Fender Bender - August 2024

PASSION FOR THE REPAIR

71R07/562P 71R07/562P RAER ERAPS

BAG

LATÉRAL •⁄o notlean againstthedoor⁄

•⁄o not use seat coversthat block side airbagdeployment

⁄ee owner’s manualfor moreinformationPO⁄⁄É⁄⁄⁄⁄⁄⁄⁄⁄B⁄⁄⁄⁄⁄⁄⁄⁄ G⁄⁄⁄⁄⁄O⁄⁄O⁄⁄⁄⁄⁄⁄⁄⁄

PC/ULEVq lified

Californiaclass/stds:

Group: FGMXV01.80111.2L

Evap: FGMXR0095805

•⁄e vousappuyez pascontrelaporte⁄

•⁄’utilizez pas un couvre siège qui peutbloquerledéploiementducoussingonflablelatéral⁄oirle manueldu conducteur pour deplusamplesrenseignements⁄ AVERTISSEMENT

Order Labels From Our Easy To Use App New and Improved ADL App Now Available!

TOTAL 4 FRONT 2

Thecombinedweightofoccupants

SFI/HO2S/TWC, OBD:II SE APACITY

ONCONTROLINFORMATION Co ations: 2016 MY ot or sale in sta a ornia emissi ndards.

TWC/HO2S/ H 2S/CAC/TC/DFI U LDV L Group:GFMXV02.3VJW

No tments needed. F Fuel: Gasoline ABZ

Evap MXR0125NBV

What

How

and

The

Amato’s

EDITORIAL

Chris Jones Group Editorial Director

Jay Sicht Editor-in-Chief

Abdulla Gaafarelkhalifa Associate Editor

Kacey Frederick Assistant Editor

Emily Kline Special Projects Editor

Leah Marxhausen Special Projects Editor

Drew Bryant Contributing Writer

Tiffany Menefee Contributing Writer

Greg Lobsiger Contributing Writer

Noah Brown Contributing Writer

Lindsey Gainer Contributing Writer

Todd Kortemeier Contributing Writer

Steve Trapp Contributing Writer

EDITORIAL ADVISORY BOARD

Jordan Beshears Steve’s Auto Body

Sheryl Driggers Collision Advice

Frank Rinaudo Industry Consultant

Jason Mundy Mundy’s Collision Center

Stan Medina Certified Collision Works

SALES

Chris Messer VP/Market Leader - Vehicle Repair Group

Andrew Johnson Associate Publisher

ajohnson@endeavorb2b.com

Mattie Gorman-Greuel Associate Sales Director

Cortni Jones Director of Business Development

Diane Braden Account Executive (National Accounts) dbraden@endeavorb2b.com

Marianne Dyal Account Executive (National Accounts) mdyal@endeavorb2b.com

Chad Hjellming Account Executive (National Accounts) chjellming@endeavorb2b.com

Lisa Mend Account Executive (National Accounts) lmend@endeavorb2b.com

Martha Severson Account Executive (National Accounts) mseverson@endeavorb2b.com

Kyle Shaw Account Executive (National Accounts) kshaw@endeavorb2b.com

Sean Thornton Account Executive (National Accounts) sthornton@endeavorb2b.com

Ryan McCanna Administrative Assistant ART AND PRODUCTION

Mariah Straub Production Manager

Jen George Ad Services Manager

Mitch Bradford Art Director

ENDEAVOR BUSINESS MEDIA, LLC

CEO Chris Ferrell

President June Griffin

COO Patrick Rains

CRO Paul Andrews

Chief Digital Officer Jacquie Niemiec

Chief Administrative and Legal Officer Tracy Kane

EVP Endeavor Business Intelligence Paul Mattioli

EVP Transportation Kylie Hirko

HOW TO REACH US

Endeavor Business Media, LLC

571 Snelling Ave N Saint Paul, MN 55104

tel 651.224.6207 fax 651.224.6212

The annual subscription rate is $90 (U.S.A. only) for companies not qualified to receive complimentary copies of FenderBender.

LETTERS TO THE EDITOR

editor@fenderbender.com

Opinions expressed in FenderBender are not necessarily those of Endeavor Business Media, and Endeavor Business Media does not accept responsibility for advertising content.

WHAT ARE YOU DOING ABOUT THE TECHNICIAN SHORTAGE?

Sustainable recruitment, training, and mentoring methods help retain new hires.

THERE ARE MORE THAN 20,000 new or replacement collision repair technician positions vacancies this year, according to a 2023 report from the TechForce Foundation. The good news is after a downward slide that lasted for the past six years, that trend had a small reverse for 2022, with an increase of 800 technicians.

That trend is encouraging.

But fewer than 40% of career technical school enrollees enter the industry, and only 15% of the students who enter the industry stay for more than 18 months, said Jeff Peevy, vice president of industry relations at the Inter-Industry Conference on Auto Collision Repair (I-CAR). Peevy was one of the panelists for the Talent Pool & Education committee at the July Collision Industry Conference in Denver, which talked about ASE accreditation, the I-CAR Academy, and the "leaky pipeline" that results in those students going into other trades.

Additionally, before they even graduate, we "lose a percentage of those prior to completion of the program," said George Arrants, vice president of the Automotive Service Excellence (ASE) Foundation, and also a panelist. "The number-one reason for a high school student not to take the next course offered in succession is not schedule conflict. It's no defined career path."

He encouraged owners and operators to become involved in their local programs and let them know of the opportunities available.

For the July 23 CollisionCast, I spoke with I-CAR's Jesus Guerrero, director of product management, about the new Collision Academy, which not only replaces the previous career technical school curriculum but will soon be available to shops to provide a career path to an entry-level hire, even some -

one with no foundational knowledge, and quickly allow them to become productive members of a shop team.

And for this month's feature, learn how the Auto Talent Co-op is seeking to bring together the various organizations and shop operators to create sustainable recruitment, training, and mentoring methods.

Those methods, along with apprenticeship models such as found in the Collision Engineering Program, which features eightweek rotations between a college program and shop participant, are the key to longterm retention of the technicians our industry works so hard to train.

"When they leave our industry," Arrants said, "They're staying in the skilled trades. They're just not staying with us."

JAY SICHT EDITOR-IN-CHIEF jsicht@endeavorb2b.com

TEACHING TEACHERS AT THE ASE INSTRUCTOR TRAINING CONFERENCE WORKSHOP

IT WAS A BUSTLING DAY at the 3M Skills Development Center in St. Paul, Minnesota, on July 15. Part of the ASE Instructor Training Conference, the day-long event was filled with informative sessions led by industry experts and provided attendees with valuable insights into various topics.

Instructors were welcomed to a clean room with a polished floor, 24 personal workstations, Car-O-Liner and Pro Spot equipment, and an array of 3M products. The workshop began with a 30-minute introduction to shop tools, equipment, and layout, led by 3M Senior Technical Service Engineer Shawn Collins. This was followed by a session on panel removal, where Collins identified the proper abrasives and procedures for grinding welds and removing panels.

He then led a 45-minute session on weld bonding, focusing on the replacement of panels and the proper cleanup of adhesive, followed by a deep dive into the science behind weld-through primer.

To the untrained eye, there might not be a noticeable difference between collision repair students and instructor students. Collins explained to FenderBender that the difference lies in the education of the instructors, which is based on “the science of why.” Some students need to understand why they must do things in a specific way to retain the information. Often, instructors don’t know how to answer the why, which is where ASE and 3M step in.

The morning sessions concluded with a one-hour deep dive into the science of primer and e-coat replication and bare metal application cautions. This session,

led by 3M Application Engineer Ryan Marrinan, compared 1K primer vs. 2K primer. Marrinan wanted instructors visiting 3M that day to also move away from what he called “tribal knowledge,” defined as a lack of desire to change practices, even for newer vehicles.

Newcomers to the field might find it humbling to see seasoned repairers learning new tactics and methods for common

practices in the field. They might even review high school-level science, such as why it might be a bad idea to weld magnesium.

The afternoon sessions began with a twoand-a-half-hour session on OEM bead replication techniques in seam sealer applications, led by Marrinan, followed by a one-hour session on the application and performance of cavity wax.

The biggest “wow” that came from the instructors came from Marrinan’s demonstration of the OEM Match Sprayable Air Supply Kit.

The ASE Instructor Training Conference took place in the Twin Cities metro area from July 15 to July 18.

Original fit and function

Identical size and thickness

Seamless camera integration

Structural rigidity

Noise deafening

Recalibration ready

Forward thinking. Not reverse engineering.

The use of OEM glass over alternatives is key to providing customer peace of mind. Same as the factory part, Original Ford Glass is designed to integrate with today’s advanced windshield safety systems, maintain structural integrity, and more.

Joining the Ford Certified Glass Network (FCGN) gets you access to not only the right parts but also exclusive Ford procedures, training, and support — helping you properly install and calibrate glass in any Ford vehicle you see.

Learn more about the benefits of joining at ford.com/fcgn-fb.

AI: A COLLISION REPAIRER’S CO-PILOT

How can AI impact collision repair in the future — and also the present?

BY ABDULLA GAAFARELKHALIFA PHOTO CREDIT: ADOBESTOCK_485241075

ACCORDING TO A 2023 Markets and Markets report, the global artificial intelligence (AI) market size is projected to reach $407 billion by 2027. It’s fair to say that AI is going to be a significant part of our lives, whether we like it or not.

It’s not just for fixing grammar or spelling in an email or trying to write a better text message in a dating app. Companies around the world are using it, especially to fulfill administrative tasks.

So, the question then becomes, how will it impact collision repair?

AI in Collision Repair

In May 2024, the Collision Industry Electronic

Commerce Association (CIECA) hosted a webinar led by Gaurav (Rav) Mendiratta. He is the CEO of SocioSquares, an AI software development and online marketing firm, and the chief product officer at Propel. During the webinar, he shared dramatized calls of customers speaking to AI, including one where a customer had just experienced a car accident and was still in the car.

“I can imagine that in the near future, AIdriven virtual assistants will be installed in every vehicle and will offer real-time advice and real-life reassurance, helping to reduce stress and ensure critical information is accurately recorded,” Mendiratta said. After showing an example of a call where a customer found a crack on his windshield, he said “it’s not quite there yet,” when it comes to communicating with the customer.

Mendiratta also shared tools that collision repair workers could use today, such as Altamira.ai, which estimators can use to analyze damage from photos. He also listed Tchek.ai and Tractable.ai.

“By automating routine tasks, AI can allow human estimators to focus on more complex cases and help improve overall efficiencies,” Mendiratta said in the webinar. “AI can also analyze vast amounts of data to optimize policy pricing, predict risk more accurately, and enhance customer service.”

AI in Customer Service

Ryan Taylor, the founder and CEO of BodyShop Booster, is certainly no stranger to using AI to enhance customer service.

While trying to reach him, FenderBender was greeted by his AI assistant named Liz. Not only did Liz schedule the interview time, but she also wanted clarification on what kind of questions Taylor should expect from us.

In the actual interview with FenderBender, he demonstrated a phone call in a live dramatized situation where he was involved in a car accident and the AI bot, still unnamed, is taking in his information while also showing care as a normal human being would. The crucial difference between the AI and a

human phone receptionist at a body shop is that the AI is available to take your call 24/7 instead of a typical 8-5 Monday to Friday. Taylor acknowledged that some people are hesitant to interact with AI, often due to negative experiences with less sophisticated systems. However, he emphasized that his company’s AI is much more intelligent and capable of handling different workflows. If a customer expresses a preference for speaking to a human, the AI will attempt to connect them with an available person. If no one is available, the AI will take a message and ensure it reaches the first available person.

Future of AI in Collision Repair

Just like Mendiratta, Taylor’s AI will soon be able to analyze images, whether they’re videos or pictures. For example, he hopes to see technicians being able to use smart glasses or earbuds with cameras to get feedback on their work from the AI. However, this is future state stuff and will take a bit longer to implement.

Taylor and Body Shop Booster invested in AI’s usefulness in the collision repair industry after something that is very common in the industry, hail.

“We had a scaling problem,” Taylor said. “We would go from a relatively small team of eight body shops, and all of a sudden, we’d get a hailstorm that comes through a big area. We would go from handling a reasonable number of repairs to a boom, this huge influx. For example, in 2010, I had a hailstorm hit, and we got 13,000 claims overnight.”

Taylor sought technology as an answer. “And the other thing that we started seeing on the collision side, in particular, is the admin burden has been continuing to grow,” he said. “For example, in 1996 when I was getting going, we used to have one person in the front office for four production staff working in the back. That was our ratio, one to four, and now today most shops have one person in the front office and one production staff in the back.”

Taylor also mentioned that the AI can be customized and trained according to

the specific operational preferences of each shop, making it a versatile tool for improving customer service in the collision repair industry. He encouraged listeners to call a demo number to experience the AI assistant firsthand.

With innovation often comes fear. The most common, of which history has proven time and time again, is of people losing their jobs.

In response to concerns about job loss in the collision industry due to AI, Taylor says the technology is a great copilot. It can reduce the admin burden by about 27%, according to his data, freeing up time for customer service representatives and estimators to focus on more valuable tasks. He believes that AI will make people more productive and that businesses will need to adapt to AI to remain competitive.

“Otherwise, it’s just going to be really difficult, time-consuming, and frustrating,” Taylor said.

As for the cost, Taylor explained that his AI solution is a subscription with a pay-as-you-go

element. The AI is scalable, so to make it affordable, there will likely be a small subscription fee and then a pay-as-you-go usage fee. This makes it more accessible for businesses to get started with AI.

For those who are considering looking into how AI could help in their shop, Taylor had this to say:

“Start spending a little bit of your time understanding how AI can positively impact you and affect you. Because you don’t want to get into what we call the ‘laggard stage’ at the end of this, where all of a sudden, your competition is flying past you and you’re like, ‘How do I catch up?’ It’s really, really hard to catch up once somebody is already going at 100 miles an hour and you’re doing 10 miles an hour. It’s hard to get up to speed and try to catch up to someone ahead of you. So, getting into this stuff now is probably the best time to start looking at it and seeing how it’s going to affect you and if it’s going to be a positive thing to add to your business.”

LIGHT HITS

MORE SHOPS ARE RESEARCHING OEM REPAIR PROCEDURES

More than three in five shops (61 percent) say they are researching automaker repair procedures on “all” or “most” of the vehicles they repair, a nine percentage point gain since 2020, according to a “Who Pays for What?” survey this past spring.

“It’s still not a high enough percentage, because this must be done every time, but at least awareness of this vital step is increasing,” Mike Anderson of Collision Advice, who conducts the quarterly surveys with CRASH Network, said. “OEM information is complex, and can change. I recently wrote an estimate on three of the same year and model of vehicles, but the alignment procedures and battery disconnect procedures were different based on trim levels and engine types.”

Much to Anderson’s chagrin, about 17 percent of the nearly 700 shops participating in the survey acknowledge that they never or “only occasionally” research automaker procedures when preparing an estimate or repair plan – a percentage that has held quite steady since 2020.

The surveys have consistently found that about half of shops say the estimator or repair planner is primarily researching OEM procedures, while another 35 percent say an estimator and technician do it jointly.

The latest survey results can be found on CRASH Network’s website, www. crashnetwork.com/collisionadvice/.

CCC’S RECENT CRASH COURSE REPORT UNDERSCORES THE EFFECTS OF EXTREME WEATHER

CCC Intelligent Solutions released its Q2 2024 Crash Course report on June 25, 2024 which focuses on the impact of severe weather events, according to a news release.

The report, based on data from 300 million claims-related transactions and millions of bodily injury and personal injury protection (PIP) /medical payments (MedPay) casualty claims, highlights the increasing frequency and severity of storms. These are not just seasonal issues but persistent challenges that

require strategic planning and swift adaptation from industry players, according to Kyle Krumlauf, director of industry analytics at CCC.

The report examines the expanding geographical impact of severe weather, forcing the auto insurance and repair industries to adapt to new patterns and prepare for an unpredictable future. It points to significant increases in repair times and costs due to storm-related damages. For instance, hail-related auto claims rose to 11.8% of all comprehensive claims in 2023, up from 9% in 2020. The average repair costs for hail-damaged vehicles have increased by 15% over the past three years.

