamera, Panamera 4 and Panamera Turbo, 2012-2016 Panamera Turbo S and Panamera S E-Hybrid, 2013-2016 Panamera GTS, 2013 Panamera Platinum Edition and Panamera 4 Platinum Edition, 2014-2016 Panamera 4S Executive, (cont.) July 2019

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Porsche Cars North America, Inc. (Porsche) is recalling certain 2010-2016 Panamera 4S and Panamera S, 2011-2016 Panamera, Panamera 4 and Panamera Turbo, 2012-2016 Panamera Turbo S and Panamera S E-Hybrid, 2013-2016 Panamera GTS, 2013 Panamera Platinum Edition and Panamera 4 Platinum Edition, 2014-2016 Panamera 4S Executive, Panamera Turbo Executive and Panamera Turbo S Executive, 2015 Panamera Diesel and 2016 Panamera 4 Edition, Panamera Edition and Panamera Turbo S Exclusive Series vehicles. Water may enter the A/C blower control unit, causing an electrical short circuit. An electrical short increases the risk of fire. Porsche will notify owners, and dealers will add a relay harness to the A/C blower control unit and reseal it to prevent water from leaking in, free of charge. The recall is expected to begin June 23, 2019. Owners may contact Porsche customer service at 1-800-767-7243. Porsche's number for this recall is AKA7. Note: Porsche recommends that owners park their vehicle outdoors until the recall remedy has been performed.

2018 Jeep Wrangler

Erwin Hymer Group USA LP dba American Fastbacks (EHGUSA-AF) is recalling certain 2018 Jeep Wrangler vehicles sold with a roof top tent installed. The top cover of the roof top tent may crack or break, possibly resulting in the cover detaching from the vehicle while moving. If the roof top tent cover detaches from the vehicle while moving, it can create a road hazard, increasing the risk of a crash. The remedy for this recall is still under development. The recall began May 9, 2019. Owners may contact American Fastbacks customer service at 1-844-533-7997 extension 301. Note: Vehicles in this recall are also included in recall 19V-190.

2019 Toyota Sienna

Toyota Motor Engineering & Manufacturing (Toyota) is recalling certain 2019 Sienna vehicles. The passenger front door may have incorrect welds inside, possibly affecting the air bag sensor readings for the passenger side 44

front seat and curtain shield air bags. The incorrect air bag sensor readings could cause the affected air bags to unintentionally deploy or to not deploy when intended, increasing the risk of a crash and/or injury. Toyota will notify owners, and dealers will replace the passenger side front door sub assembly with a new one, free of charge. The recall is expected to begin June 10, 2019. Owners may contact Toyota customer service at 1-888-270-9371. Toyota's number for this recall is K1G /K0G. 2019 Mercedes-Benz A220

2019 Mercedes-Benz A220 and A220 4MATIC

Mercedes-Benz USA, LLC. (MBUSA) is recalling certain 2019 A220 and A220 4MATIC vehicles. Due to improper welding, the pedal plate may bend, impairing the operation of the brake pedal. Impaired operation of the brake pedal may increase the risk of crash. MBUSA will notify owners, and dealers will inspect the welding of the brake pedal, replacing it as necessary, free of charge. The recall is expected to begin June 19, 2019. Owners may contact MBUSA customer service at 1-800367-6372. MBUSA's number for this recall is 2019050002.

2018 BMW i3 BEV and i3 REx hybrid

BMW of North America, LLC (BMW) is recalling certain 2018 i3 BEV and i3 REx hybrid electric vehicles. A circuit board problem within the Electric Motor Electronics (EME) module may shutdown the supply of high voltage electrical power. A shut down of high-voltage electrical power would result in a loss of propulsion, increasing the risk of a crash. BMW will notify owners, and dealers will replace the EME module, free of charge. The

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recall is expected to begin June 7, 2019. Owners may contact BMW customer service at 1-800-525-7417.

2016 Volvo XC90

Volvo Cars of N.A., LLC (Volvo Cars) is recalling certain 2016 XC90 vehicles. Exposure to heat and humidity may cause the engine coolant bleeder hose to crack, resulting in a coolant leak. If the coolant leak goes unnoticed, coolant may accumulate in the catalytic converter heat shield insulation and catch fire when the vehicle is stationary, increasing the risk of injury. Volvo Cars will notify owners, and dealers will replace the engine side coolant bleeder hose, free of charge. The recall is expected to begin June 14, 2019. Owners may contact Volvo customer service at 1-800-458-1552. Volvo's number for this recall is R29936. 2019 Hyundai Veloster

Hyundai will notify owners, and dealers will replace the driver’s side door latch assembly and lower channel, free of charge. The recall is expected to begin June 14, 2019. Owners may contact Hyundai customer service at 1-855-3719460. Hyundai’s number for this recall is 183.

Hyundai Motor America (Hyundai) is recalling certain 2019 Veloster vehicles. In certain side impact crashes, the driver’s door latch housing and locking cable can become damaged, allowing the driver’s side door to open. The door opening could result in occupant ejection or increase the risk of injury in the event of a crash.

83 / case

2019 Lexus ES

2019 BMW X3 sDrive30i, X3 xDrive30i, X3 M40i, and X4 M40i

BMW of North America, LLC (BMW) is recalling certain 2019 X3 sDrive30i, X3 xDrive30i, X3 M40i, and X4 M40i vehicles. The instrument panel assembly may have been improperly manufactured, possibly affecting the deployment of the passenger's frontal air bag. If the front passenger air bag does not deploy properly in the event of a crash, the occupant has an increased risk of injury. BMW will notify owners, and dealers will replace the instrument panel assembly, free of charge. The recall is expected to begin June 3, 2019. Owners may contact BMW customer service at 1-800-525-7417.