Key findings of the report include:

• Record Storms and Increased Costs: The surge in billion-dollar weather events has led to higher claims costs and longer repair times. A case study in the report highlights Hurricane Ian’s impact in 2022, where comprehensive estimates tripled in affected states and increased nearly sevenfold in Florida.

• Geographic Shifts: The migration of populations to hurricane and hail-prone areas like Florida, Colorado, and Texas has intensified the impact on insurers and repair shops, leading to higher volumes of claims and stressing the existing repair infrastructure.

• Vehicle Repair Costs Rising: The average total cost of repair (TCOR) increased 3.3% in Q1 2024 compared to Q1 2023, with labor rates and parts costs contributing to the rise.

• Electric Vehicles (EVs) Repairable Claims Growing: EVs accounted for 2.4% of all repairable claims in Q1 2024, up from 1.6% in Q1 2023. The average repair cost for EVs is 46.9% higher than for non-EVs, primarily due to higher labor costs.

• Casualty and Medical Costs Continue to Rise: Medical treatment costs for auto claims are rising, with high-dollar procedures experiencing significant inflation. Uninsured and underinsured motorist (UM/UIM) injury claims increased by 44%, rising from 9.4% in Q1 2023 to 13.5% in Q1 2024, as

households struggle with rising auto insurance premiums.

• Subrogation Trends: High turnover among adjusters is hindering subrogation efforts, leading to a 16% decrease in referrals. Carriers are increasingly using technology to streamline subrogation processes and improve recovery rates.

CCC Intelligent Solutions Inc. plans to release the Crash Course report quarterly in 2024 to provide more frequent updates on key trends and insights. The Q2 2024 report is the 30th edition of Crash Course. It can be downloaded from their website.

FenderBender’s CollisionCast recently released a podcast episode on the possible impact that climate change will have on hail and hail repair in the industry.

FATHER-SON CARSTAR CELEBRATES THREE DECADES OF EXCELLENCE

CARSTAR Yorkville, Illinois, celebrated its 30th anniversary this past June, marking three decades of unwavering commitment to perfection under the steadfast leadership of owner Justin Fisher and his dedicated team, according to a news release.

The establishment was founded by Dean Fisher, who passed the ownership baton to his son Justin nearly a decade ago. Since then, CARSTAR Yorkville has consistently delivered superior repairs and exceptional customer service to the western suburbs, setting a standard for excellence in automotive care.

Justin Fisher, a prominent figure in both business and community engagement circles, has not only sustained but also elevated the shop’s reputation to new heights.

“Leading the Chicagoland CARSTAR Business group, Justin’s relentless pursuit of growth opportunities and unwavering commitment to strengthening community ties epitomize the true essence of CARSTAR’s spirit,” the release stated. “In celebration of this significant milestone and in honor of Father’s Day, we extend our heartfelt gratitude to Dean and Justin Fisher for their enduring dedication and visionary leadership. As fathers

EEFFF, AA E EFDEEE & E

E x p e r i e n c e C o l l i s i o n e p a i r E xc e l l e n c e

themselves, their legacy of excellence and commitment to service inspires us all to strive for greatness.”

CCG HIRES LIZ STEIN AS NEW VP

Liz Stein, the current president of the Women’s Industry Network, joined Certified Collision Group, Inc. (CCG) as vice president of strategic initiatives for North America, effective July 1, according to a news release.

Stein has over two decades of experience in the collision repair industry, including executive management of collision repair networks and the launch of an electronic repair planning platform. She also serves as the co-chair of the CIC OEM Industry Relations Committee.

In her career, Stein has been involved in the launch of Fiat Chrysler Automobiles, Ford, Nissan, Kia, and Hyundai Certifications at Assured Performance. She has also worked toward getting various collision industry stakeholders to recognize the importance of OEM Certified Collision Repair Centers.

At OEC, Stein contributed to the launch of the electronic repair planning platform RepairLogic.

“I am eager to serve the collision repair shops who are working under challenging circumstances to deliver safe and properly repaired vehicles to consumers,” Stein said. “I look forward to contributing to CCG’s legacy.”

“Liz brings valuable insight to CCG with her expertise and understanding of industry dynamics,” said Michelle Sullivan, CEO of CCG. “We anticipate her leadership as we continue to deliver value and programs to our affiliates and partners.”

NEBRASKA STUDENTS PAINT MURAL ON DEALERSHIP WALL

Students enrolled in a Fine and Performing Arts course of the University of Nebraska -Lincoln (UNL) have added a new roadside view along U.S. Highway 77 in Beatrice Nebraska, according to a news story from UNL.

The group — part of a Street Art II: Mural Masters class led by Sandra Williams, associate professor of art — spent more than a week painting a mural at Premier

Chevrolet Buick GMC in Beatrice, Nebreaska. Williams said project offers students valuable experience while connecting them to Nebraska communities. It also offers students a creative experience that cannot be replicated in a classroom.

Williams has worked on public art projects in Alliance, Nebraska, for the last few years, and said they were listening to what communities wanted what the people in communities like these wanted when it came to public art.

The answer? Murals.

“Nebraska towns are a blank canvas waiting for renewal,” Williams said. “Murals can revitalize spaces. They can catalyze broader community ideas into renewal initiatives. There are educational, social and economic benefits to having widespread cultural access.”

Andrea Schafer, chief business officer at Premier Chevrolet Buick GMC, said they were interested in a mural to beautify their building. The business sits near downtown Beatrice, which was named a Certified Creative District by the Nebraska Arts Council. Even before the mural was completed, Schafer had received messages about how excited they were about the project.

“We were able to piggyback on what their idea was and bring more art to downtown,” she said. “It makes our community look that much better.”

The staff at the business generated a concept about bringing together past and present trucks for the mural, which Schafer shared with the class. She said working with the students was easy and seamless.

“They have great ideas, and it’s fun to hear what they have to say,” Schafer said. “I love their creativity.”

ABG APPOINTS NEW SVP GENERAL COUNSEL AND CORPORATE SECRETARY AFTER CYBER-ATTACK

Asbury Automotive Group announced the appointment of Dean A. Calloway as senior vice president, general counsel and secretary, effective July 1, according to a news release.

Calloway joined Asbury as assistant general counsel in October 2013 and has since held various positions within the

company. He was promoted to associate general counsel in February 2017, and then to vice president and associate general counsel in August 2022.

In his over 10 years with the company, Calloway has led complex commercial litigation, addressed cyber security issues, handled corporate governance matters, and managed franchise and Original Equipment Manufacturer (OEM) matters, among other responsibilities. He has also served as assistant corporate secretary.

Before joining Asbury, Calloway was a partner in the Atlanta office of an Am Law 15 firm, where he worked in the firm’s business and tort litigation group.

“I am very confident in Dean’s ability to lead the Asbury Legal Department as we continue on our exciting path forward as a company,” David W. Hult, Asbury’s president and CEO, said.

“I am honored to assume this new role and I look forward to the opportunity,” Calloway said.

The announcement follows the retirement of George A. Villasana, the company’s former SVP, Chief Legal Officer and Secretary, on June 30, 2024. Villasana will continue to serve as a special advisor to the company until his retirement on March 31, 2025.

A week prior to the leadership transition, Asbury Automotive Group announced they fell victim to a cyber-attack which originated from one of its vendors, CDK Global, and has affected a range of services including sales, service, inventory, customer relationship management, and accounting functions.

Asbury Automotive Group is one of the largest automotive retailers in the U.S. As of March 31, 2024, Asbury operated 157 new vehicle dealerships, consisting of 206 franchises, representing 31 domestic and foreign brands of vehicles. The company also operates Total Care Auto, Powered by Landcar, a leading provider of service contracts and other vehicle protection products, and 37 collision repair centers.

WINE COMPANY LAUNCHES NEW TRADE SCHOLARSHIP PROGRAM

Rebellious Wines from California announced the Rebellious Riveters

Scholarship in partnership with TechForce Foundation, according to a news release.

The development of this Rebellious Riveters Scholarship Program is a direct response to Rebellious Wines‘ recent survey, which found that more than half (55%) of Americans believe in breaking gender norms through their career choices. It comes at a critical time as America grapples with a dual challenge: filling the skills gap in its labor market and breaking down gender norms that have kept underrepresented populations out of these lucrative careers.

“The skills gap in trade careers is a pressing issue. Our country needs nearly 800,000 new automotive, diesel, collision repair, aviation, and avionics technicians by 2027 to meet demand, and the underrepresentation of diverse groups is a key factor to consider,” said TechForce Foundation CEO Jennifer Maher. “Support from Rebellious Wines contributes to TechForce Foundation’s charitable work of inspiring all students to explore technician careers, supporting them through their education and connecting them to successful careers. We’re dedicated to increasing representation and partnering with like-minded partners like Rebellious Wines to empower students around the U.S. and provide the crucial support they need to break into these fulfilling careers.”

The industry is experiencing a significant skills gap among underrepresented populations. According to the Bureau of Labor Statistics, women are particularly underrepresented, accounting for less than 3% of employed technicians. The Rebellious Riveters Scholarship aims to address this disparity and inspire more people to pursue careers in the skilled trades.

“This scholarship is about equipping unapologetically rebellious individuals with the tools they need to build successful careers,” said Bob DeRoose, president and CEO of Kobrand Corporation, which owns Rebellious Wines. “We are committed to breaking barriers and are honored to support those who embody this notion of being rebellious for good. After all, their drive and determination will ultimately help bridge the skills gap, proving that the future of these industries will be both inclusive and rebellious.”

The Rebellious Riveters Scholarship Program began on June 26, and will accept submissions on a rolling basis through August 2024. The scholarships will be available for eligible students enrolled in any post-secondary technician program across the United States.

The scholarship is a testament to the brand’s commitment to challenging the status quo and aims to empower individuals eager to forge careers in skilled trades, as stated in the release. Visit www.rebelliouswine.com/rebelliousriveters for more information about the Rebellious Riveters Scholarship Program.

The LKQ Refinish Division is a leading distributor of Automotive Refinish Paint, Fleet & General Industrial Coatings and associated refinish products throughout the US and Canada. This division was formed by joining our well-known Keystone Automotive Paint, Body and Equipment business with our recently acquired FinishMaster business. Our experienced team is dedicated to providing the products and services necessary to help grow your business.

• Abrasives

• Body Repair

• Detailing

• Refinish & Coatings

• Safety

• Tools & Supplies

Whether you have a collision repair business or a restoration project, we carry all of the brands you trust to get the job done.

CHALLENGES BY REGION

RESPONSES FROM the 2024 FenderBender Industry Survey continue to prove that the tech shortage remains a high concern across all four regions in the U.S. However, this year no region broke past 40% of respondents saying that it is a number one issue, thus shedding light on other concerns in the industry such as labor rates, insurer influence on the repair process, and the rising cost of doing business.

AMATO’S AUTO BODY

By ABDULLA GAAFARELKHALIFA

Photos by QUALITY COLLISION GROUP

FOUNDED IN 1980, Amato’s Auto Body has certainly proven itself as a frontrunner in the auto collision sector in Southern California, proudly holding 18 OEM certifications from brands including Tesla, Audi, Porsche, and Land Rover, among others. Their commitment to OEM repairs and shared values caught Quality Collision Group’s (QCG) attention and brought Amato’s under their umbrella in 2022.

THE PICTURES

The first thing that will catch the unsuspecting eye in the body shop is the look and feel. If you think it’s a retro-style movie theater, then you’ve made the original operator proud.

“He’s a really big movie buff,” Victor Valencia, the GM at Amato’s, said about the original owner, Paul Amato. “It’s a really great icebreaker, especially with customers who are not always in the happiest mood when they come in.”

He said it’s very often that a customer might speak to a staff member and notice a prop or movie poster, and they briefly bond over it. Film is something that connects

people of all backgrounds. Especially with classic movies, a slight taste of nostalgia can help some get through having to deal with such an adult situation as taking a car in and out of a shop.

It’s also a testament to the type of customers they get. You can imagine that any successful business based in San Diego is bound to get celebrity customers, and they certainly do.

IT’S SHOWBIZ, KID

Although their names can’t be shared, Valencia shared an instance where the lead

singer of a popular children’s animated franchise, from a production company you most certainly heard of, visited the shop.

“She came in and she loved the decor and started talking about the movies that she was in. And it was a great thing to kind of see not only somebody tied to the movie theater aspect of it, but also, she got kind of excited about it,” Valencia said. He even went on to share that the customer brought her friends to see the shop, even though they weren’t involved in a collision repair incident.

MSO STRATEGY: DON’T FIX WHAT ISN’T BROKEN

In a way, Amato’s Auto Body’s style became QCG’s style.

“Every business that we acquired remained branded the same as it was when we purchased it, and that was the goal,” Brent McKinney, executive vice president of operations, told FenderBender, “to come in and just supplement what they’re doing and buy businesses that are already good businesses that we don’t need to fix.There are no shops anywhere in the country that say ‘QCG’ on them.”

A commonized set-up approach based on OEM specifications provides an easy to follow setup without sacrificing accuracy and precision

Future-proof your investment with the confidence that your calibrations are completed to the tightest tolerances and the the first time.

Guided interactive workflow. Step-by-step instructions and consistent user interface across all makes and models.

Modular and future-proof: Designed to work with new targets and the next generation of ADAS technologies

Integrated storage and maneuverability keep your equipment clean and serviceable and ready to use at a moment’s notice

Fast and efficient placement using digital vision positioning which automatically measures vehicle distances and angles to ensure precise calibration

Bosch DAS 3000

The calibration solution for fast, reliable and precise calibrations on a wide range of advanced driver assistance systems.

Get more information about the DAS 3000

DAS

Death by a Thousand Cuts

If your business has slowed, it’s time to examine where you may be able to cut expenses.

As customer demand for collision repair appears to fall across the country, some shops may experience cash flow issues. What can shops do to prevent this? Obviously, draw in as many good collision customers and fix as many cars as you can. Secondly, and the subject of this month’s column, I would start by looking at ways to cut out some of the below-the-gross profit line expenses. Now, granted, it’s not going to do much good to call your electric or gas company and tell them you think utilities are too high. So, is it futile to even try to lower overhead expenses?

Back in the 10th century, there was a Chinese torture called lingchi — translated as “slow slicing” — or as it’s better known, “death by a thousand cuts.” I am not a morbid person or anything like that, but this was a form of a very slow torturous way for someone to die. When used in the context of business, I find it very applicable to our industry. At the time of this writing in 2024, it’s obvious to see we are living in a subscription-based society. It’s just crazy when I look at my credit card bill and find multiple recurring monthly and annual subscriptions. Many are software companies for estimating, management systems, accounting, payroll, parts ordering, OEM procedures, websites, CSI services, paint mixing, etc. Then we have waste disposal, I-CAR, OEM certifications, inventory management etc. Finally, possibly recurring consulting fees, co-op fees, association dues, security, office TV, laundry, radio, billboards etc. Talk about slowly bleeding out!

If we were to just call up every one of these vendors and ax them, it would be very hard to operate our businesses in the current collision repair marketplace. Besides that, many of us have signed auto-renew contracts without even knowing it. So, what can we even do to stop the bleeding — or at least lessen it??

I would start by opening an Excel sheet and listing every recurring subscription charge you have on a regular basis, whether paid by credit card, check etc. Then, sit down with the decisionmakers in your shop to discuss each cost, as to whether you are getting value out of each one or not. No one cares more about your money than you, and you must guard the door to the safe. You will never get a call from a vendor stating: “We have looked over your usage of our product, and you might as well cancel your subscription to save yourself some $.”

In the last year, I looked at every subscription I have. In my gut and on paper, I knew I had two subscriptions that needed to go. Fortunately, I had no contracts with either vendor, and both were cordial in my cancellation of their product. Both subscriptions totaled $2,410 per month!! Multiply this by twelve months, and that’s $28,920 per year!! Now understand, since I canceled these two products, I have had to add two other subscriptions for parts ordering and materials management. Fortunately, they only totaled around $6,000 per year. So, after shuffling my subscriptions, I have a net savings of approximately $23,000 per year.