2016-2017 Daimler Metris

2019 Hyundai Veloster

free of charge. The recall is expected to begin May 27, 2019. Owners may contact DVUSA customer service at 1-877-762-8267. DVUSA's number for this recall is VS2SCHRALU.

Daimler Vans USA, LLC (DVUSA) is recalling certain 2016-2017 Metris vehicles sold, or ever registered in Connecticut, Delaware, Illinois, Indiana, Iowa, Kentucky, Maine, Maryland, Massachusetts, Michigan, Minnesota, Missouri, New Hampshire, New Jersey, New York, Ohio, Pennsylvania, Rhode Island, Vermont, Virginia, Washington DC, West Virginia and Wisconsin. The aluminum bolts that attach the power steering gear assist motor to the gear housing may corrode and fracture causing a reduction or complete loss of power steering assist. Loss of power steering assist would require a higher steering effort, especially at lower speeds, which may increase the risk of a crash. DVUSA will notify owners, and dealers will replace the aluminum bolts with steels bolts,

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2019 Lexus ES

Toyota Motor Engineering & Manufacturing (Toyota) is recalling certain 2019 Lexus ES vehicles. These vehicles are equipped with a driver knee air bag assembly mounted to the lower instrument panel (IP) that may have been improperly installed, possibly affecting the deployment of the knee air bag in the event of a crash. In the event of a crash, there is an increased risk of injury if the knee air bag does not deploy properly. Toyota will notify owners, and dealers will inspect and replace the driver knee air bag assembly, if necessary, free of charge. The recall began May 8, 2019. Owners may contact Toyota customer service at 1-800255-3987. Toyota's numbers for this recall are KLD and KLE.

2019 Freightliner Sprinter and Mercedes-Benz Sprinter

Daimler Vans USA, LLC (DVUSA) is recalling certain 2019 Freightliner Sprinter and Mercedes-Benz Sprinter vehicles equipped with LED high performance headlights. The sensor for the headlamp range adjustment may not have been mounted or calibrated, possibly causing unexpected changes in the headlamp lighting angle. Unexpected changes in the headlamp lighting angle may affect the drivers visibility, increasing the risk of crash. DVUSA will notify owners, and dealers will inspect and retrofit the sensor and correctly calibrate the rotation angle sensor, free of charge. The recall is expected to begin June

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4, 2019. Owners may contact DVUSA customer service at 1-877-762-8267. DVUSA's number for this recall is VS3LEDSENS.

2018-2019 Audi Q5 and SQ5

Volkswagen Group of America, Inc. (Audi) is recalling certain 2018-2019 Audi Q5 and SQ5 vehicles. The brake master cylinder casting may be too short. A short casting can cause a sudden loss of brakes, increasing the risk of crash. The electronic parking brake and its emergency brake function are not affected and will still function. Audi has notified owners, and dealers will inspect the brake master cylinder, replacing it as necessary, free of charge. The recall began May 3, 2019. Owners may contact Audi customer service at 1-800-253-2834. Audi's number for this recall is 47O9.

and Transit vans modified to be equipped with Ricon S-Series and K-Series wheel chair lifts. The wheelchair lift positioning input cam may fail while the lift is in use, allowing the platform to travel higher than the vehicle's floor height. If the wheelchair lift platform stops above the vehicle floor, the wheelchair user can tip inwards toward the vehicle when exiting the lift, increasing their risk of injury. Mobility Specialists, working with Ricon, has notified the owners. Ricon will provide instructions and materials for replacing defective parts. The recall began April 3, 2019. Owners may contact Ricon customer service at 1-800-322-2884.

contact the rigid structure of the vehicle, in the event of a crash. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard (FMVSS) number 208, "Occupant Crash Protection." In the event of a crash, if the occupant's knee contacts the rigid structure, there may be an increased risk of injury. Lotus will notify owners, and dealers will replace the toe board with a new design to provide the appropriate stiffness, free of charge. The manufacturer has not yet provided a notification schedule. Owners may contact Lotus customer service at 1-800-2456887. Lotus' number for this recall is 2019/01R.

2017 Toyota Yaris

Chrysler (FCA US LLC) is recalling certain 2019 Jeep Cherokee vehicles. The front passenger seat mounting bolts may be loose. In the event of a crash, the seat may move, increasing the risk of injury. Chrysler has notified owners, and dealers will tighten the mounting bolts, free of charge. The recall began April 11, 2019. Owners may contact FCA US customer service at 1-800-853-1403. Chrysler's number for this recall is V31.

2014-2017 Ford E-150 and Transit vans

Mobility Specialists, Inc. (Mobility Specialists) is recalling certain 2014-2017 Ford E-150

2015-2017 Toyota Yaris

Toyota Motor Engineering & Manufacturing (Toyota) is recalling certain 2015-2017 Yaris vehicles. The wire harnesses for the side air bag sensors located within the front doors may crack and corrode, possibly causing the non-deployment or improper deployment of the front seat side air bags and the curtain shield air bags. In the event of a crash, front seat side air bags and curtain shield air bags that do not deploy as intended can increase the risk of injury. Toyota will notify owners, and dealers will replace the wire harness assembly in the front doors, as necessary, free of charge. The recall is expected to begin June 10, 2019. Owners may contact Toyota customer service at 1-888-270-9371. Toyotaâ€™s number for this recall is K1F/K0F.

2017-2018 Lotus Evora

Lotus Cars USA, Inc. (Lotus) is recalling certain 2017-2018 Evora vehicles. The toe board in the passenger footwell lacks stiffness, allowing the knee of an unbelted occupant to 48

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2019 Jeep Cherokee

2019 Dodge Charger

Chrysler (FCA US LLC) is recalling certain 2019 Dodge Charger vehicles. The driver and passenger sun visors may lack the required air bag warning information. As such, these vehicles fail to comply with Federal Motor Vehicle Safety Standard (FMVSS) number 208, "Occupant Crash Protection." Failure to provide the air bag warning information increases the risk of injury. Chrysler has notified owners, and dealers will replace the driver and passenger sun visors, free of charge. The recall began April 17, 2019. Owners may contact FCA US customer service at 1-800-853-1403. Chrysler's number for this recall is V35.