Besides just canceling subscriptions, you might be able to negotiate down their individual costs. I have done this with my credit card machine and garbage pickup vendors. It’s funny, though, how they will start inching up after 6-12 months of negotiations and you must keep an eye on them.

During the last three years of the collision gold rush of wrecked cars and inflation, most shops have increased head count and wages. Out of all the below-the-line expenses, administrative payroll is the largest. Not only does each employee require wages, but there’s vacation, bonuses, payroll taxes, retirement, health insurance, uniforms, and workman’s comp/liability insurance to pay for. The point here is it might be worth looking at every administrative employee, just to confirm that they are adding enough value for their compensation. Your administrative payroll as a percentage of gross sales shouldn’t be higher than 15%. Ideally, 10% should be the goal, but that is very tough to do these days with the necessary OEM procedure research. Please understand that one of the hardest things to do as an owner is letting someone go. But as the captain of my ship, my responsibility is to do what is best for the ship and its crew. I have been in shops that had probably two to three too many folks in their admin. department, and then the owner wondered why they have no profit left at the end of each month.

We cannot spend what we have been spending, if we are not making what we were making. It’s just that simple. Please take time to confirm your money’s worth out of every overhead expense!

Greg Lobsiger has owned Loren’s Body Shop in Bluffton, Indiana, for over 23 years. He has been a member of Mike Anderson’s groups for ten years and had extensive lean manufacturing training.

EMAIL: greg@lorensbodyshop.com

ARCHIVE: fenderbender.com/lobsiger

TEAMING UP TO SOLVE THE TECH SHORTAGE

The Auto Talent Co-op leverages the efforts of industry stakeholders for a common goal.

By JAY SICHT

JULIET PEEL PHOTOGRAPHY

AS A SHOP OWNER FOR OVER 50 YEARS, John Gustafson, co-founder and president of service/repair and collision repair provider Gustafson Brothers Automotive Services in Huntington Beach, California, is acutely aware of the technician shortage. It’s not a new problem, and there are a number of initiatives introduced by industry stakeholders to address it. But what if the industry could work together for its common goal? That’s why he formed the nonprofit Auto Talent Coop to address the shortage for technicians in mechanical and collision repair shops.

“The intent of a co-op is to take all of the things that are being done well in the industry already in their own market, or their own silos, and bring them together,” Gustafson says.

“So, share them with the rest of the auto service community — collision and mechanical — and have a resource available so we can pool this talent and go out to the schools and recruit and attract and take the existing career paths that are already built and put them in place. You can go to an influencer, a student, or an entry-level technician and say, ‘Hey, if you choose this career, here’s what you can do.’”

Gustafson notes an entry-level technician can earn a six-figure income, with no student debt, in just seven years “if they pay attention and adopt the core values, core focus, and pay attention to the people who are trying to help them.”

He hopes to duplicate the success of the internship and mentorship his own shop has proven successful. As a private pilot who flies every week between Nevada and the shop, Gustafson was drawn to the “ATC” abbreviation, but instead of air traffic control guiding pilots on the ground and in the air, this ATC is guiding tomorrow’s technicians.

'TURNING SILOS INTO PIPELINES'

Although he formed ATC as a (nonprofit) 501 (c)(3) in 2017, Gustafson has found it difficult to devote the time needed to gain much traction. So, earlier in the year he

brought in automotive aftermarket veteran educator Jim Cokonis part-time as executive director to take ATC to the next level.

“When I started talking with John and the concept of ATC, he had the brainchild of having these five pods not to create new silos, but to have five identified areas of interest where people with expertise work on identifying, discussing, and solving issues related to this entire picture.”

Those five “pods” are career path, recruiting, training, a “must have,” and sustainability.

“We have to have recruiting that is sending out a positive message about who we are and what we do,” Cokonis says, “because there are lots of other trades and industries that gain support even from a government level because they have agencies and organizations, and in some cases, unions that support the training and development of the people entering the trade or becoming journeymen.”

He points to the State of South Dakota, which he says allots funds to all types of trades such as carpenters, plumbers, and electricians.

Debt-Free John Gustafson notes an entry-level technician can earn a six-figure income, with no student debt, in just seven years.

“But nothing is given to automotive because we are not organized.”

The duo’s vision is that each pod will include five people working in each action pod, for a total of 25 people working together at ATC from educators, industry organizations, and shop owners/operators.

“Those five areas of focus by a team basically take what we see in silos,” Cokonis says. “There are some beautiful programs out there, but they're in silos and nobody knows them.” The idea, Gustafson and he assert, is to “create synergy and turn these silos into pipelines.”

REPLICATING SUCCESS

Gustafson is seeking to replicate the success of the training and mentoring programs he's experienced at his in-shop Gustafson Brothers Training Academy (GBTA). I-CAR’s new Academy curriculum was beta-tested there, with the first batch of students having graduated at the end of July. GBTA’s curriculum incorporates the I-CAR curriculum and uses live work on either vehicles purchased from the salvage pool or on customers’ cars (under the guidance of Master Mentor Dave Baylor.) GBTA uses an Excel spreadsheet to track as technicians master various tasks.

“On the left are all these tasks you have to do to repair a collision-damaged car. And across the top, you have a visual of whether they helped, they did the work with guidance, or they did the work without guidance and they mastered it.”

Because crashes are so varied in how they damage a vehicle, the spreadsheet, which GBTA refers to as a transcript, will thus include dates and repair order numbers all over the document based on what vehicle repairs came in and were thus taught.

“We're working on a graphic right now to display at career fairs that shows core competencies, and we call it base camp,” Gustafson says. “Base camp is where an entry-level person would come in to understand soft skills, core values, and basic training. And we think we can get them out in the field working for a mentor technician within a year.”

Not A Benchwarmer Master Mentor Dave Baylor (left) likens his position to that of an NFL coach.

MENTORING FOR BETTER TECHNICIANS

Baylor likens his task to that of an NFL coach. When a team, even with superstar players, turns in a mediocre performance, he says, that often calls for a replacement coach.

“What’s the first thing that coach does? He brings the whole team back to basic fundamentals of ball-handling and tackling. Wrap him up instead of hit him and don't carry the ball away ‘out here;’ use both hands and hold it close to your body. Even the ‘A-level’ technicians that have been doing it for 20 years, every once in a while, you have to bring them back to the fundamentals of how you fix a car.”

Once technicians complete their apprenticeship and are judged to be ready for mentorship, they are paired with an experienced mentor. Baylor acknowledges it’s an industry barrier that “technicians do not want to train their replacement. They’re looking at that guy as competition. They’re not looking far enough forward knowing they’re going to retire and, ‘Hey, this company is taking care of me. Let me see if can get somebody to take care of them after I’m gone.” Baylor handles much of the mentorship duties, but he calls on technicians to assist as mentors. Currently, it’s about a 2:1 ratio of mentees to mentor.

“I can do anything on a vehicle, but I’m not very good at mud work. That’s art to me, and they can elevate these apprentices better than I can in that area. So, they’re always coming over and helping out, but to find the one who actually wants to do that always is a little more challenging.”

INDUSTRY INVOLVEMENT

Cokonis and Gustafson are still shaping some of the co-op’s focus as it continues to attract more members in each pod. One possibility is group members may decide to put effort and focus into developing connections between local shops willing to participate in the educational system that’s there and the local government.

“Because that’s the nexus of influence, control, and money, and we need to focus on making that work,” Cokonis says. “And perhaps the issue is that ATC seeks grants to fund some people working specifically on that, and that becomes a product of the ATC that becomes the ‘must-have.’”

Another option, he says, would be to write a grant approaching the government for funding to solve these issues.

“The government is looking at [career technical education] and other types of education in lieu of the four-year college degree

for which graduates don’t even get a job in that career, and they have a bunch of student debt.”

To help illustrate the goal of the co-op, Gustafson points out a farm co-op works to help each individual farmer get his or her product to market.

“And the Auto Talent Co-op’s product is the right people and right seats in organizations to serve the motoring public. It is really as simple as it gets.”

He would like to see the co-op spread across the country and even the continent with its “cluster of good ideas” as the participants see how well it works to fill “empty seats” now and in the future, particularly with financial support from the industry.

“And we can do that because at Gustafson Brothers, we've been remarkably successful for 53 years growing every year. And this is my way of giving back, to have a process that will perpetuate our segment of the transportation economy.”

HOW TO GET INVOLVED

For more information, go to ATC's website at autotalentco-op.org. For more in-depth knowledge of ATC and its stakeholders, register for one of two user groups (closed and open) at the Diagnostic Network at diag.net.

New I-CAR Academy Curriculum Disassembly and Reassembly is one of five foundational areas in the new I-CAR Academy Curriculum that is incorporated into Gustafson Brothers Academy.

STRATEGIES & INSPIRATION FOR MSO SUCCESS

Frank McClosky

Passion for the Repair

Frank McClosky strives to be the best in every area of his business to compete against big consolidators.

By Lindsey Gainer |

Taylor M. Hayden/TMH Creative

Photography:

rank McClosky doesn’t accept mediocrity. As the president and CEO of Frank’s Collision Repair — an eight-shop independent MSO in the Houston metro area — he doesn’t have a choice.

That doesn’t mean he’s not enjoyable to talk to…he certainly is. Or that he doesn’t have a great sense of humor…he does. If you need proof, just ask the insurance agents he’s visited over the years dressed in costumes to drum up business. But he knows that in order to stay competitive in a market that’s increasingly becoming saturated with “big box” consolidators, he has to be the best in the market. That means constantly learning, growing, and striving for his personal best, all the time…and requiring the same from everyone around him.

“I have this uncontrollable curiosity and competitiveness to say, ‘Well, they might be bigger, but they're not going to be better.’ We try to just literally be the best option in our markets.”

With revenue exceeding $30 million in 2023, Frank’s is the last large independent MSO in the region without any outside financing — maybe even the last in the state, McClosky says.

And he plans to keep it that way.

GROWING IN A SUSTAINABLE WAY

When McClosky opened Frank’s Collision Repair in Sept. 2003, he didn’t necessarily have ambitions to expand. Fast forward 21 years, however, and the story is much different.

“Back in 2003, my only idea was to own that first shop to generate money to invest in real estate,” he says, something he’d already started doing while he was working as a territory manager for PPG after college. “And that's what I did, mainly single-family homes and such.” As fate would have it, the opportunity to buy his first location — Baytown — came about when a previous employer he’d worked for in college as a painter offered to sell him her business (fun fact: she still works for him 21 years later doing desk reviews!)

McClosky was immediately successful, taking the shop from around $40k to $70k in the first month and continuing the upward trend from there.

Sometime around 2008, he recalls, Service King entered his market, and he started getting encouragement from local insurance companies to expand his operations in order to compete. His revenue could support the expansion — a

prerequisite he still adheres to this day — so he opened his second location in Dayton.

Crosby came next, followed by La Porte and Clear Lake — both in 2017 — before the idea for a truly unique shop came about. McClosky calls it the Complex Repair Center. The Texas City shop followed, and the eighth and newest addition, Liberty, is opening this year.

Every time McClosky has grown, he’s done it out of his own cash flow…it’s how he assesses the health of his business.

“We’re primarily a zero-debt company,” he explains, outside of money owed on real estate. “I think it's fine to borrow money for real estate because it's an appreciating asset. But borrowing a bunch of money for equipment that's going to depreciate 50% as soon as you buy it? I just don't think that’s a good idea.”

Expanding this way is a “slower growth pattern,” he says, “but a healthy one.”

McClosky hopes to continue opening new shops every year, but in a controlled way. “We're building a long-term, sustainable business model that can be competitive.” His goal is simple: he wants to own more shops than he did the year before.

A COMPLEX IDEA

One of the biggest mistakes McClosky sees other owners making, he says, is spending too much time and energy defending their current position instead of redirecting that energy toward finding better ways of doing things.

“Make sure you’re better. Make sure you

Improving Efficiency

Frank McClosky says Car-O-Liner structural repair equipment is a “game changer.”

PPG’s MoonWalk paint-mixing system can digitally mix to a hundredth of a gram.

Investment in Quality

SATA RPS Multi-Purpose Cup

The cup system for mixing and painting

The SATA RPS (Rapid Preparation System) multi-purpose cup system performs four functions: mixing, painting, refilling, storing. The handling of SATA RPS is so easy because it consists of only three parts: cup, lid and sieve.

SATA RPS fits directly onto your SATA spray gun with QCC connector (Quick Cup Connector) without any adapters. It makes a technician's life much easier, considerably increases productivity and drastically reduces the consumption of cleaning solutions and solvents.

Bendable - allows painters to tilt the cups forward or side to side to spray at different angles, on parts, rocker panels, bumper covers. Stable - due to robust connection between cup and lid, the cup always remains on lid and gun even when touching obstacles. Constant material flow - whether the cup is full or just a couple ounces, the flow rate will stay the same for a perfect finish. Easy removal, when finished squeeze cup and close vent cap on bottom of cup to create vacuum. Turn gun over pull trigger to empty the material passage.

satajet@satausa.com www.satausa.com

repair better than your competitors and your customer service is better…if it’s not, figure out why. Be willing to look at your flaws and ask what you need to do differently.”

Before the pandemic, McClosky started doing just that, reviewing the efficiency of his shops and researching the equipment he needed to acquire to improve them. That led him to Car-OLiner, which has been a game changer, he says, for returning cars to their pre-accident condition.

He’s also implemented PPG’s MoonWalk paint mixing system in every shop, which McClosky says produces an “impressive” paint match by digitally mixing to a hundredth, not a tenth, of a gram.

“I've always believed in investing in something that would improve the quality of the repairs,” he says, which is why he doesn’t hesitate to buy state-of-the-art equipment and products. The complexity of the automobile has increased astronomically in the past 10 years, he adds, and “if you're not fully committed to truly learning how to fix cars correctly, you’ll never be the best.”

In his countless hours of research and analyzing, McClosky came to the realization that a large percentage of projects that were sitting too long in his shops were gigantic, complex repairs…which gave him an idea. Why not open a shop that could handle all the complex jobs so they don’t create bottlenecks in the other shops?

Enter the Complex Repair Center (or CRC, as the team calls it).

Opened in 2021, the shop boasts the bestof-the-best in personnel and equipment, and a layout designed specifically for production and flow related to more complex repairs.

While all of Frank’s shops and technicians stay up to date with Gold Class and Platinum I-CAR recognition, respectively, the CRC techs “are some of our highest skilled and most efficient techs when it comes to equipment use and vehicle repairs,” says Carl McClosky, Frank’s brother and VP of sales and acquisitions.

“We use the CRC as a learning center, a training center, too…it's a place where we fix things

to a super-high quality that no one else can fix. It takes those labor-intensive, highly technical jobs out of our other stores so we don't need every shop to be able to fix every job,” adds Frank.

That means that not only does the CRC cater to complex repairs; it facilitates loadleveling at Frank's, too.

“Load-leveling is instrumental in maintaining efficient cycle times across all seven of our locations, ensuring the best opportunity repairs are completed in a timely manner,” Carl says. “The CRC empowers our managers at each location to prioritize safe and timely repairs based on individual shop and vehicle needs.”

If it’s determined a job is a good fit for the CRC—usually larger projects involving frame damage or some other significant, time-consuming repair—the recommendation is discussed with the client and the car is towed over to the CRC upon approval. The total cost of the job, Carl says, is never the sole determining factor.

From there, the shops’ administrative staffs work together to move the assignment from the original shop to the CRC in the estimating software. Once the repair is complete, the customer can choose to pick his or her car up at the CRC or have it taken back to the original shop for pickup.

The concept has proven so successful that McClosky wholeheartedly recommends other MSOs consider following suit. He plans to add more CRCs as Frank’s continues to expand so he can meet the growing demand of higher sales volume and more complex projects.

REMAINING INDEPENDENT

The decision to remain independent hasn’t always been easy, says Frank, who admits that he’s been pursued heavily for “years and years” to sell.

“The collision market is volatile. I joined an elite group 10 years ago with 15 other shop owners…we all had to have over $10 million in sales, own four or more shops…and I’m the only one left who hasn’t sold.”