Contender 5.70-8 tires

Trans Texas Tire (TTT) is recalling certain Contender 5.70-8 tires sold exclusively through Discount Tire stores. The tire sidewalls are incorrectly labeled, in that each side of the tire may state different PLY and PSI markings. As such, these vehicles fail to comply with the requirements of 49 CFR Part 574, "Tire Identification & Recordkeeping." xxxx 2019 | fenderbender.com 7

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July 2019

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SMART GROWTH

What to do (and not do) when expanding your business into new locations By Matt Hudson

rowing a shop into a chain can bring big challenges and big rewards, potentially turning a thriving local shop into a regional powerhouse. Deciding how and when to acquire or build can be daunting. It’s a mix of timing, opportunity and risk. But there are certain strategies to keep in mind. Operators who have gone through expansions say that the top consideration is what you might expect in any industry: location, location, location. When Tyson Daniels was looking to expand the footprint of Grease Monkey Idaho, he knew where to look. He had existing locations in the Idaho cities of Rexburg and Pocatello, and Idaho Falls sits between them. “It was just a hole in our area,” Daniels says. “We had a large demographic of people who lived in Idaho Falls.” The company acquired a shop in Idaho Falls and made the expansion, bringing a total of five quick-lube shops under Daniels’ care.

Don’t rush.

One of the biggest don’ts is jumping too quickly into expansion, whether it’s within your service area or among your staff. Proper research ensures that a new shop can keep its car count high enough to match and exceed the investment needed to open up. It also means taking time to make sure your business is a positive impact on a community. “As far as expansion and trying to move into a new part of it, you really need to take your time to invest in that town,” says Cody

Posey, division manager for Toot ‘N Totum Car Care Centers based in Amarillo, Texas. As an established convenience store brand, Toot ‘N Totum acquired its first car wash and lube shops in 1997. Since then, they’ve grown to eight car care locations with two more in the works. Early on, Posey says they kept their expansion within the greater Amarillo area, looking for opportunities in underserved areas or existing businesses looking to sell. They’ve since opened up shops in towns as far as 85 miles from headquarters, and Posey says that it’s important to treat that move with care. Transitioning a workplace culture requires care, as well. Daniels says he lost a shop manager after acquiring one quick-lube business. Introducing computer systems and company best practices to staff can be tough. They worked to manage the rate of change so it’s effective but manageable for staff. “We were able to slowly staff the store as we grew,” Daniels says. “We didn’t come in and just hire a bunch of people. We just grew as the business grew.”

Use what you’ve got.

Another big tip shared by both Daniels and Posey is using your available assets and building on them. It’s a strategy that can be put to action in lots of ways. For Posey, that meant building on the solid brand recognition that Toot ‘N Totum created over decades in the convenience store

business. Customers know them from seeing their storefronts in the area. “We don’t do any marketing campaigns,” he says, “just because we do have our stores on basically every corner. We just incorporated with that, Toot ‘N Totum Car Care. They know what business we are, who we are, operationally what we do.” That also meant that they didn’t tie their business directly to another brand through exclusive supply contracts. “I think that the best thing we did is we went unbranded,” he says. “We don’t sign contracts. So we go with our distributor, and if we’re not happy with what we’re getting, we’ll spit it out.” For Daniels, it meant turning one of their biggest challenges into more business. When Grease Monkey Idaho took over its fifth location, the building came with seven bays. The other locations had two bays for lube services, and they just used two of the new bays at first. “That’s been a hurdle for us,” he says, “to find out ways to generate income with additional space that we had.” It meant hiring and training for additional services like inspections, mechanical repair, alignment and others. They’ve gradually grown into those spaces, but the payoff has been immense. “It’s grown exponentially,” Daniels says. “It’s probably doing four times the business now. And we just expanded. It had a few bays that weren’t being utilized.” July 2019

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BUILDING A SOLID WORK CULTURE

How businesses start, maintain and adapt their workplaces By Matt Hudson

F — Drew Lunt President The Lunt Group LLC

or many shop owners, finding and recruiting talent is a significant challenge—but that recruiting mentality shouldn’t stop after the hiring process is over. With top talent in high demand, retaining those employees is more critical than ever. And one way to do that is by creating a strong shop culture where employees feel appreciated and respected and where they can see a longterm future. Drew Lunt is the president of The Lunt Group LLC, providing HR and employment law consulting services to companies throughout the United States. Lunt, a graduate of the University of Arizona College of Law, is a licensed attorney with over 15 years of experience advising clients on human resources, employment law and labor law matters. Lunt breaks down the ways that every shop should work to create a workplace culture that encourages connection and retention.

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First of all, what makes a workplace culture effective and healthy for all employees? A company’s culture is its personality combined with its character. It’s reflected in the policies it has or doesn’t have, the way managers interact with employees, its core values, what it expects of its employees, its investment in employees, its relationship with clients and customers and more. In many cases, that culture develops organically and, especially with small businesses, reflects the owners’ or managers’ personalities and managing styles. Ultimately, the goal of any company culture is to keep employees as motivated and productive as possible while keeping them content enough they don’t look for opportunities elsewhere. How does someone new to business even begin building that environment? For most new businesses, it can be hard to

focus on developing a healthy company culture early on. That’s because most new business owners or their managers have so many demands on their time and resources. Many times, when it comes to managing employees and creating a culture, they’re operating on instinct more than anything. They don’t start questioning whether their instincts are producing the best results until they have a conflict with an employee, employees start having conflicts with each other, or a client complains about the way they were treated. Then, their failure to take the time to define their culture stares them right in the face, and they start taking steps to improve what’s not working. There are ways to help new business owners and managers minimize the chances of this happening.

PRO TIP —

New business owners or managers should sit down and write out the basic expectations they have of all employees. These expectations may include customer services best-practices, attendance and appearance standards, and any other general standards to which they want employees to conform. The key is to not get carried away at first but, instead, focus on the standards that are most important. Putting too many policies and procedures in place to begin with will become overwhelming. The new owner or manager must have the time and energy to enforce what they are implementing.

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PRO TIP —

Ensure employees are ready for changes by providing them ample notice. Let them know the change is coming so that they have time to prepare and adjust. For smaller changes, a simple written notice that is distributed a week before the change may be enough. For bigger changes, management may want to hold staff meetings and distribute more detailed information well in advance of the change to explain what it will be and why it is happening. By taking these steps, business owners and management will soften the blow of the change and have a greater likelihood it will succeed.

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As the business grows and the capacity to manage more increases, the owners and managers may implement more standards to reinforce the company culture they first started. How does a manager maintain a healthy workplace culture over a long term? Employees tend to be more content with their jobs and perform better when they know what is expected of them and what will happen when they don’t meet those expectations. They prefer a predictable workplace over an unpredictable one. This standard applies regardless of whether expectations are strict or lenient. Because of this, a significant part of developing a healthy company culture is defining—preferably in writing— what employees are expected to do and how they are expected to do them. Enforce expectations consistently. Consistent enforcement is important because it reinforces the predictability that employees crave from their employers. Failing to be consistent has the potential to lead to a variety of negative outcomes. How does an owner or manager know when and how to change workplace culture? Once a company culture is established and consistently implemented, there are improvements that will need to be made. Even companies with healthy cultures should regularly assess their culture and make changes to improve it. Signs companies should look for to improve company culture include, but are not limited to, low employee productivity, higher-than-expected employee turnover, regular conflicts between employees, belligerent attitudes towards management, chronic failure to comply with established rules and eroding relationships with clients and customers. The hard part about changing company culture is that although some employees will welcome it, some employees will react

negatively. It’s human nature for some people to fear the unknown, and a change in policy represents the unknown. Taking the right approach to the change can make a difference. Too frequently, rash decisions lead to policies or other actions that are prohibited by law or, at minimum, give the appearance of unlawful discrimination or harassment. Something as simple as telling employees not to talk to each other about their wages can get businesses into legal hot water. What’s the next step? Businesses with truly healthy workplace cultures do one thing that others struggle to do. They assess the impact of an attempt to change company culture, admit when it has failed and move on. This can be especially difficult when a lot of time and energy has been invested in making the change in the first place. However, continually tweaking a policy or program to make it work without a noticeable positive impact only exacerbates the problem. In fact, it can lead to unintended unhealthy changes, which further erode the company’s culture. Sometimes, it is just better cut the losses and try something completely new.

THE BOTTOM LINE —

Having a healthy company culture matters. It may be the difference between a company succeeding and failing. New business owners and managers can take steps early on to make sure their culture is on the right path. The steps may be small at first but doing them will be meaningful. Once established, the culture must be regularly assessed, and, when needed, changed. With deliberate change and employee awareness, businesses can reap the rewards of greater employee productivity and lower turnover that are the products of a healthy culture.

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Recognizing industry achievements with the 2019 Operator of The Year Award

NOMINEES ARE CONSIDERED BASED OFF: • Success of their operations • Community involvement • Participation in industry initiatives

Send your nominations to info@noln.net or visit noln.net/ooy for contest details.

SPONSORED BY:

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Associationally Speaking

VIEWPOINT

AOCA to Host Two Upcoming Management Certification Courses By Kristy Babb

The upcoming courses will take place in Irvine, Calif., on August 6–7 and Dallas on September 10–11. Special thanks to our Premier Sponsors Phillips 66 and True Brand, and our Partner Sponsor Federated Insurance. It will also be an opportunity to meet your new 2019-2020 AOCA Board of Directors: • President: Bill Floyd, Lucas Oil Center • Vice President: Mark Bochnowski, Lube ‘n Go, Inc. • Treasurer: Amber Kossak, Solid Start/ True Brand • Secretary: Justin Cialella, Victory Lane Quick Oil Change • Immediate Past President: John Lindsay,

Are your fast lube managers AOCA Certified Managers? Now’s your chance to ensure your management team is trained to meet the highest level of industry standards. This two day course provides comprehensive training in the following areas: • Leadership • Manager Responsibilities • Attracting and Retaining Customers & Employees • Implementing Training Programs • Financial Management • Safety & OSHA • Regulatory Compliance • And much more!

• • • • • •

Power Lube Express Auto Care Director: Sue Ackley, Oil Change Plus Director: Dave Everett, Service Champ Director: Eric Frankenberger, Oil Changers Director: David Haney, Oil & Lube Express Director: Jeff Malicote, Valvoline Director: Aaron Porter, Pit Stop Oil & Lube

For more information or to register, visit AOCA.org/Events. KRISTY BABB is the executive director of the Automotive Oil Change Association (AOCA). Contact her at info@ aoca.org or 800.230.0702.

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THE CUSTOM TOOL SET FOR LUBE SHOP PROFITS.

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PROMOTIONS • Encourage customer loyalty and repeat business. • Access to consumer rebates, keytags and coupons.

REPUTATION AND PERFORMANCE MANAGER • Nurture new and existing client relationships. • Increase customer reviews, referrals and repeat sales.

RESOURCE TOOLBOX • Select the right oil, signage, promotional items, training and more. • Order service bay kits, floor mats and static clings.