It’s not that he hasn’t thought about it — he agreed to talk to a major player just last year, in

Efficiency, sustainability, and ease of use – these are just three of the reasons why PPG’s Envirobase High Performance waterborne paint system is the trusted choice for more than 40,000 body shops around the globe.

But the benefits don’t stop there. The Envirobase High Performance paint system supports fully digitalized repair processes and is compatible with every tool in the PPG LINQ™ digital ecosystem, making it the perfect solution for modern collision centers.

The refinish industry is always evolving. Our PPG experts continue to develop new products that enhance the core Envirobase High Performance waterborne system and help body shops meet changing demands and challenges.

fact. It’s a decision he doesn’t regret, he says, because he learned a lot about the industry, himself, and what’s most important in the process.

“The end result was that we realized we don't want to exit,” he told me matter-of-factly. “We don't want to see all our hard work taken away.”

Above all, McClosky wants to protect his employees, many of whom have been with the company for years. That was something the consolidator couldn’t guarantee, and it was the ultimate dealbreaker.

“If the company is owned by a huge Wall Street fund, their only desire is to build the business up to sell it to the next Wall Street fund. They don't really have much loyalty to the guy who's been out in the 100-degree Texas heat for the last 15 years working for you.”

The repair quality you can get from an independent shop can’t be matched, either, in McClosky’s opinion.

“Restaurants are heavily consolidated, for example, but everyone knows the quality is going to be better at the local steakhouse. Same goes for the collision industry.”

McClosky knows plenty of other owners who want to sell to someone who will guarantee protections for their employees and maintain their quality standards, too…and they’re often willing to sell to a smaller MSO like his over a mega consolidator to make sure it happens, even if it means selling for a little less.

THE LONG-TERM EMPLOYEE ADVANTAGE

Frank’s has nothing if not loyal employees; several have been with the company since the beginning, and many have been there a decade or more. He offers excellent pay and benefits, training, team-building events, Christmas bonuses, and above all, a solid work-life balance.

“You have to facilitate a happy home life for your employees. If their home life's not good, their work life's not going to be good either.”

McClosky tries to involve his employees’ families in multiple events throughout the

year — from a summer picnic to cruise-ins and a Christmas party — and he allows employees the flexibility to manage their personal lives.

“I don't want any of my employees to miss their kids’ doctor’s appointments or any important baseball games or anything like that. They can flex their schedule to do what they need to do. We trust them to make the right decision and ensure the job gets done.”

Like many successful owners, he’s trained and promoted most of his managers from within, too.

Kory Whitley, McClosky’s operations manager, is a great example — he’s been with the company nearly 20 years, since college. Ben Kasper, McClosky’s business partner, and Carl McClosky round out the upper management team at Frank’s. Together, alongside the company’s other 120+ employees, they plan to continue building on the momentum that’s been established over the last two decades.

BE THE BEST

To be the best, you have to model yourself after the best, says McClosky, who makes it a point to spend time with business owners who are further down the road than him. Learn from them, take their advice, read the books they recommend. Never stop learning and growing; seek out industry events, training, and mentors, he advises. And offer the same opportunities to your team. Quarterly training and “lunch and learns” are commonplace at Frank’s.

It goes without saying that exceptional customer service is essential, too, as is surrounding yourself with professional partners who are passionate about helping you achieve your goals. Keep your finances clean, and run the business “like you’re running it for someone else,” he says.

And most important of all?

“Never lose your passion for the repair…in the end, that’s the biggest challenge everyone — mega consolidators and small independents alike — face day in and day out…fixing the car.”

Staying Independent

Often pursued by consolidators, McClosky believes a sale would take away the hard work his employees and he have put into the business.

Tailored systems, unmatched precision, crafted for your shop.

Are We Honest About Repair Safety?

Although ADAS and other safety features have created measurable improvements, shouldn’t we be addressing all relevant safety factors?

I was recently struck by a recent news report on how aggressively government entities are overseeing, regulating, and managing air travel safety issues. The topic receives a lot of news media coverage. My first reaction was to think, “Why are the safety issues over people in airplanes treated with so much more concern than those traveling in automobiles?”

Over the course of decades, the airline industry has gone through significant analysis and change to improve its safety. The Federal Aviation Agency (FAA) was formed in 1958. In 1967, the Department of Transportation was created, and the FAA fell under their jurisdiction, and the name changed to the Federal Aviation Administration (FAA). Today, their authority even extends to controlling the rate of aircraft production, which is based on safety records.

At the Collision Industry Conference (CIC) in April in Seattle, there was a presentation from a Boeing representative on how aircraft are repaired. While changing technologies have driven our auto repair industry to be far more dependent upon vehicle manufacturer repair procedures, we pale in comparison to the aircraft industry in terms of structured procedures and verifications . Over the decades, the aircraft industry’s safety record has improved immensely, even to the point some years where there were no fatalities from commercial air travel --and fatalities from private air travel are very few. The number of fatalities from auto collisions haven’t changed that much for many years. In the 1980s through 2007, American fatalities were in the 40-some thousand range. From 2008 through 2020, they were in the 30-some thousand range. And in 2021 and 2022, fatalities were back over 42,000. That’s far too many! Where is the outrage? We should all be appalled and strive for improvement.

I understand there are many factors and differences in speed and operation that create an imperfect comparison. But the point is, if the aircraft industry can go through self-evaluation and change, why can’t the auto industry do a better job of it? While new advanced driving assistance systems (ADAS) and other safety features have certainly created measurable improvement,

we have such a long way to go. And I understand the factors of human error causing accidents that will be difficult to eliminate. But shouldn’t we as a society be taking the “shotgun” approach of addressing all factors of relevance? That leads to considerations from our own collision repair industry.

Safety first, cost second

I pose to you that our traditional outlook (culture) and process is backward and too frequently rationalizes safety compromises. For all the decades I’ve been in this industry, we have traditionally created and estimated cost of repairs, typically with the primary focus on restoring the functionality of the vehicle in a way that we can “sell to” a customer or insurer, considering listing operations that we typically charged for and accepted. In many cases, especially within direct repair programs, trends for certain key performance indicators are considered. For example, if the shop has a poor “alternative parts usage score,” the estimator/blueprinter will be more likely to consider alternative parts. Sometimes the current economic situation on abundance of work is considered when making repair methodology decisions. Certain insurance or OEM relationships will influence decisions. When recently discussing rate adjustments due to inflation with an insurer, they asked me, “Aren’t you concerned over the numbers of total losses?” Some insurance representatives I interact with become zealots over keeping costs down and frequently talk about (almost a crusade) keeping premiums low.

This is where we should instead FIRST create a repair plan based on vehicle manufacturer repair procedures that prioritize safety. Cost considerations should be secondary. Upon establishing what a known good safe and proper repair plan is, we can then entertain the idea of lower cost alternatives. These should be considered with the primary objective of safety. For example, if we consider a salvage or aftermarket part, our first question should be whether or not it may compromise safety. With today’s vehicle’s increased sophistication and complexity, that becomes a much different question than in years past. The same would apply when considering repairing

versus replacing a part. “Might it compromise safety?” All repair methodology decisions should first consider safety, then cost and other considerations after confirming that safety won’t be compromised. Perhaps you are thinking that most repairs are safe and adequately consider safety. In many industry conferences and other meetings, I have many times heard repairers, insurers, and others testify to their company’s stance on safe and proper repairs. Yet I know from my decades of shop experience that is not always the case. Some of the most dramatic examples I’ve seen are the all-too-common examples of ’builders.” These are vehicles that were no doubt deemed to be a total loss and someone purchased and repaired the vehicle in a very substandard way, often obviously compromised and unsafe, and readily apparent to the trained eye. Often some unsuspecting consumer purchased the vehicle without understanding the compromised state of the vehicle and the tremendous cost in correcting it. Typically, they’ve insured the vehicle with no inspection or other concern from their insurer. Less dramatic, but just as guilty, are the many times that compromising repair methodology conversations take place with shop management/admin staff, technicians, and insurers. Often there is a wink and a nod, at least implied, that a lesser cost repair methodology will be ok. I know of some large repair businesses that think it is ok and normal to periodically have to buy back a repaired vehicle, implying that a percentage of compromised repairs is acceptable. These situations that I describe are exactly what I am saying needs to change if we are truly sincere about prioritizing safety.

DARRELL AMBERSON

Darrell Amberson is the president of operations for LaMettry’s Collision, a 10-location multi-shop operator in the Minneapolis area. Amberson has more than 40 years of collision industry experience, is interim chairman of the Collision Industry Conference, and served as chairman for the 2021-2022 term.

ARCHIVE: fenderbender.com/Amberson

EMAIL: d.amberson@frontier.com

It takes a driven individual with a particular skillset to run this type of business. When the time comes for new equipment, we have finance professionals for the collision repair industry that can map out options to keep your business on track.

We work with you to help finance:

•Welding equipment

•Paint/spray booths

•Alignment racks

•ADAS equipment

Paul Knowlton

415-933-9693

paul.knowlton@huntington.com

•Lift racks

•Frame measuring systems

•Wheel balancers and alignment systems

huntington.com/auto-equipment-financing

IMPROVING SCORECARD PERFORMANCE

Learn How to Master the ‘Rules of the Game’

By STEVE TRAPP

WITH THE EXTENSIVE USE of data and online information to make improved decisions including gamification of things like fantasy sports apps, knowing how to interpret data is so important in our dayto-day lives. Our industry is increasingly being tied to KPI’s as work provider (OEM program, insurer, dealerships, or fleet), scorecard performance can directly impact the assignment traffic from your work sources. Optimizing referrals with work preferred provider you have partnered with requires you to understand the rules of the game established by that specific work provider. To win any game, we all know we must learn the rules of the game and achieve the results necessary to earn an edge in the game. In this article, we will explore the use of profiles and KPI’s to drive workflow and offer some ideas to help you get an edge in the game!

History of the Insurance Repair Scorecard

Locator - In the late 1990’s, I was fortunate to be a part of a few teams which were considering commercialization of an accident management entity. We started with the idea of certifying repairers on a network program as affiliate (on their way to achieve certification) and partner repairers. Once a shop was certified, the work provider would market network

members’ locations to their customers in a geographic area, with fully certified partners getting priority. Then, the network (funded by a paint company) spent a substantial budget to promote this network to the consumer, and the network successfully earned the members consumer referrals for several years. Today, many work providers ask repairers to provide and maintain profile data and triangulate the nearest member that meets the requirements or having achieved preferential score card results) with geolocators. So, the first key to winning the game is remembering to frequently update your profile data (with the various work provider networks) to be certain they know of all your capabilities (such as new tooling, vehiclespecific training, and OEM certifications.)

Scorecard – In a parallel project in accident management a few years earlier, a different team I was on patented the idea of a weighted scorecard. We studied which eight to 10 metrics work providers were interested in using to evaluate their networks based upon. We considered that most work providers review different metrics. We then included the idea of adding a weighting to the various KPIs and then asked for claims data to be shared so that data can be stackranked or mean-averaged to the market. Below is a simple example of how one might work where the score is the mean average of the market values:

Currently, work providers, on a global basis, have implemented scorecard tools similar to the simple example above (each insurer has their own weight and they tend to use the mean average to determine the score earned), which are used to rank repairers which their call center use to list top “X” performers within the geolocated area.

Savvy repairers study these metrics and attempt to gauge the weighting of each KPI to win more of their business! Consider:

Which KPIs are used by the work provider to evaluate repairers?

Based on historical scorecards, how might they weight these different KPI’s? (some work providers might openly tell you what carries more weight).

Based on your performance, how do you compare to the market? Note: Some data providers have dashboards to show how you perform

Your goal is to always be “Better than market average” or to “Be a top performer.”

It’s up to you to improve your processdriven system to optimize the scorecard.

Most importantly, you should evaluate the various internal estimating, repair, production, or administrative processes which affect the KPI’s. and refine those processes to improve your results on the KPI targeted by the work provider.

If you look at your position in the market, you should seek to have the maximum repeat and referral work from consumers and a “diversified and profitable” flow from the work providers you have partnered with.

Understand the “Other Strategies” of the Game

A metric which should be watched on an ongoing basis is to monitor the total job count or volume assigned and repaired per insurer, fleet, or dealer. This is a leading indicator that some strategy or rule of the game may have changed, and you need to adjust how you play. In some cases, a certain competitor may have made an agree -

ment to lower reimbursement rate or give discounts, in a “race to the bottom” by discounting. Today, with a labor shortage and rising cost, this thinking is counterintuitive but may be a way for poor performers to “earn an unfair edge the game”.

Look for signs of these changes in strategy and be cautious regarding your next moves. Often, these discounts are temporary and the focus on KPIs comes back in focus. You then need to decide if you will win by performance or if you need to meet or beat the discount. I always prefer a win/win negotiation, where if I perform or help them by offering a concession (win for them), then they must reciprocate and offer more claims volume (win for me).

In the example above, the repair center in Q2 & Q3 2024 can see the insurer is providing fewer assignments. If you notice the trend, you might take a few steps in progressive order to turn the results back in a growth situation:

Ensure your scorecard results are in the local or regional top performer category to win via performance.

Solicit more Google Reviews and CSI results to build a larger sample size and to use those improved results when meeting with the referral source.

Visit the work providers agents or local representatives to share past customers reviews or NPS feedback and ask questions to ensure their customers were completely satisfied.

If volume is still declining, ask to meet with the claims team to see if “is there anything we could do better?” This may smoke out personality conflicts or other quirks which the data doesn’t show.

Further, look at the data on heavy hits in the same period. Your local competitor may also be “gaming the system” by sending all the heavy hits to other repairers to lengthen their competitors’ cycle time and rental days and lower CSI scores because of lower on-time deliveries. The intention

is to get more claims sent their way. Meanwhile, the repairer completing the heavy hit is delivering more labor hours per day and dealing with complex repairs. You may either decide to specialize in these heavyhit repairs or you may consider a twist and temporarily redirect the heavy hits to another repair center.

What specific “strategies,” processes, or procedures do these companies want to focus on?

Work providers frequently will contact the repair centers with new company decisions on P-pages or other procedures they want to ask you to adhere to. Some of these requests may seem unfair or unreasonable, so you must weigh whether you are comfortable making the concessions. The local claims team is often merely trying to interpret these new rules and pass them along to local repairers. And some local teams enforce them more vigorously than others. It’s important to track what they are asking for and decide if it can be profitably overcome or whether you back off accepting assignments with that organization. In the instance where the concessions are significant, try not to drop the DRP (as they are hard to get back). Instead, back off claims for a while to see how long these new policies last. In some cases, tracking past concessions can allow you to change back to charging the “standard rate” again when they are focused elsewhere.

Do we make enough on materials by getting paid for more paint time and can accept this cap or threshold?

Note: Another challenge is when you make a concession for one work provider, you don’t need to apply that concession to all. Instead, have a simple cheat sheet per insurer to ensure you verify you are following your agreed concessions or guidelines as you submit claims.

The Reality

For most of what we have said in this article, you may have thought of or even looked at from time to time. But ask yourself: are you routinely (monthly or quarterly) meeting with your staff proactively to discuss the everchanging rules and strategies per work provider? You should discuss their compliance and challenges and preparing (by reviewing estimating system data in advance) for faceto-face meetings with referring organizations Being proactive will help enable you to make course corrections more quickly to minimize any downturn in assignment volume.

Summary

The key to winning any game is to understand the rules very clearly, have an adaptable strategy and play the game with focus thinking of the impact of your decisions. It goes without saying that the key to optimizing the profitable volume from the work providers is solid performance in the metrics on which their organizations place the most weight. Also, making concessions shouldn’t be a race to the bottom; they should be a win/win. Further, watching the trends allows you to proactively implement ways to course-correct and solicit more volume. Good luck!

ADOBE

ESOP s AND SUCCESSION PLANNING

Planning on selling your shop in the next few years? Here’s why an employee stock ownership plan may be the right move.

BY NOAH BROWN

RETIREMENT PLANNING or planning to sell your business can be a tricky and sensitive subject to navigate.

Independently owned businesses, and specifically collision repair shops, are more often than not a physical embodiment of the years of hard work an owner and his or her team have put into developing and running it.

Matt DiFrancesco, a certified financial and exit planner for High Lift Financial, specializes in financial guidance for the collision industry. He says he often sees a particular scenario play out when helping shop owners plan for succession: A shop owner is looking to sell and retire, but he or she doesn’t have any family or employees who want to purchase the business. And they’re concerned about selling to a third party and losing the culture they’ve developed.

Oftentimes when this happens, if the circumstances are right, DiFrancesco says an employee stock ownership plan (ESOP) could be a good fit.

“ESOPs are great for owners who want to stay in the business for some period of time and maintain some level of control but don’t necessarily want to sell to a third party,” DiFrancesco says. “They can be a great option for an owner if they’ve developed a nice culture and consider themselves a nice community asset.”

ESOPs aren’t feasible for every shop, but DiFrancesco says if you’re trying to formulate a succession plan, they’re definitely worth looking into.

What is an ESOP?

Employee stock ownership plans are essentially qualified retirement plans that are governed by the IRS and the Department of Labor. An owner sells his or her stock — it can be any amount, but DiFrancesco says typically owners should sell at least 30 percent — to a trust in exchange for cash. The trust then distributes those stocks to vested employees. Once those employees retire, they sell their stocks back to the trust in exchange for pre-tax retirement funds.

“It’s an additional benefit, and typically the way I see them work is in conjunction with a 401(k) plan. They’ll have the 401(k) they contribute to, and then they’ll have this extra bucket from the ESOP,” DiFrancesco says. “The beauty of it is that, when they sell the shares and get the lump sum,

it’s tax-deferred until they start taking money out of it. They don’t incur any tax through accumulating the shares.”

DiFrancesco says if a shop can feasibly implement an ESOP, it can be a win-win for both an owner and their employees, especially if an owner isn’t quite ready for retirement.

“If you’re an owner who doesn’t know what your transition plan is and has the cash flow to be able to support it, an ESOP can maintain control of the company and the culture it brings,” he says. “It gives employees the opportunity to have ownership in the company while the owner can maintain some liquidity.”

ESOPs are also best utilized when given time to develop. Establishing one at least five years before you plan to retire or otherwise sell your business will give the plan time to develop and allow both you and your employees to reap the benefits.

Because of that, DiFrancesco says it’s never too early to start planning.

“You should be planning your succession from the moment you start operations. The ear-

lier you start, the better,” he says. “Typically, a lot of the clients I get are looking for immediate solutions—that’s too late to start an ESOP.”

When does an ESOP make sense?

Though an ESOP may sound tempting, DiFrancesco warns that they’re not realistic for all shops.

“One of the drawbacks is that they can be very expensive to implement. It’s pretty much for larger operations,” DiFrancesco says. “There are a lot of regulations around them, too, so you have to hire a third-party administrator to be able to administer those. The cost can be high, which is why most times it doesn’t make sense for smaller shops.”

The total upfront cost will vary depending on how much of a company the owner decides to sell, but whenever DiFrancesco is helping a shop plan for an ESOP, he says he looks for them to have a minimum of $2 million in free cash or earnings before interest, taxes, depreciation and amortization (EBITDA) for the plan to make sense.

Establishing an ESOP could cost anywhere from $50,000 to $300,000. Your shop will also need to hire an ESOP administrator to handle all IRS and labor department regulations, which will add recurring administrative costs. Because of that, DiFrancesco says the operations he sees being the most successful with ESOPs are MSOs with multiple locations doing well.

“Your shops are typically your largest asset, and that needs to fit into your plan,” he says. “If we can build value in those locations, that’s going to net them more in the endgame, plus it’s going to increase cash flow, which then gives them more options from an exit standpoint.”

Every shop owner should at least get a handle on the value of his or her business to see if an ESOP makes sense or if something else does. In order to do that, DiFrancesco says the first thing owners should do is hire some kind of exit planner who can help guide them through their goals. Those planners would be able to evaluate if an ESOP makes sense to even investigate.

Once a planner helps decide if an ESOP is worth pursuing, bringing in an ESOP expert to conduct a feasibility study is the next step.

“You need to bring in experts. As we figure out an overall plan for succession, those experts become part of the team,” DiFrancesco says. “You need to figure out what your long-term goals are. That’s the starting point in all of it.”

Even if an ESOP isn’t the best fit, there are different stock bonus programs or other benefits that may work better for your shop, and a succession planner can help identify those.

If an ESOP does fit your shop, your succession plan, and your overall goals, however, DiFrancesco says it can be a game changer for you and your employes.

“It gives the employee a vested interest. You’re developing an entrepreneurial mindset among all of them, and they know their performance is going to raise the value of that stock, which in turn will give them a greater return in the end,” DiFrancesco says. “Any time you can give employees some kind of ownership, it motivates them. It’s their baby now, too.”

Congratulations to our 212 Hyundai dealers being recognized for “FenderBender Reader’s Choice”

This recognition comes from a 2024 survey of collision repairers aimed at showcasing the role of OEM parts buying across the industry.

Identifying how shops source and order parts

The percentage of OEM parts ordered versus aftermarket

Who in the shop is responsible for parts purchases

The reasons shops choose the dealers they buy from

Hyundai greatly appreciates your loyalty and continued efforts in servicing over 40,000 collision shops nationwide. Your dedication to ensuring our vehicles are repaired with Genuine OE Parts is invaluable.

Additionally, we want to recognize the 45,000 collision shop readers of FenderBender for their ongoing business and support. Without your commitment to quality and excellence we would not be able to maintain our high standards.

Thank you for your hard work and congratulations on this well-deserved honor.

Restoring Relationships in the Collision Repair Industry

How dealers and auto body customers can overcome post-COVID-19 challenges and increase profitability

As technological advancements reshape the repair industry

and in-person interaction is lessening, knowing how to develop strong relationships with your OEM parts dealers will be critical to your shop’s success. The FenderBender Reader’s Choice: OEM Parts Dealers is here to help you and your shop navigate this process.

Based on input from 197 survey participants sampled from the qualified circulation in February 2024 and an interview conducted with OEM parts experts — the findings highlight the role of OEM parts buying in the collision repair shop, identify top OEM dealers, and offer strategies for shops to strengthen industry relationships.

During COVID-19, human interaction in the auto body industry was impacted greatly. Inperson interactions were taken out of everyday processes and technological advancements were made to ensure that tasks could still be performed effectively.

Although technological advancements helped the auto body industry run efficiently and safely during the pandemic, they made it socially acceptable for people to stop communicating in person. This directly impacted how the auto collision world did business, and the effects of it are causing dramatic ripples in the present.

“I think one thing that I felt occurred when COVID happened was we became comfortable with not meeting in person, and not making contact,” said Erica Schaeffer, Powertrain mechanical wholesale marketing manager at Stellantis. “It's time to start getting back to meeting your customers.”

To delve further into present problems in the auto body industry and identify solutions, FenderBender sat down in a video interview with Schaeffer; Chris Messer, vice president and publisher of the Vehicle Repair Group at Endeavor Business Media; Devin Wilcox, senior program manager and brand strategist at Subaru of America; Dane Rounkles, wholesale parts marketing national manager at American Honda Motor Company, Inc.; and Mike Anderson, president & owner of Collision Advice.

Increased Reliance on Technological Efficiency

In recent years, parts departments have been forced to reduce their staff; most are down about 1 to 1 1/2 people. As a result, the use of electronic parts procurement platforms has increased.

According to the FenderBender Reader’s Choice survey, over 69% of 2024 respondents are ordering their parts or receiving their orders through an electronic platform, which is up about 13% from 2023.

“Our dealers like to use the software in the platform,” Schaefer said. “It helps them with making sure the right part is available and assists in research. Some of the dealers still go back in and validate through their catalogs, but it does speed up the process for them and helps them become agents of delivery. It helps the cycle time and getting the parts out the door again.”

In the same breath, parts procurement platforms have helped increase efficiency — they have overcomplicated the parts

procurement process for wholesale dealers. This is because most shops use more than one platform.

“Auto shops will usually have a certain OEM (original equipment manufacturer) platform that their rebate program is through, and then their insurance retailer may have them using another platform,” Anderson said.

By utilizing multiple platforms, the process becomes more complicated for everyone involved. Because even though dealers and auto body shops are processing more orders, they are not able to benefit from it as much as they could.

“Having five platforms to manage — that’s five annual subscriptions that they're paying,” Rounkles said. “Some of that money could be put toward keeping their profit margins.”

Increase in Return Rates

Another negative shift in the industry that has affected wholesale dealers is the in-

“IT'S TIME TO START GETTING BACK TO MEETING YOUR CUSTOMERS.”

—Erica Schaeffer, Powertrain Mechanical Wholesale Marketing Manager, Stellantis

“BRINGING THE BODIES TOGETHER AGAIN, NOT JUST PARTS MANAGERS AND BODY SHOPS, BUT ALSO PEOPLE UP TO THE OWNER LEVEL IS SO QUINTESSENTIAL TO A SUCCESSFUL BUSINESS OPERATION AND RETAINING CUSTOMERS.”

—Devin Wilcox, Senior Program Manager & Brand Strategist, Subaru of America

crease in the return rate. During COVID-19, getting parts to the shop promptly was an issue for many auto body shops. Many adopted the practice of ordering from multiple dealers. The part that was delivered first was purchased and all the others were returned. Unfortunately, this practice is still used by shops today.

“When we were talking to wholesale vendors, they said they felt that even a best-in-class collision repair center will have no less than a 4% return rate,” Anderson said.

The uptick in return rates has caused a downturn in profit for wholesale dealers, but luckily there are steps auto body shops can take to limit their returns and increase wholesalers' profitability.

“Wholesale dealers only have a limited amount of time in which they can return a part, and then they get stuck with it,” Anderson said. “So, don’t order something that you ‘think’ you might need; make sure you need it before you order it. Do a complete disassembly so you have only one

parts order, but also return those parts on time if you need to do so.”

To help ensure no extra parts are being returned, auto body shops should discuss their order with their wholesaler.

“Body shops are working on 10-15 different manufacturers on a given day, and they can’t know the ins and outs of every specific model they’re working on,” Wilcox said. “Parts managers are expected to know their vehicles inside and out. The purpose of a parts department isn't just to take orders; it is to be there as a support mechanism for the shops, whether that be for one-time parts usage, repair procedures, getting them the correct part, or handling returns.”

Humanizing the Parts Procurement Process

With everything easily at your fingertips with the click of a button, it’s easy to forget that there’s still a human on the other end to help assist.

To help remind people, many OEMs are supplying dealers and auto body shops

On a scale of 1 (lowest) to 10 (highest), how much does each of the following influence what OEM parts dealers you choose to buy from?

with training classes — with the help of Collision Advice — that educate about the different roles in the industry.

“Mike and I have been on a national tour that began in the middle of last year where we’re going to regional locations across the country to support Subaru retailers and local body shops, to knock down what's happening on the other side of the screen,” Wilcox said. The parts vendors see what’s happening on their side, and the body shop sees their side, but there's still a human involved and this wholesale insights training has been incredibly beneficial to educate the shops and the parts groups across the nation about each other.”

In addition to these classes, Schaeffer notes that classes that assist in communication between the front and back end of the dealership are also necessary.

“When you're in an accident, you don't necessarily call your parts department, right?” Schaeffer said. “You may call your salesperson you've been working with for 15 years, and say ‘Hey, I was in an accident. What do you recommend? Where should I go?’ That is one of the sources of conversations that people generally just gravitate to, but if that salesperson doesn't understand, if they don't have an in-house body shop, they may not understand the importance of making sure their customer goes to one that is certified and has the right tools, training, and equipment to repair the vehicle properly. They may be leading their customers astray, so, we’re trying to come up with a class where we can have the front end of our dealerships and the back end of the dealership meet.”

Establishing Customer Relations In-Person

Auto body shops and dealers exist in a symbiotic relationship with each other. A dealer’s communication and accurate delivery of parts directly impact the auto body shop's opinion of the brand. On the other hand, how quickly and effectively auto body shops install parts into their customers' cars can affect brand loyalty and shop profitability. Actions performed by each key player have a direct impact on the others. This is why communication is key.

“Bringing the bodies together again, not just parts managers and body shops, but also people up to the owner level is so quintessential to a successful business operation and retaining customers,” Wilcox said. If you take care of the customer in the right way, you're regaining that customer back into your life cycle. Your product life cycle. That’s going to benefit everyone not just with buying more parts, but additional service hours and additional potential vehicle sales.”

With auto body shops having turnover rates as high as 50%, it’s more necessary than ever that dealers not only understand their customers but develop healthy relationships with them.

“One of the things that we have found is that while electronic parts ordering has all of these advantages, I think we still have to realize it is a relationship business,” Anderson said. “By talking to shops, we have found out that they’re used to seeing a representative from their paint distributor two to three times a week. Some of the people in parts on the body

Who Handles Parts Ordering In Your Shop?

“ONE OF THE THINGS THAT WE HAVE FOUND IS THAT WHILE ELECTRONIC PARTS ORDERING HAS ALL OF THESE ADVANTAGES, I THINK WE STILL HAVE TO REALIZE IT IS A RELATIONSHIP BUSINESS.”

—Mike Anderson, President & Owner, Collision Advice

How Do You Typically Source And Order OEM Parts?

“I WOULD HAVE NOT JUST THE PARTS MANAGER BUT THE COUNTER PEOPLE WHO ARE WORKING WITH THAT SHOP GO AND FIND OUT WHAT ELSE THEIR AUTO BODY SHOPS NEEDED.”

—Dane Rounkles, Wholesale Parts Marketing National Manager, American

Inc.

shop side have never met anybody from the wholesale side.”

To establish effective relationships with auto body shops, dealers should be meeting their customers at the shop.

“When I was at the dealer, I used to have my wholesale counter people go out and visit the customers at least one day a month,” Rounkles said. “I would have not just the parts manager but the counter people who are working with that shop go and find out what else their auto body shops needed. So many parts people don't know the industry. They sell parts in it, but they don't know the industry.”

Going out and visiting the shops can help dealers learn about the business, their customers’ constraints, and how to better serve them. Additionally, it can help auto body shops feel more comfortable reaching out to parts managers when they have questions.

Opening the Conversation

To increase the success of the symbiotic relationship, the effort between dealers and their auto body shops should be bidirectional. One

Honda Motor Company,

of the ways auto body shops can further their relationship with their dealers is by hosting open houses.

“I used to have a wholesale parts managers meeting and bring them all into my shop twice a year,” Anderson said. “At the meeting, I would review the state of the industry, review our processes and SOPs (standard operating procedures) for ordering and receiving parts, and I would also review what my parts return percentage was so I could identify the issues on my side and their side.”

Strengthening Relationships for Consumer Benefit

Re-establishing human interaction— whether it's on the dealer side or the body shop side — will go a long way in helping the industry get back to where it was. By bringing back wholesale education workshops, shop visits, and industry events, both sides of the parts procurement process can increase profitability.

“The biggest win for the consumer at the end of the day is if everybody works in concert together,” Messer said. “The dealer principals, the general managers, the corporate executive staff — they need to understand what the impact of the wholesale parts operation is. If you're losing the customer to another brand, that's going to have a much bigger cost than one can even fathom. So, I think we're all in the same boat. We're trying to better protect all the shops, the dealers, and ultimately the consumers.”

What Online OEM Parts Procurement Tools Do You Use?