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Making It Happen

VIEWPOINT

The Entertainment Factor By Kit Sullivan

If you were to take a good look at your shop’s interactions with your customers from an outsider’s perspective, you would undoubtedly be amazed at the many common, everyday practices that occur that actually decrease your chances of successfully achieving the result we all want: A happy customer, a great ticket and fast service every time. Most lube shops get the basics right: Car comes in the back, oil change gets done, some other fluids and stuff are checked, money is collected and the customer leaves out the front. Believe it or not, this is the totality of what some shops consider their required “process”! I have heard from many shop owners things like: “Our customers here are great, we generally let them just kind of tell us what they want, no high-pressure tactics.” “My techs have been doing this for years, I let them conduct their service and presentations in the way that makes them most comfortable.” “We don’t ‘push’ here…our menu is clearly posted and if the customers want to buy something extra they will ask for it.” “This is a ____________ neighborhood; the customers around here just don’t have much money to spend.” If you or your shop manager has ever used any of those statements or any like them in a serious argument about their shops performance, then you need some personnel changes—stat!

The simple truth is hard to believe and sounds counterintuitive, but the fact is most customers only think they know what they want. They do not. If you ask them, most of them will all generally say, “Just an oil change, nothing else.” If you were then do what they asked for, just an oil change, how many of them do you think would then ask if you were going to check their tires? Or if you could just, “throw a little washer solvent in there for me, OK?” Leave it up to your customers; let them decide what they want and how to best complete the service and you will have unhappy customers, low tickets, eventually low car counts and an overall miserable experience.

It’s Entertainment!

I have been teaching this concept for years: It’s not about the oil change; it’s about the “entertainment value” your customer gets from the visit to your shop. First of all, what is the definition of entertainment? In its most basic definition, entertainment is described as: Exposure and/or interaction to events that is pleasing to one or more of the five senses. Do you think that your typical customer would say that their last visit to your shop was a “pleasing interaction to his senses?” Or, is it possible they may say, “I needed an oil change, and the coupon for this place was the best deal.” Personally, I ascribe to the notion that it

is all about the entertainment factor for the customer that makes the difference. It’s not the oil and filter I use on their cars, that’s for sure! They can get that stuff anywhere! In the feature film industry, everything is geared toward one single goal: get the viewer into the seat at the theatre. Everything is designed to make that movie-theatre seat the best overall place to watch the movie, right? Big, comfy, reclining rocker seats, awesome sound system, snacks and drinks available— the perfect set-up to watch a great movie. However, that does not guarantee success, right? What if the movie stinks? Then it is a lot of wasted effort and money, which leads to disappointing returns from production costs. Clearly, the “entertainment factor”—the movie—has to be good too. Your shop is no different. You should have every goal with respect to your customers have the same focus: to get them into that big, comfy movie chair, which in your case is them sitting in the driver’s seat of their car, in your bay while you are performing an oil change for them. Once they are there, the “movie” can begin (The movie of course, being your service presentation)! If you let the audience tell you what they want in a movie, then you will get answers like: “explosions, car chases, werewolves, pirates, space aliens, etc…” And then you will end up with a typical summer-time big-scale movie that costs a lot of money to make, rakes in the money for a few weeks, and then disappears

“...Most customers only think they know what they want. They do not. If you ask them, most of them will all generally say, ‘Just an oil change, nothing else.’” 58

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into DVD-rental world forever, probably never to be watched again by most people.

Your Movie Moment

The comparison to your shop would be a great looking building, nice clean employees and some awesome coupons available to everyone in your area. Sounds good so far, right? You would probably do well for a while, but with nothing to bring them back, what was all the effort for? With no compelling story, no entertainment factor for the audience to latch onto, there is nothing to keep it in their collective consciousness once they have left the theatre. The best movies, the ones that are remembered over the years as the “classics” all have one thing in common: great, compelling story. And great people are what make a great story. Awesome special effects only enhance a great story, but they cannot effectively take the place of a great story. No, instead of the one-time summer blockbuster movie approach, I use the smaller low-budget movie approach. The one that relies on great storytelling, great acting and great direction. The kind that gets such a satisfying response from the viewer that they want to see it again and they tell all their friends to see it also. Lots of steady, repeat business. Some of you may still be lucky enough to experience those great 100-plus car days every now and again, but those days are gone for most of us. A nice steady stream of customers every day, many coming from referrals and repeat customers will give you the consistent day-to-day car counts that you need to prosper in today’s fast-lube world. My shops have never been blockbusters since the day I opened them a few years ago, and I don’t really think they were ever blockbuster locations. However, with a lot of hard work and diligence 30–40 cars days are typical, and a 50+ car day is not too uncommon. One thing is certain: Oil and a filter are not the elements of a great story for your customers, they are only.

is not even fully revealed as to what it exactly is, and it will typically have little or nothing to do with the ultimate outcome of the story. In a spy movie, the “Macguffin” is the “papers.” In a pirate movie, the “Macguffin” is the “treasure chest”. In the story of your lube shop, the “Macguffin” is the oil and the filter. They didn’t come specifically to you for that, they can get those things anywhere, right? They came to you for the “story.” The story of your lube shop is basically your presentation to your customers, and as the manager or owner, you are the director of this story. Once you have your customers in the seat, how are you going to tell your story? Are you going to just have the actors (techs) read the lines with no personality? Or, will you practice beforehand so they know just what to say, how to say it with believability and conviction, and know just when to use the proper timing to say it when it will be most effective?