Scan the QR code to watch the full interview

Midwest Region

OEM Parts Dealers Recognized By FenderBender Readers

Illinois, Indiana, Iowa, Kansas, Kentucky, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota, Wisconsin

Acura of Omaha

All Star Dodge Chrysler Jeep

Apple Autos

Apple Chevrolet of Tinley Park

Arlington Acura

Asbury Automotive Group

Audi Morton Grove

Audi of Rochester Hills

Audi Wichita

Auffenberg Dealer Group

Autobarn of Countryside

Autohaus BMW

AutoNation

Bachman Auto Group

Ballas Buick GMC

Baxter Auto Group

Beau Townsend Ford

Beau Townsend Nissan

Berger Chevrolet

Bergstrom Automotive

Berman Auto Group

Biggers Mitsubishi

Billion Automotive

Blossom Chevrolet

Blue Grass Motorsport

BMW of Louisville

BMW of Rochester Hills

BMW of Wichita

Bob Brown GMC

Bob Caldwell Chrysler Dodge Jeep RAM

Bob Hook Chevrolet

Bob Jeannotte Buick GMC Truck

Bob McCosh Chevrolet Buick GMC Cadillac

Bommarito Automotive

Borton Volvo Cars

Bosak Auto Group

Boucher Auto Group

Broadway Automotive

Brunswick Auto Mart

Buerkle Automotive

Burger Chrysler Jeep

Byerly Ford Nissan

Byers Auto Group

C & S Car Co.

Cable Dahmer Automotive

Carousel Motors

Castle Automotive Group

Cincinnati MINI

City Auto Group

Classic Auto Group

Coffman Truck Sales, Inc.

Commonwealth Dodge

Community Honda

Cornerstone Auto Resource Elk River

Corwin Automotive Group

Coughlin GM of Marysville

Coyle Automotive Group

Crest Cadillac, Inc.

Cronin Automotive

Dan Deery Motor Co.

Dave Mungenast Family of Dealerships

Dave Wright Auto

Davis-Moore Auto Group

Dean Team Automotive

Denny Menholt Rapid Chevrolet

Des Moines Imports

Dick Scott Dodge

Dreyer & Reinbold

Dreyer & Reinbold North

Dubuque BMW

Ed Martin Automotive Group

Ed Morse Auto Group

Ed Rinke Chevrolet

Eddy's Volvo Cars of Wichita

Elder Hyundai

Elgin Toyota

Erwin Chrysler Dodge Jeep

Euro Motorcars Germantown

Family Mitsubishi

Fields Volvo Cars Northfield

Fletcher Jones Audi

Fox Motors

Fox Valley Volkswagen St. Charles

Friendly Chevrolet

Friesen Chevrolet

Gandrud Auto Group

Garber Buick Company

Gates Chevy World

Gerald Auto Group

Germain Cars

Gillie Hyde Auto Group

Gladstone Dodge Chrysler Jeep Ram

Glassman Auto Group

Graham Auto Mall

Griffin Automotive Group

Gurnee Hyundai

Hall Imports

Hallada Auto Group

Happy Motors

Hatchett Devlin Automotive Group

Hawk Auto Group

Hendrick Automotive Group

Hiller Ford

Hirlinger Chevrolet

Holman Motors, Inc.

Holz Motors

Honda of Lincoln

Hugh White Honda

Husker Auto Group

Hyundai of Louisville

Imperial Motors Jaguar of Lake Bluff

Infiniti of Columbus

Infiniti of Omaha

Inver Grove Honda

Inver Grove Toyota

Jack Phelan Chrysler Dodge Jeep Ram

Jaguar Land Rover Lakeside

Jaguar Land Rover of Schaumburg

Jaguar Land Rover of Wichita

Jake Sweeney Chevrolet

Jeff Belzer Roseville Chrysler Dodge Jeep Ram

Jeff Wyler Automotive

Jeffrey Auto Group

Jennings Chevrolet

Jim Shorkey Automotive

John Deery Motors

Joseph Auto Group

Karl Chevrolet, Inc

Karl Knauz Motors

Kelley Chevrolet

Kelly BMW

Kempthorn Motors

Ken Ganley Automotive Group

Ken Garff Automotive Group

Kerry Toyota

Kia of Lincoln

Kings Toyota

Kline Automotive

Knoepfler Chevrolet Co.

Kunes Auto Group

LaFontaine Automotive Group

Laurel Audi of Westmont

Les Stumpf Ford

Lewis Toyota of Topeka

Lexus of Ann Arbor

Lexus of Arlington Heights

Lexus of Dayton

Lexus of Lincoln

Lexus of Louisville

Lexus of Wayzata

Lexus of Wichita

Liberty Auto City

Liberty Auto Plaza

Lindsay Cars

Lithia Motors

Lou Fusz Automotive Network

Louisville Infiniti

Lupient Automotive Group

Luther Automotive

Maple Hill Auto Center

Maplewood Toyota

Mark Wahlberg Automotive

Matt LaFontaine Automotive

McGrath Arlington Kia

Meade Lexus of Lakeside

Meade Lexus of Southfield

Mel Hambelton Ford

Mercedes-Benz of Centerville

Mercedes-Benz of Louisville

Mercedes-Benz of Novi

Mercedes-Benz of Omaha

Mercedes-Benz Of Wichita

Merit Chevrolet

Metro Toyota of Cleveland

Midwestern Auto Group

Mike Castrucci Chevrolet

Miles Chevrolet Nissan

Mills Parts Center

Milosch's Palace CDJR

MINI of St. Louis

Molle Audi Volkswagen of Kansas City

Morrie's Auto Group

Motor City MINI

Motorcars Volvo Acura

Naleton Automotive

Neil Huffman Automotive Group

New Century Dodge Wholesale Parts

Nextran GMC

Nissan of Canton

Nissan of Rochester

O'Brien Toyota

ONYX Automotive

Oxmoor Auto Group

Park Chrysler Jeep

Parks Motors

Patrick Cars

Penske Automotive

Performance Autoplex

Plach Automotive, Inc.

Plaza Motors

Porsche Exchange

Porsche Wichita

Raabe Motor Sales

Ray Dennison Chevrolet

Ray Skillman Auto Group

Reichard Buick GMC

Reineke Family Dealerships

Reliable Chevrolet

Ricart Automotive

Richfield Bloomington Honda

River Front Chrysler Dodge Jeep Ram

Rochester Motor Cars

Roesch Cars

Rosedale Chevrolet

Rosen Nissan Kia

Russ Darrow Automotive Group

Ruxer Ford

Rydell Automotive

Sam Leman Automotive

Schepel Buick GMC

Schmelz Countryside

Schworer Volkswagen

Sears Imported Autos

Seeger Toyota

Seelye Ford Kia of Kalamazoo

Serra Automotive

Shaheen Chevrolet

Sharp Parts

Sharpe Cars

Shawnee Mission Ford

Shea Chevrolet

Shottenkirk Automotive

South Oak Dodge Chrysler Jeep

Stivers Ford Lincoln of Waukee

Subaru of Rochester

Sunnyside Automotive Group

Sunrise Chevrolet

Sunset Ford

Sunset Hills Subaru

Suntrup Automotive Group

Superior Honda of Omaha

Sweeney Chevrolet Buick GMC

Taylor Kia

Team Auto Center

The BMW Store

The Kia Store

Thompson's Honda

Tom Ahl Family of Dealerships

Tom Gill Chevrolet

Tom Kadlec Automotive

Tom O'Brien Chrysler Jeep Dodge Ram

Tom Wood Automotive Group

Town & Country Ford

Toyota Cleveland Heights

Toyota of Grand Rapids

Toyota of Louisville

Uebelhor & Son's Inc GMC Cadillac

Uftring Weston Chevrolet Cadillac

Umansky Motor Cars

Van Chevrolet

Van Subaru

VanDevere Chevrolet Kia

Varsity Ford

Victory Honda of Plymouth

Victory Toyota of Canton

Village Ford

Volkswagen of Clarksville

Volkswagen of Inver Grove

Volkswagen of Orland Park

Volkswagen of Streetsboro

Volvo Cars of Louisville

Vorderman Volkswagen

Weber Auto Group

White Bear Mitsubishi

White's Automotive

Williams Autoworld

Willis Auto Campus

Witham Auto Centers

Woodhouse Auto Family

Yark Automotive Group

Young Chevrolet Cadillac

Zeigler Automotive Group

Northeast Region

OEM Parts Dealers Recognized By FenderBender Readers

Connecticut,

#1 Cochran Automotive

Acme Nissan

Acura of Avon

Acura of Bay Shore

Advantage Hyundai

Alexandria Toyota

Allen Mello Chrysler Jeep Dodge Ram

Annapolis Subaru

Antwerpen Auto Group

Apple Auto Mitsubishi

Apple Ford of Columbia

Apple Ford of Lynchburg

Apple Honda

Artioli Chrysler Dodge Ram

Auburn Auto Group

Audi Albany

Audi Bridgewater

Audi Devon

Audi Great Neck

Audi Norwell

Audi Richmond

Autex Mazda of Keene

AutoFair Automotive Group

AutoNation

Bald Hill Automotive Group

Balise Auto Group

Banister Automotive

Barberino Nissan

Barstow Motors

Bayside Volkswagen

Beaver County Auto

Bell Mitsubishi

Bergey’s Auto Dealerships

Berglund Chevrolet Buick

Bernardi Toyota

Bertera Auto Group

Best Chevrolet - Hingham

Betley Chevrolet Buick

Bill Dodge Kia

Blaise Alexander Family Dealerships

BMW MINI of Freeport

BMW of Bridgeport

BMW of Darien

BMW of North Haven

BMW of Owings Mills

BMW of South Albany

BMW of Springfield

Bob Fisher Chevrolet Inc

Bob Johnson Chevrolet

Bonneville & Son Chrysler Dodge Jeep Ram

Boston Volkswagen

Bowser Automotive

Brewer Airport Toyota

Brewster Subaru

Brown-Daub Family of Dealerships

Buchanan Kia

Carter Myers Automotive

Cavalier Auto Group

Central Chevrolet

Central Chrysler Jeep Dodge

Central Jeep Chrysler Dodge RAM

Mitsubishi of Raynham

Chapman Auto Stores

Checkered Flag Dealerships

Cherry Hill Dodge Chrysler Jeep

Cherry Hill Kia Mitsubishi

Cherry Hill Nissan

Ciocca Automotive

Circle BMW

City Cadillac Hummer

Classic Chevrolet of Bellevue

Cochran Toyota

Colonial of Danbury

Columbia Ford Kia

Competition Automotive Group

Copeland Toyota

Corwin Ford

Courtesy Mitsubishi

Crest Cars

Criswell Chevrolet

Crossroads Cars

Danbury Audi

Danbury Porsche

Danbury Volkswagen

DARCARS Automotive Group

Darling’s Volkswagen Audi Ford

Dave Hallman Chevrolet

David McDermott Lexus of New Haven

Davis Acura

DePaula Auto Group

Destination Kia

Destination Nissan

Devan Infiniti of Fairfield

Don Beyer Kia

Dover Dodge Chrysler Jeep Ram

DownEast Toyota

Driver’s Village Automall

Eagle Auto Mall

Eastchester Chrysler Jeep Dodge

Elm Chevrolet

F.X. Caprara Dealerships

Faulkner Automotive Group

Fitzgerald Auto Mall

Flow Automotive Group

Franklin Sussex Auto Mall

Frank’s GMC

Fred Beans Automotive Group

FX Caprara Kia

Gaithersburg Mazda

Garnet Auto Group

Gates GMC Buick Nissan

Gene Langan Volkswagen

Gengras Motor Cars

Gensinger Motors

Goldstein Auto Group

Goodwin Chevrolet Mazda Brunswick

Grand Prix Subaru

Grand Prize Chevrolet Buick GMC Cadillac

Grieco Automotive Group

Habberstad BMW MINI

Hagerstown Honda Kia

Haldeman Auto Group

Hamilton Mazda Volkswagen

Hanover Mazda

Harte Auto Group

Hawk Volkswagen of Monroeville

Healey Brothers

Hendrick Cars

Herb Chambers Auto Group

Hersons Honda

Hertrich Chevrolet Cadillac of Salisbury

Hiller Company Chrysler Dodge Jeep Ram

Hoffman Auto Group

Holman Automotive

Honda of Keene

Honda of Watertown

Hudson Valley Volkswagen

Huntington Honda

Huntington Hyundai

Huntington Volvo

Hurd Auto Mall

Hyundai of Abington

Hyundai of Keene

Infiniti of Nashua

Infiniti of West Chester

Ingersoll Auto of Danbury

Ingersoll Auto of Pawling

Interstate Toyota

Ira Motor Group

Jack Metzer Auto Group

Jaguar Hartford

Jaguar Land Rover Cherry Hill

Jaguar Land Rover Harrisburg

Jaguar Land Rover Huntington

Jaguar Land Rover North Haven

Jaguar Land Rover of Bedford

Jaguar Land Rover Willow Grove

Jeff D’Ambrosio Auto Group

Jerry’s Mitsubishi

Jim Coleman Automotive

Jim Price Chevrolet Hyundai

Jim Shorkey Auto Group

Joe Basil Chevrolet

Karen Radley Acura Volkswagen

Karp Automotive

Keeler Motor Car Company

Ken Ganley Automotive Group

Key Auto Group

Keystone Motors

King Auto Group

Koons Automotive Group

Lancaster Toyota Mazda

Land Rover of Princeton

Legend Auto Group

Len Stoler Auto Group

Levittown Ford

Lexus at New Country Latham

Lexus of Cherry Hill

Lexus of Queens

Lia Automotive Group

Liberty Honda

Lindsay Automotive Group

Lithia Motors

Long Automotive Group

Loyalty Automotive

Luther Ford Ebensburg

Luther Ford of Homer City

Lyon-Waugh Auto Group

Malouf Automotive Group

Manchester Mazda

Mastria Mazda GMC Buick

Matthews Auto Group

Mazda of Milford

McGovern Automotive Group

Mercedes-Benz of Fort Washington

Mercedes-Benz of Massapequa

Mercedes-Benz of North Haven

Mercedes-Benz of Princeton

Mercedes-Benz of Richmond

Mercedes-Benz of Springfield

Mercedes-Benz of White Plains

Mercedes-Benz of Wilmington

Meriden Hyundai

Merrimack Street Volvo

Metro Chrysler Dodge Jeep Ram

Metro Ford Sales Inc

Middletown Nissan

Middletown Toyota

Mike Piazza Honda

MileOne Auto Group

MINI of Baltimore County

MINI of Fairfield County

MINI of Montgomery County

Mitchell Auto Group

Modern Mazda of Thomaston

Mohawk Auto Group

Monadnock Ford

Moore Cadillac

Mount Kisco Chevrolet

Napleton Ellwood City Chrysler Dodge Jeep RAM

Napoli Motors

Nemer Motor Group

New Country Motor Car Group

Nielsen Chevrolet

Nissan of Keene

Nissan of Westbury

North Penn Volkswagen

North Shore Honda of Glen Head

Northeast Acura

Northstar Kia

Northstar Mitsubishi

Northway Motor Car

Nucar

Nye Automotive Group

O’Donnell Honda

Open Road Auto Group

Ourisman Automotive Group

Packer Norris Parts

Paddock Chevrolet Inc

Patrick Buick GMC

Patrick Mazda

Patrick Motors

Paul Miller Volkswagen of Bernardsville

Penn Toyota

Penske Automotive Group

Peruzzi Auto Group

Platinum Volkswagen

Pohanka Automotive Group

Porsche Norwell

Porsche of Huntington

Precision Acura of Princeton

Prestige Jaguar Land Rover

Prestige Subaru of Turnersville

Princeton Audi Volkswagen

Princeton BMW

Priority Lexus Virginia Beach

Quirk Auto Group

Raceway Kia of Conshohocken

Raceway Kia of Freehold

Radley Chevrolet Cadillac

Rafferty Subaru

Rallye Motor Company

Ramey Motors

Reydel Volkswagen

Richard Chevrolet

Richmond Ford

Rivera Toyota of Mt. Kisco

Riverview Chevrolet Buick GMC

RK Chevrolet Subaru

Rockland Chrysler Jeep Dodge

Rockville Porsche Audi

Rohrich Lexus Cadillac

Rosenthal Acura

Rossi Honda

Route 1 Chrysler Dodge Jeep Ram of Lawrenceville

Route 22 Toyota

Sarat Ford Lincoln

Schaller Auto Group

Schumacher Chevrolet of Denville

Security Dodge Chrysler Jeep Ram

Sheehy Auto Stores

Shoreline Hyundai

Smithtown Volkswagen

South Shore Chrysler Dodge Jeep Ram

South Shore Hyundai

South Shore Kia

South Shore Mitsubishi

South Shore Nissan

Stephen Auto Mall

Stohlman Volkswagen

Subaru of Keene

Sun Motor Cars

Sunbury Motors

Sunnyside Acura

Sunrise Auto Group

Tasca Automotive Group

Team Mitsubishi Hartford

Team Nissan of Manchester

Team Toyota of Princeton

Thomas Buick GMC Truck

Thompson Auto Group

Tony Mangino Mitsubishi

Torrington Hyundai

Toyota of Greensburg

Toyota of Manhattan

Toyota Volvo of Keene

Tulley Automotive Group

Valenti Auto Group

Van Syckle Kia

Vanderstyne Toyota

Volkswagen of Nanuet

Volvo Cars of Princeton

Volvo Cars Pioneer Valley

Volvo of Richmond

W & L Mazda

W & L Subaru

Wagner Motors

Waldorf Dodge RAM

Walier Chevrolet

Wantagh Mazda

Watertown Mitsubishi

Wellesley Toyota

West Herr Auto Group

Westbrook Toyota

Westbury Jeep Chrysler Dodge Ram

Woburn Toyota

York Volkswagen

Younger Motor Cars

Zeigler Honda of Amherst

South Region

OEM Parts Dealers Recognized By FenderBender Readers

Alabama, Arkansas, Florida, Georgia, Louisiana, Mississippi, North Carolina, Oklahoma, South Carolina, Tennessee, Texas

Acura of Jackson

Acura of Melbourne

All Star Automotive Group

Allen Samuels DCJRF Waco

Ancira Auto Group

Anderson Subaru Archer Kia

Archer Volkswagen

Atzenhoffer Chevrolet Mitsubishi Mazda

Audi Birmingham

Audi Cape Fear

Audi Charlotte

Audi Dallas

Audi North Park

Audi Pensacola

Audi Tulsa

Audi West Houston

Auto Gallery Chevrolet

AutoMax Hyundai

AutoNation

Bale Chevrolet

Banner Chevrolet

Beach Auto Group

Beaty Chevrolet

Beck Chevrolet Buick GMC

Bellamy Strickland Chevrolet

Benchmark Automotive

Bentley Hyundai Huntsville

Bert Smith International

Bev Smith Toyota

Bill Knight Automotive

Bill Penney Motor Co.