And the best actors in the world are useless without a script. With no fabulous words to say, what is the point of hiring actors? Great actors don’t “wing it” or ad-lib very much, they have scripts to follow. Great actors are the results of great directors. Be a great director, and tell a great story to your customers. Be sure to make it happen, and. See ya’ in the movies! KIT SULLIVAN began as a lube tech over 25 years ago and is one of the most knowledgeable and respected experts in the fast-oil-change arena. From location manager to general manager of a 50-plus unit chain, to owner of his own six-unit chain of lube shops, Sullivan has mastered every area of successful lube shop operation. Known for his excellent training seminars, as well as assistance in developing new products tailored to the industry, Sullivan is a popular consultant and can be reached at: quicklubekit@aol.com

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The “Macguffin”

The “Macguffin” has long been described as the story element that drives the viewer to the end of the film. Most often, the Macguffin

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PRODUCTS & SERVICES

AMSOIL EXPANDS EASY-PACK LINE

AMSOIL has expanded its easy-pack product offerings to include five new products previously only available in traditional plastic quart containers. The innovative easy-pack allows for improved maneuverability and access to tough-to-reach fill holes. This results in less mess and less wasted product than commonly seen when using traditional quart containers. The easy-pack has undergone extensive testing and development to ensure a durable, all-in-one package that can withstand even the most aggressive handling. The following products are now available in the flexible easy-pack, joining SEVERE GEAR 75W-90 Synthetic Gear Lube, SEVERE GEAR 75W-140 Synthetic Gear Lube, Synthetic ATV/UTV Transmission & Differential Fluid and Synthetic Marine Gear Lube. AMSOIL Signature Series Synthetic Automatic Transmission Fluid Protects against thermal breakdown while delivering outstanding wear protection. It provides cold-temperature fluidity to help improve shift-response, energy efficiency and warm-up times. AMSOIL Signature Series Fuel-Efficient Synthetic Automatic Transmission Fluid Formulated with high concentrations of antioxidants, making it naturally heat resistant while protecting against sludge and varnish deposits. Delivers excellent wear protection, cold-temperature fluidity and friction durability. AMSOIL Synthetic Manual Transmission & Transaxle Gear Lube Specifically formulated to reduce friction and protect against wear and heat in severe-service conditions. It delivers quick shifts, long service life and excellent protection in manual transmissions and transaxles. AMSOIL SEVERE GEAR 75W-110 Synthetic Gear Lube & AMSOIL SEVERE GEAR 60

80W-90 Synthetic Gear Lube Helps reduce operating temperatures while delivering superior film strength to resist thermal breakdown. This premium-grade gear oil is specifically engineered for maximum performance and protection against wear, pitting and scoring in severe-duty applications.

EDELBROCK INTRODUCED FASHIONABLE APPAREL COLLECTION

Edelbrock, a legendary manufacturer and distributor of aftermarket performance parts, has released a new line of apparel celebrating the company’s heritage and its “Charge Forward” philosophy. The new line includes hats, t-shirts, jackets and sweatshirts featuring Edelbrock’s iconic logo and vintage racing imagery. Created with enthusiasts and trendsetters in mind, the new line brings Edelbrock’s history of quality and innovation to the style-conscious community. Edelbrock’s new Lifestyle Apparel & Accessories collection features four distinct lines including, Power Speed, Lineage, Signature and Jr. Fun Team. The Power Speed line was created with the future in mind, designed for up-and-coming, fashion-forward racers with a trace of retro styling. The Lineage line harkens back to Edelbrock’s humble beginnings by celebrating the company’s heritage through vintage styling and the company’s classic branding. The company’s famous red and white Edelbrock logo has become synonymous with innovation and American-made quality. Edelbrock’s Signature line brings those values to life by offering consumers the opportunity to wear a piece of American history.

“The Edelbrock brand is a piece of both automotive and American history. Through our new apparel collection, we’ll have the ability to interact with people from all walks of life,” said Don Barry, CEO of Edelbrock. “This line was created not just for automotive enthusiasts, but also fashion-forward individuals who believe in innovative, American-made brands.” In addition to the four apparel lines, the

Edelbrock Lifestyle collection also includes accessories such as belts, totes, socks, patches and air fresheners. In 1938, Vic Edelbrock Sr. purchased his first project car, a 1932 Ford Roadster. In the pursuit of performance, he designed the Slingshot manifold. Since then, the company has continued to buck the status quo by producing high quality, American-made parts that enhance the performance of stock engines. Through the company’s commitment to performance, Edelbrock has offered customers a way to escape the average for more than 70 years and the company’s new apparel collection follows that line. Made from the highest quality materials and featuring unique designs, the collection maintains the brand’s core values while appealing to broad audiences.

AIRSEPT GRANTED PATENT FOR ITS GM RETROFIT CABIN AIR FILTER

AirSept, the industry leader in the development of OEM and aftermarket solutions for complex automotive repair problems, has been granted a patent for its OEM-approved GM Retrofit Cabin Air Filter. The new patent raises AirSept’s portfolio to more than 30 issued patents. According to AirSept president Aaron Becker, GM built over 5 million full-size pickup trucks and SUVs from 2007 to 2014 with a cavity for cabin air filters (CAFs), but with no factory-equipped CAF installed. “As a result, it is impossible to access the underdash cavity without bending the filter around the transmission bellhousing. Unfortunately, bending a traditional CAF cracks and tears its frame, allowing ingress of pollen, bacteria, dirt, soot and other airborne contaminants and rendering the filter ineffective,” explained Becker. AirSept’s GM Retrofit Cabin Air Filter features a segmented frame that bends to go around obstacles, then straightens as the technician inserts it in the CAF opening. The product can be installed in about 15 minutes or less following AirSept’s four-step installation process that requires no special tools. Installing the retrofit filter greatly reduces in-cabin dust and pollutants and extends blower motor service life. Standard and extra odor protection carbon filter versions are available. “We are pleased that our patent has been granted for this handy retrofit filter that helps promote clean air within the vehicle,” said

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Becker. “Our product provides repair shops with a beneficial business opportunity.”

NEW JOHN BEAN 12K 4-POST ALIGNMENT LIFT SYSTEM

Offering 12,000 pounds of heavy-duty lifting capacity in a compact package, the new John Bean 12K 4-Post Alignment Lift System provides shops with premium performance lifting options. “The new John Bean 12K 4-Post Alignment Lift System eliminates the need for shops to use multiple lifts,” said Neil Davis, product manager for John Bean. “This versatile John Bean lift offers premium features without taking up much space in the bay. From micro cars to heavy-duty pickups, the 12K 4-Post Alignment Lift has exceptional four-wheel alignment capabilities that cover a full range of vehicle requirements.” Some of the key innovative features of the new John Bean 12K 4-Post Alignment Lift System include: • 20.5-inch wide “Pro-Style” runways that help save time when loading vehicles of narrow to wide track widths • Closed front design maintains a steady and ridged lift for precise alignment measurements • Ultra-low profile design allows easy-on approach angle for low ride height vehicles • 81.6-inch long-rear slip plates means no need for repositioning of the front turn plates to accommodate longer or shorter vehicles • Full-floating, flush-mounted, rear-slip plates use a Delrin ball-style bearing assembly to ensure ease of vehicle movement, durability and reduced maintenance • Precision formed columns and ridged design ensure alignment accuracy • Positive locking system on all columns ensures safety and reliability

EZ OIL DRAIN VALVE

Simply install this valve and drain your engine oil without the need for any tools and

without creating a mess. Lift the lever of this nickel- plated brass ball valve and give it a quarter turn to open. To close, return the lever to its original locked position. The EZ Oil Drain Valve is constructed of corrosion resistant forged brass, stainless steel, and nickel-plated for additional protection from the elements. The ball valve design allows a straight flow for fast drainage and a flawless seal when locked closed, double sealed for guaranteed leak proof operation. An easy solution for frozen drain plugs and stripped threads, as they will be eliminated forever. Convenient to draw oil analysis samples, as the engine can be left running, for accurate oil analysis results. EZ Oil Drain Valve can be configured with optional removable Hose Ends that can either be left on or be removed when not needed. Vehicles with low clearance will benefit from this new feature as the Hose End can be attached only when draining oil with a hose, and be removed eliminating any road clearance concerns while driving. For very tight areas, an L-shaped Hose End can be used to prevent the hose from kinking.

For all engines: applications for all cars, light trucks, vans, heavy-duty trucks, buses, RVs, motorcycles, generators, marine engines, farm tractors, agricultural machinery, and industrial equipment.

BOSCH IS FIRST AFTERMARKET SCAN TOOL MANUFACTURER TO UNLOCK AND DIAGNOSE 2018 AND NEWER FCA VEHICLES IN SOFTWARE VERSION 3.7

Bosch announced today the release of software version 3.7 for the ADS 325 and ADS 625. Starting with many 2018 and newer models, FCA US requires a diagnostic tool to be compliant with their tester authentication

process to perform many diagnostic functions. Applicable vehicles include many models under Chrysler, Dodge, Jeep, Ram, Fiat, and Alfa Romeo brands. How is this accomplished? The diagnostic tool will still connect under dashboard to the 16 pin DLC, and via an internet connection, will obtain security credentials that are understood by a vehicle-mounted Secure Gateway Module (SGW). This module keeps vehicle communication networks secure and protects electronic control modules from being exposed to potential hacking. Think of the SGW as a device similar to a firewall. This changes how aftermarket diagnostics work. What diagnostic functions are affected? Certain functions like reading codes or live data are not impacted. But any functions that require performing actions or changes to the vehicle systems, like clearing codes, relearns, actuations, adjustments, now require the diagnostic tool to complete an authentication process and “unlock” the SGW before performing these functions. Only the FCA US dealership diagnostic tool has been supporting scan tool authentication for SGW unlock. Until now. Bosch, in partnership with FCA US and Industry, is the first aftermarket diagnostic tool manufacturer to develop the technology to unlock the SGW. Bosch has released this feature as a Beta Test with the May 3.7 software release on Bosch ADS 325 and 625 platforms initially. Other Bosch manufactured diagnostic platforms will follow in coming weeks. The Beta test will allow customers to follow the FCA US prescribed method by legally and quickly diagnosing all vehicles equipped with the SGW seamlessly and within seconds. Only an internet connection and active tool subscription are required. Bosch software version 3.7 also includes: • Pre and Post-Scan Coverage for 2019 model year Alfa Romeo, Chrysler, Fiat, Honda, Jeep, Mazda, Nissan, Subaru and Toyota • ADAS Camera Dynamic Calibrations for 2008-2018 model years BMW, Chrysler, Ford, GM, Honda, Hyundai, Jeep, Kia, Mazda, Mitsubishi and Volvo • Special Tests for 2017-2018 model years Ford, GM and more July 2019

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ADVERTISERS/PRODUCT INDEX July 2019 AAPEX____________________________________________________45 _____________312.226.4111__________________ www.aapexshow.com AutoCenter Sales ___________________________________________48_____________800.874.5793________________www.acentersales.com Auto Data, Inc. _____________________________________________ 7______________800.767.7580________________ www.autodatainc.com BayNets___________________________________________________54_____________860.537.1414_____________________ www.incord.com BendPak__________________________________________________56_____________800.253.2363___________________ www.bendpak.com Chevron___________________________________________ Coverflap, 37_________415.764.1300___________ www.wavemakerglobal.com Devon Industries___________________________________________39_____________800.468.1970__________________www.devonlube.com eGenuity, LLC - eLube.net__________________________________ 49_____________800.600.4955___________________ www.egenuity.com Integrated Services, Inc. - LubeSoft - Modulube__________Outside Back Cover_____800.922.3099________________________www.ints.com Kafko International Ltd. - Oil Eater/Degreaser____________________11_____________800.528.0334_____________________www.oileater.com M & M Service - Deep Blue Windshield Washer Concentrate____________46 _____________800.657.9834__ www.windshieldwasherconcentrate.com Mighty Distributing System of America____________________________ 9 _____________800.829.3900______________www.mightyautoparts.com Petroy BV_______________________________________________ 44___________ +31 6 51997600____________________ www.petroy.com Phillips 66 Lubricants_____________________________________ 57_____________877.445.9198__________www.phillips66lubricants.com PM Attendant, Inc.__________________________________________13_____________866.576.8957_______________ www.pmattendant.com RelaDyne__________________________________________________ 5______________888.830.3156___________________ www.reladyne.com Roth Industries__________________________________________ 59____________ 888.266.7684______ www.rothlubetanks.com/benefits Service Champ_________________________________________ 32-33____________800.221.0216______________ www.servicechamp.com Shell - Pennzoil___________________________________ Inside Front Cover______800.237.8645___________________ www.pennzoil.com Shinn Buildings__________________________________________ 14_____________855.879.9995______________ www.shinnbuildings.com Smart Blend Synthetics______________________________________ 3______________800.624.7958______________ www.lifeautomotive.com Solid Start â€“ True Brand______________________________ Inside Back Cover______877.290.3950___________________www.solidstart.com TOTAL Specialties USA_____________________________________ 47_____________800.323.3198______________www.totalspecialties.com Valvoline_____________________________________________ 27, 62____________800.832.6825___________________ www.valvoline.com July 2019