BMW MINI of Nashville

BMW of Birmingham

BMW of Jackson

BMW of Nashville/Mallory Lane

BMW of Wilmington

Bob Howard Parts Distribution Center

Bob Mayberry Hyundai

Bob Moore Volkswagen

Bob Utter Ford Lincoln Kia

Bomnin Chevrolet West Kendall

Bruce Lowrie Chevrolet

Bruner Motors

Cannon Motor Company

Capital Automotive Group

Capital Cadillac

Capitol Chevrolet

Carl Black Automotive

Carlock Automotive

Carolina Volkswagen

Casa Auto Group

Cavender Toyota

Centennial Imports

Central Houston Nissan

Century Automotive

Charles Clark Chevrolet

Charlie Clark Automotive Group

Chevyland

Chuck Hutton Chevrolet

Classic Automotive Group

Clay Cooley Auto Group

Coggin Toyota of the Avenues

Confidence Chevrolet

Covert Auto Group

Crest Cars

Crews Chevrolet Subaru

Cross Creek Subaru

Crossroads Cars

D & E Mitsubishi

Dallas Dodge

David Stanley Automotive

Day’s Chevrolet

Dean McCrary Imports

DeMontrond Auto Country

Dick Poe Dealerships

Dodge Chrysler Jeep Ram of Vacaville

Don Carlton Honda

Don Hewlett Chevrolet

Don Thornton Automotive Group

East Coast Honda Volkswagen

Ed Morse Automotive Group

Ed Napleton Automotive Group

Ed Payne Weslaco Motors

Ed Voyles Chrysler Dodge Jeep Ram

Edwards Chevrolet

Ewing Auto Group

Family Toyota of Burleson

Fayetteville Motors

Ferguson Superstore

Finnegan Auto Group

Flow Auto

Fowler Automotive

Fox Auto Team

Fred Anderson Kia of Greenville

Fred Haas Toyota World

Freeland Chevrolet Superstore

Freeman Auto Group

Friendly Chevrolet of Dallas

Galeana Automotive - Columbia

Gary Yeomans Auto Group

Germain Automotive Group

Gerry Lane Chevrolet

Gillman Automotive

Gossett Motor Cars

Greene Ford

Greenway Automotive Group

Grieco Automotive Group

Group 1 Automotive

Grubbs Family of Dealerships

Gullo Dealerships

Gunn Auto Group

Gunther Motor Company

Gus Machado Ford Hialeah

Gwatney Chevrolet

Hallmark Hyundai North

Hardy Chevrolet

Harper Volkswagen

Hayes Chrysler Dodge Jeep Ram

Helfman Motors

Helms Motor Co

Hendrick Cars

Henna Chevrolet

Herrin-Gear Auto Group

Hiley Automotive Group

Holman Honda of Fort Lauderdale

Hoy Family Auto

Hudson Automotive Group

Huffines Auto Dealerships

Hyundai of Cool Springs

Hyundai of El Paso

INFINITI of Birmingham

INFINITI of Cool Springs

Ingram Park Auto Center

Jackie Cooper Imports

Jaguar Land Rover Birmingham

Jaguar Land Rover Cape Fear

Jaguar Land Rover El Paso

Jaguar Land Rover of Tulsa

Jaguar Land Rover San Antonio

James Corlew Chevrolet Cadillac

Jenkins & Wynne Ford Honda & Lincoln

Jerry Ulm Dodge Chrysler Jeep

Jim Burke Automotive

Jim Ellis Automotive Group

Jim Glover on the River

Jim Norton Automotive

Jim Shorkey Auto Group

Joe Bullard Automotive

John Thornton Chevrolet

Jon Hall Chevrolet

Kahlig Auto Group

Keffer Volkswagen

Kelly Grimsley Kia

Ken Ganley Kia New Port Richey

Kernersville Chrysler Dodge Jeep Fiat

Kia AutoSport of Pensacola

Kia of Abilene

Kia of Orange Park

Kim’s Toyota Chrysler Dodge Jeep Ram

King Acura

Kinsel Automall

Krause Auto Group

Kuhn Volkswagen

Kyle Durrence Chevrolet Buick GMC

Lakeland Toyota

Land Rover South Dade

Landers Auto Group

Lawrence Hall Chevrolet

Leith Cars

Leson Chevrolet

Lexus of Birmingham

Lexus of Huntsville

Lexus of Melbourne

Lexus of Mobile

Lexus of Tulsa

Limbaugh Toyota

Lithia Motors

Long-Lewis Auto

Love Chevrolet

Mac Haik Auto Group

Maher Chevrolet

Malcolm Cunningham Chevrolet Augusta

Malcolm Cunningham Chevrolet North Point

Marc Miller Buick GMC

Mark Jacobson Toyota

Master Buick GMC, Inc.

Matt Bowers Chrysler Dodge Jeep Ram

Matthews Ford of Pryor

Matthews Kia of Cartersville

Mazda of Jackson

Med Center Mazda

Melbourne BMW

Mercedes-Benz of Birmingham - Irondale Campus

Mercedes-Benz of Jackson

Mercedes-Benz of Melbourne

Mercedes-Benz of Plano

Miami Lakes Automall

Mike Maroone Chevrolet

MileOne Auto Group

Milton Martin Auto Group

Mission Chevrolet

Modern Auto

Momentum Motor Cars

Monument Chevrolet

Mossy Nissan - Houston

Nash Chevrolet

Nelson Cars

Nimnicht Family of Dealerships

Nissan of Cool Springs

Norcross Mazda Memphis

North Freeway Hyundai

Northside Auto Group

Onion Creek Volkswagen

Orlando Dodge Chrysler Jeep Ram

Orr Chevrolet Cadillac of Fort Smith

Palmer’s Airport Hyundai

Palmetto Chevrolet

Palmetto Ford

Palmetto57 Nissan

Park Place Dealerships

Parks Wholesale Parts Division

Parkway Hyundai Subaru Volvo

Patterson CDJR

Patty Peck Honda of Ridgeland

Paul Moak Honda

Payne Mission

Pete Moore Automotive

Peter Boulware Toyota

Peters Chevrolet Chrysler Jeep Dodge Ram

Porsche Audi of Melbourne

Porsche Birmingham

Porsche Destin

Porsche San Antonio

Porsche Wilmington

Prestige Volkswagen

Principle Auto Group

Raceway Chevrolet Ford

Ray Huffines Chevrolet Plano

Red McCombs Automotive

Reeder Chevrolet

Rick Case Auto Group

Ridgeland Mitsubishi

Ritchey Automotive Group

Rogers Dabbs Chevrolet

Royal Automotive

Rudolph Auto Group

Russell & Smith Auto Group

Russell Chevrolet

Sam Pack Auto Group

San Marcos Toyota

Sandy Sansing Automotive

Schumacher Automotive Group

Scoggin Dickey Automotive

Seminole Chevrolet

Serra Auto Group

Service Chevrolet

Sewell Chevrolet

Sheehy Hyundai of Waldorf

Shottenkirk Automotive Group

Smith Infiniti of Huntsville

South Toyota

Southeastern Honda

Spartanburg Chrysler Dodge Jeep Ram

Sport Durst Automotive Group

Springhill Toyota

Starling Chevrolet

Stateline CJDR

Steve Landers Chrysler Dodge Jeep Ram Little Rock

Stingray Chevrolet

Stivers Automotive

Stone Mountain Volkswagen

Sunny King Toyota

Tameron Gulf Coast

Tasca Automotive Group

Team Dodge Ram of Myrtle Beach

Team Gillman Acura

Texas Toyota of Grapevine

Thompson GM Parts Center

Tom Bush Regency Motors

Tom Peacock Auto Group

Tommie Vaughn Ford

Town & Country Ford Bessemer

Town & Country Ford Pell City

Toyota of Boerne

Toyota of Cedar Park

Toyota of Dallas

Toyota of Fort Worth

Toyota of Laredo

Toyota of Melbourne

Toyota of Murfreesboro

Toyota of Orlando

Toyota of Richardson

Troncalli Chrysler Jeep Dodge Ram Subaru

Turan-Foley Chevrolet

Twin City Dealerships

United Ford

University KIA of Durham

Vaden Automotive

Valley Auto World

Valley Chevrolet Buick GMC

Vandergriff Automotive Dealerships

Vic Bailey Volkswagen

Victory Automotive Group

Volkswagen of South Charlotte

West Point Lincoln Buick GMC

Wiesner Auto Group

Williamson Cadillac Buick GMC

Wilson Kia

Woody Anderson Ford

West Region

OEM Parts Dealers Recognized By FenderBender Readers

Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada, New Mexico, Oregon, Utah, Washington, Wyoming

Acura of Concord

Acura of Peoria

Alan Webb Family of Dealerships

Armstrong Volkswagen

Arrotta’s Mitsubishi

Arrowhead Automotive Group

Arrowhead BMW

Auburn Chrysler Jeep Dodge

Auburn Ford Lincoln

Auburn Honda

Auburn Toyota

Audi Arrowhead

Audi Bellevue

Audi Mission Viejo

AutoNation

Beaverton Infiniti

Bell Lexus

Berge Mazda Volkswagen

Bill Luke CJDR

Bill Pierre Ford

Blackstone Chevrolet

BMW MINI of Portland

BMW Northwest MINI Inc.

BMW of Denver Downtown

BMW of Idaho Falls

BMW of Murrieta

BMW of Riverside

BMW Volkswagen of Santa Maria

Bob Baker Hyundai

Buena Park Honda

Camelback Cars

Capitol Auto Group

Car Pros Automotive Group

Cardinale Automotive Group

Carr Subaru

Castle Rock Chevrolet Buick GMC

Cerritos Automotive

Champion Chevrolet

Chapman Arizona

Chapman Las Vegas

Chase Chevrolet

Christopher’s Dodge World

Cole Chrysler Dodge Mazda

Concord Infiniti Nissan

Concord Kia

Connell Chevrolet

Corona Nissan

Corwin Automotive Group

Coulter Automotive Group

Courtesy Automotive Group

Crossroads Hyundai of Loveland

Cumming Chevrolet

Cutter Chevrolet

Dave Smith Motors

Dennis Dillon Autopark

Denny Menholt Chevrolet

Diamond Chevrolet of San Bernardino

Diamond Hills Chevrolet

Dick Hannah Dealerships

Dirito Brothers Volkswagen

Dishman Dodge Ram Chrysler Jeep

Don K Chevrolet Chrysler Subaru

Doug Smith Chrysler

Doug’s Lynnwood Hyundai Mazda

Downtown Toyota Subaru

Dublin Automotive

Dublin GM Superstore

Dublin Nissan INFINITI

Earnhardt Auto Centers

Edmark Toyota

Elk Grove Automall

Emich Automotive

Envision Motors

Evergreen Chevrolet

Fairview Ford

FH Dailey Chevrolet

Findlay Automotive Group

Fisher Honda Acura

Flatirons Subaru

Fletcher Jones Automotive Group

Folsom Lake CDJR

Ford Store San Leandro

Foundation Auto Colorado

Fowler Automotive

Fremont Hyundai

Fremont Toyota

Fresno Buick GMC

Friendly Ford

Future Nissan

Garden Grove Kia

George Gee Automotive Companies

Gilchrist Chevrolet

Gladstone Mitsubishi

Gold Rush Chevrolet

Gold Rush Subaru

Good Chevrolet

Guaranty Chevrolet

Hansel Automotive

Harbor Auto Group

Hayward Mitsubishi

Hedrick’s Chevrolet

Hendrick Cars

Henry Brown Buick GMC

Herzog-Meier Auto Center

Heuberger Motors

Hoehn Family of Dealerships

Holman Auto Group

Home Motors

Honda of San Leandro

Horne Auto Group

Huntington Beach Chrysler Dodge Jeep Ram

Huntington Beach Hyundai

Huntington Beach Mazda

Hyundai San Luis Obispo

Infiniti of Denver

Infiniti of Ontario

Infiniti of Scottsdale

Jack Powell Chrysler Jeep Dodge

Jaguar Land Rover Arrowhead

Jaguar Land Rover of Livermore

Jaguar Land Rover of Riverside

Jaguar Land Rover Portland

Jaguar Land Rover Seattle Authorized Service Center

Jeep Chrysler Dodge RAM FIAT Of Ontario

Jet Chevrolet

Jim Burke Ford Jaguar

Jim Fisher Volvo

John Elway Chevrolet

Karmart Volkswagen

Ken Garff Automotive Group

Ken Grody Ford Dealerships

Kendall Auto Group

Kia of Alhambra

Kia of Irvine

Kia of Paso Robles

Kingman Honda

Kirby Kia of Ventura

Landmark Ford

Laramie Auto Center

Larry H. Miller Dealerships

Lexus of Concord

Lexus of Fremont

Lexus of Riverside

Lexus of Westminster

Lithia Motors

Madera Toyota Chevrolet

Maita Cars

Manhattan Beach Toyota

Mark Christopher Auto Center

Mark Mitsubishi Scottsdale

Mazda Volkswagen of Thousand Oaks

McDonald Automotive Group

McKenna Cars

Medford Volkswagen

Merced Toyota

Mercedes-Benz of Foothill Ranch

Mercedes-Benz of Laguna Niguel

Mercedes-Benz of Littleton

Mercedes-Benz of San Luis Obispo

Mercedes-Benz of Scottsdale

Mercedes-Benz of Temecula

Mercedes-Benz of Wilsonville

Mercedes-Benz Toyota of Bellingham

Michael Hohl Motor Company

Midway Chevrolet

Mike Maroone Chevrolet South

Modesto Toyota

Moss Brothers

Motor City Buick GMC

Mountain States Toyota

New Century Volkswagen

Ontario Hyundai

Ontario Volkswagen

Orange Coast Infiniti

Palmdale Auto Mall

Paradise Chevrolet Cadillac Temecula

Paradise Chevrolet Ventura

Peak Kia Chapel Hills

Peak Kia Littleton

Penske Automotive

Peoria Volkswagen

Perkins Motor Company

Perry Ford Lincoln

Phil Long Dealerships

Pinnacle Nissan

Porsche Marin

Power Ford

Premier Automotive Group

Prestige Imports of Lakewood

Quality Buick GMC

Rancho Grande Motors

Rickenbaugh Automotive Group

Rodland Toyota

Ron Dupratt Ford

Roseville Chevrolet

Roseville Kia

Rusnak Auto Group

Rydell Automotive Group

Salt Lake Valley Auto Group

San Leandro CJDR

Sandia Toyota

Sands Automotive Group

Santa Barbara Auto Group

Santa Maria Nissan

Santa Monica Audi

Schomp Automotive Group

Seattle MINI

Serramonte Automotive

Shingle Springs Subaru

Sierra AutoCars, Inc.