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Train Like Your Wallet Depends On It

VIEWPOINT

Where Do All the Good Employees Grow? By Lenny Saucier

If you didn’t catch the AOCA convention you missed out on a great deal of education, networking and parties. This event coupled with the Car Wash Show, offered a wide variety of topics to ponder over. Despite the wide variety of businesses and areas they serve, there was one singular topic discussed over cocktails: “Where do all the good employees go?” You couldn’t bring up an employee problem without eyes rolling back in the heads of those in an ear shot.

The Data

Over the past few years, the Bureau of Labor Statistics has reported a dramatic decrease in unemployment from 9.1 percent in June 2011 to 3.6 percent in April 2019. This has caused a strain on shop owners and operators to up their game in attracting quality team members to service the customer. This has mainly been done by increasing the wages and benefits to employees. The kicker is that either employees are not staying with their jobs or shops are not attracting qualified technicians despite the pay increase. The frustration in the manager/ worker relationship continues to be a constant pain point in the shops across the country. So, the question is not where do all the good employees go, but where do they grow?

I Sucked When I Started

I am not ashamed to admit that. So did you! While it may not have been at this current job or this current field, it was somewhere. As you chew on your employees doing something wrong you can remember when you used to do something similar that caused you to receive the same tongue lashing. I can give you countless stories of what I did wrong in my early days and event ones today. Something changed along the way. I began to take my job seriously because my job started taking me more seriously. There were several people in different professions that didn’t expect me to be up to speed right off the bat but understood that I was learning and could be molded. It was a relationship 64

that forced me to stay with that company and grow.

Where Do They Grow?

Great employees come from great leaders. You must invest in your team, not only in pay and benefits, but be genuinely interested in their growth and development. This starts with you as the owner/manager/leader understanding that your employee has flaws or in generally uneducated on what you need them to do. And developing a plan.

“You must invest in your team, not only in pay and benefits, but be genuinely interested in their growth and development.” Training is successful in three different venues, written, visual and hands on. There is no cookie-cutter program out there that can give you exactly what you need to everyone. Each individual is accustomed to learning in his or her own way. The best way to accomplish your goals is to have a three tiered blended learning. 1. Have printed materials that the employee can read and reference at their disposal. This may be placed in the shop or in your online training center. 2. Have a robust e-learning center that will allow the employee to watch videos that

will demonstrate the procedures exactly as you would like them done. Many vendors carry online training that you can utilize for your employees 3. Have a hands-on training session that not only trains them, but they also will train you afterwards. After you have completed this area and decided that the employee is proficient in your procedures, you should have them initial it on their training checklist. This will serve as an expectation that they are to use only the training received. It will also serve as a training record for performance, HR, and legal cases. You cannot sit back in today’s market and hope that a perfectly trained and groomed employee comes across your doorstep looking to fill your wallets with profits. You must take a deliberate step to grow great employees and create a culture for success inside and outside of your walls.

Homework

Take a good hard look at your staff and decide if they can be trained to be great employees. If they can (and the answer is usually so), start taking the steps to stop complaining about the lack of qualified resources out there and create your own great employees. Become a farmer of great people, yes someone will come and try and pick from your crop, but it’s not really about you, is it? Decide that you can really make a difference in your team then read my next few articles. Or think your people skills are top notch and watch your people go to the competitors and succeed. It’s your wallet after all. Until then, be great! LENNY SAUCIER has spent the last 17 years developing future quick lube leaders for one of the fastest growing quick lubes in the nation. His procedural and development consulting has brought him around the world to spread knowledge in the United States, Canada and Saudi Arabia. His experience has placed him on many boards and committees with the AOCA, Take 5 and MAP/ AMRA. Saucier can be reached at fmgventures@gmail. com for comments and consulting requests.

www.noln.net

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KEEP YOUR CUSTOMERS

According to the USDOT Bureau of Transportation Statistics (www.bts.gov), over 600 million summer trips will be made between Memorial Day weekend and Labor Day weekend this year. Nine out of 10 of these summer trips (about 91%) will be in personal vehicles, with the average trip being 284 miles one-way. Now is the time to make sure your customers’ vehicles are ready to go with the True Brand Summer Tune-up Trio: TRUE BRAND HEADLIGHT RESTORATION KIT restores unsafe, hazy headlights to like-new clarity and increases visibility by up to 50% to help your customers see safely while driving at night. FUEL JUELS is the only time-released fuel treatment in the world and restores fuel mileage by up to 7% to help your customers save money at the pump. TRUECOLDº A/C PERFORMANCE BOOSTER cleans and protects the A/C system to help it get colder faster and keep your customers cool, no matter how long they are on the road. #T601

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