Skyline Mitsubishi

Smith Volvo

Spokane Hyundai

Spreen Automotive

Stapp Interstate Toyota

Stephen Wade Chevrolet Cadillac

Sterling BMW

Stockton Hyundai

Stoneridge Chrysler Jeep Dodge

Stone’s Kia

Subaru of San Bernardino

Subaru Superstore of Surprise

Suburban Buick GMC Cadillac

Sunroad Auto

Sunset Honda

Sunset Imports

Surf City Nissan

Swickard of Anchorage

Tacoma Dodge Chrysler Jeep Ram

Tempe DCJR

The Niello Company

Titus Will Chevrolet

Toyota of El Cajon

Toyota of San Bernardino

Toyota of Santa Maria

Toyota of Vallejo

Toyota Place

Toyota Sunnyvale

Toyota Town of Stockton

Tracy Toyota

Tustin Toyota

Tynan’s Auto Group

Universal Mitsubishi

University Volkswagen Mazda

Van Chevrolet Buick GMC

Victory Toyota

Villa Ford

Volkswagen Kearny Mesa

Volkswagen of Garden Grove

Volkswagen of Olympia

Volkswagen Pasadena

Volvo Cars Arrowhead

Volvo Cars of Dublin

Volvo Cars Ontario

Volvo Cars Orange County

Volvo Cars Seattle

Walnut Creek Chrysler Jeep Dodge Ram

Walnut Creek Honda

Walter’s Automotive Group

Watson Chevrolet Infiniti

Webb Automotive Group

Weld County Garage

Wendle Motors

Wilder Auto Center

Winn Automotive

Young Automotive Group

THE BENEFITS OF HOSTING CONTINUING EDUCATION EVENTS

Holding classes for insurance agents can help build business relationships and drive referrals.

By TODD KORTEMEIER

WHEN IT COMES to outside-the-box marketing, if you can think of it, odds are some shop operator has tried it. From wacky radio commercials to sign spinners at a busy intersection, any shop owner or operator would be doing a disservice to their business if they didn’t explore any opportunity to increase revenue. But the success rate can be as varied as the initiative.

On the scale of thinking outside the box, hosting continuing education (CE) events is not in the same universe as a catchy jingle. But it’s also maybe not the sort of thing one might think of right away as a marketing initiative. When you take a closer look, though, all the revenue drivers you’d want are there: It’s a way to build relationships and earn more referrals, all for a minimal investment.

“I’m an advocate of it because I’ve done it since 1997,” says Robert Rick, who as strategic account manager for Axalta helps design programs and train CE instructors. “And it frickin’ works, man. It works unbelievably well.”

How it works

For those unfamiliar with the world of continuing education, these classes are for insurance agents who are required to take a certain amount of continuing education work on a regular basis to stay current on their license. This amount ranges from around 20 to 24 credits per year, depending on the state. The curriculum can be designed by anyone but must be approved by the state and assigned a credit amount.

Rick began his involvement with CE classes while working with Abra Auto Body & Glass in the late 1990s. Abra designed training programs for American Family Insurance agents and noticed an uptick in referrals to Abra shops. That operation quickly grew to the point where they had certified programs in 49 states.

“Agents are very frugal,” Rick says. “So, when they can get free classes, and they’re referring their customer to Abra, or whoever the company is that is hosting the class, they’re going to give these cards out. The customer takes it, and they come to Abra. So, we know that the referral came from that agent. These CE classes turned into a marketing mecca.”

Just as Rick is now with Axalta, a shop wishing to host CE classes could start by

reaching out to their vendors. They can assist with setting up the curriculum, the instructor, scheduling, and identifying a venue. Many shops choose to host their classes at a hotel or event space, though large shops with dedicated conference rooms or lounge space could actually host the class in-house.

The bottom-line benefits

Jamison Randall, marketing manager for Latuff Brothers Auto Body in St. Paul, Minnesota, was intentional about pursuing CE events because he saw them as a fit for what his shop could afford to do as a small family business. Lacking the resources of bigger shops or those affiliated with national brands, Latuff could build relationships and generate organic referrals through hosting CE classes.

“I made it part of my long-term marketing plan,” Randall says. “So, it’s not something I expected to go in and have one class and all of a sudden get a bunch of referrals; it’s more of a long-term effort to develop these relationships over the long run that you become a resource for people to reach out to you. And get to know you, like you and trust you to be able to be that referral partner.”

Latuff hosts one or two events per year. Some shops do more, though there is only so much continuing education each agent needs to receive, so the opportunities are not limitless. Rick says that some shop owners may be hesitant to spend several thousand dollars to host a class, covering things like licensing fees, paying the instructor, providing refreshments, and so forth. But that’s short-sighted, he says.

Rick offers the example of spending $3,000 to host a class. If an average repair order is also roughly $3,000, with a 40% gross profit margin, it would take only three referrals from that class to pay for the cost of hosting it. That, Rick says, makes it a simple decision.

“It is an effin’ no brainer,” Rick says. “And we’re not talking one agent, you’re talking multiple agents. Because once you become known to offer good CE in the spring or the fall, you own these relationships, because you’re marketing to them three months before the class, several months after the class, and then you’re marketing your next program.”

A symbiotic relationship

Beyond increased revenue directly from referrals, there is also an intrinsic value to hosting CE events, Randall says. There’s a power in working with other business partners, and it also sends a message that the business can be a resource and not just trying to get more business.

“It’s a great way to get out to the insurance agents and have something to offer, versus going in and asking for business,” Randall says. “You’re creating more of a reciprocal business relationship where you’re able to help each other out. So, what I found was, when you’re doing that, you’re working with these companies, like restoration companies, or the rental company, they’re not your competitor; they’re your business partner.”

Rick points out that both the shop and the insurance agent have a lot at stake during a repair. If an agent is going to give out a referral, it has to be for a shop that does good work and treats the customer right. If not, that could have a negative impact on the customer’s opinion of the insurance company.

“Agents want to work with body shops that have the best chance of keeping that customer happy through the repair process,” Rick says. “And why not do it with someone from their local community that they know, where they’ve attended insurance CE credits, and the person stops by periodically? And that person they insured is one of their own. We see how CE comes back 360 degrees because of our relationship.”

How I Retain Skilled and Trained Employees

To compete with larger shops, I prioritize my employees’ well-being through comprehensive benefits.

Keeping skilled and trained employees is a top priority for all shops. But good employees are especially hard to come by for smaller shops that often must compete with larger shops or dealerships on the pay scale and benefits they can offer. That is why I think as a small shop owner, it’s important for me to have strong employee benefits.

What I offer to my employees has evolved and grown as my shop has grown. I wanted to offer my employees health insurance, but I would have to cover the cost. Otherwise, no one would have opted into the plan, as they don’t have the ability to pay $300 to $400 a month for health insurance. I started looking at what else I could offer them.

I started with offering a retirement investment plan, where they could put part of their salary in it and I would match their contribution up to 3%. Although I’ve had people come in to discuss financial literacy and the importance of saving for retirement, only one employee takes advantage of this.

To enhance their retirement savings, I’m considering a life insurance policy with a built-in savings plan or scaling contributions to a retiremant plan based on years of service. I’d contribute an additional 1% fo their salary to the plan after the first year, 2% at five years, and 3% after 10 years. In the meantime, if any want to contribute from their salary, I would raise the percentage to match their contribution, not to exceed 3%.

I’ve also implemented supplemental benefits through Advantix Bridge Insurance Solutions, offering affordable options like life, disability, accident, cancer, critical illness, dental, and vision insurance. All employees participate in at least one offering, even though they cover the cost themselves. I also provide $10,000 life insurance for each employee at a cost of less than $60 a month for everyone, which is crucial after experiencing three employee (non-work-related) deaths in recent years.

I also offer the traditional benefits of one week of sick leave a year and one week of vacation time

a year after the first year of employment. I then bump the one week of vacation time to two weeks once they have been with me for five years.

There are two other employee benefits that I offer at my small shop. I have talked about them before, but I think they are two of the most popular benefits I offer and do much for longevity of my employees. The first is we offer a $10,000 retention bonus for every five years an employee stays with my shop. Thus far, I’ve paid out four of these retention bonuses, and they incentivize everyone in the shop because they see all of their hard work and loyalty is rewarded and I put my money where my mouth is. If you think $10,000 every 5 years of service is a lot, then look at the numbers. That’s $2,000 for every year they stay. I don’t know what the cost is, but if I lose an employee and then have to find another employee, train them, make sure they work well with my shop and I have to do that multiple times every few years, I guarantee I’m either losing that money in the transition or spending that money on the hiring and training process of the new employee. I would rather set that money aside in a high-yield interest account and pay loyal employees for their hard work and loyalty to my shop.

Another popular benefit is our flexible work schedule, adopted a year ago, allowing employees to work four 10-hour days. I gave my employees the option and flexibility to basically create their own schedule (within reason). I made it clear to everyone when we made this change a year ago that if work was not completed then we would go back to a 5 day a week, 8 hour-day schedule. This change has boosted productivity and employee satisfaction, offering more time for personal responsibilities and family.

While I can’t compete directly with larger shops, I prioritize employee happiness and wellbeing through comprehensive benefits. Retaining skilled employees remains my top priority, and though I’m still refining our offerings, our current approach seems effective in achieving that goal.

TIFFANY MENEFEE has more than 20 years experience in the insurance business and now runs a collision repair shop in El Paso, Texas.

EMAIL: tiffanykaymenefee@gmail.com

ARCHIVE: fenderbender.com/menefee

PAINTERS USE PAINT PROS USE XP

Why do so many shops choose Cromax® XP? Maybe it’s because they can achieve a premium finish in as few as two coats. Or that it’s easy to mix, match, and apply. It could also be having access to the most innovative digital color match tools. But we’d like to think it’s all of it.

See what sets Cromax® XP apart from the competition. axalta.us/xp

Success in an Ever-Changing Collision Repair Market

Ensure your business remains profitable and resilient in today’s market.

Navigating the financials in your shop can be challenging, especially with increasing complexities and demands. This month, I aim to provide practical budgeting strategies to help collision repair shop owners ensure their businesses remain profitable and resilient in today’s market.

Understanding Key Challenges

Before we dive into budgeting tips, it’s crucial to understand the key challenges currently facing the collision repair industry:

Rising Costs: Increased usage of parts over labor: The average number of parts used per claim has increased from 8.4 in 2019 to 13.7 in 2023. With an average part cost of $140.00, this has a significant impact on overall GP. Labor Costs and Increased Administrative Demands: Today, the average hourly salary for collision repair is $28.36, which can add up quickly, especially if your shop has a large team.

Paint and Materials: With continuous supply chain concerns and an unpredictable economic state, materials have become increasingly expensive, contributing to rising costs.

Claim Handling Complexities: The increased complexity of claims handling nationwide demands additional administrative resources. This means more time and money spent on paperwork and less on actual repairs.

Industrywide Lack of Accountability: A total lack of accountability within the industry cranks up the chaos of these challenges, leading to significant operational hurdles for us, duch as...

Insurance Company Bad Faith on Owed Claims: Many shops face delays and denials from insurance companies on claims that should be straightforward. This ongoing issue stresses cash flow and undermines trust and transparency in the repair process.

OEMs Regulating Their Certified Partners: Original Equipment Manufacturers (OEMs) have regulations and standards for their certified repair partners. However, enforcement can be inconsistent, resulting in variances in repair quality and adherence to best practices.

Negligent Repair Standards: Across the country, negligent repair standards are practiced due to the absence of strict regulations and consequences. This risks vehicle safety and supports efforts to damage the reputation of reputable shops striving for excellence

in their work while severely confusing consumers about in whom to instill trust.

Addressing these accountability issues is essential for maintaining the integrity and profitability of our businesses in a competitive market.

Budgeting

Tips for Collision Repair: To effectively manage your shop’s finances, consider implementing the following budgeting strategies:

Monitor and track costs regularly: Monitor your expenses closely and compare them to industry standards. Set benchmarks for labor, paint, materials, and overheads.

Plan for unexpected repairs or additional expenses: Prepare for unforeseen circumstances by setting aside a portion of your budget as a contingency fund. This will ensure you have the necessary resources to cover any sudden repairs or increased expenses. The ability to muscle through these financially will continue to get harder.

Negotiate with suppliers: Building strong relationships with your suppliers can lead to better pricing and more flexible payment terms. Don’t be afraid to shop around and compare quotes to ensure you’re getting the best deal on parts, paint, and materials.

Adopt technology: Utilize management software to streamline administrative tasks such as scheduling, inventory management, and customer communications. This can reduce the time spent on paperwork and allow you to focus more on repairs and customer satisfaction.

Evaluate staffing levels: Regularly assess your team’s productivity and make adjustments as necessary. Employing the right number of staff — neither too many nor too few — ensures that your shop operates efficiently without incurring unnecessary labor costs.

Measure and Review Regularly : “You can’t manage what you don’t measure.” Regularly reviewing and establishing metrics is crucial. This involves:

Timesheets as Time Budgeting: Ensure that all team members use timesheets, especially those with heavy administrative salaries. This helps track productivity, ensures team efficiency, and justifies costs.

Regular Financial Reviews: Schedule regular reviews of your financial metrics. This will help you make informed decisions and adjust your budget as needed.

Implement Progressive Changes: Avoid internal and external shock or confusion by implementing small, progressive changes. This can include:

Gradual Cost Reductions: Identify areas where you can gradually reduce costs without compromising quality.

Incremental Policy Changes: Adjust internal policies and procedures in small steps to ensure a smooth transition for your team & customers.

Avoid Leakage: Ensure that every dollar spent contributes directly to your shop’s profitability. This can be achieved by:

Strict Inventory Control: To prevent overstocking or wastage, monitor and control your inventory.

Efficient Claim Handling: Streamline your administrative processes to handle claims more efficiently, reducing unnecessary administrative costs.

Conclusion

By understanding the key challenges and implementing these budgeting strategies, you can ensure your shop remains profitable and resilient in an ever-changing market. Remember, regular measurement and progressive changes are your allies in achieving financial stability.

It takes as much energy to wish as it does to plan. Planning and budgeting require effort but are vital for your shop’s success.

DREW BRYANT has been the owner of DB Orlando Collision since August 2011. A 20 group leader, in-demand conference speaker, and award-winning shop owner, Bryant takes a nontraditional approach to process implementation, lean process development, and overall operational experience while remaining dedicated to his staff's personal and professional development.

PARKS EMAIL: drew@orlandocollision.com

ARCHIVE: fenderbender.com/bryant

“T”

Recycled Transmissions and Engines are carefully removed from the vehicle in one of our state-of-the-art dismantling plants, inspected for damage, and inventoried with consistent descriptions and accurate donor vehicle mileage to ensure quality.

Remanufactured Transmissions and Engines go through a systematic process and are restored to “Like New” condition, meeting or exceeding OEM specs. Most LKQ Remanufactured Transmissions come with 3-Year Unlimited Mileage warranty, and most LKQ Remanufactured Engines come with a 4-Year Unlimited Mileage warranty.

LKQ has been ranked as one of America’s Most Responsible Companies of 2024 by Newsweek and received certification as a Great Place to Work for 2024. To be a part of our growing team of passionate parts people, apply now by scanning the QR code.

Transforming Collision Repair Education

Sponsored By

The Daylight Solution

SATA® trueSunTM

The amount of work caused by a wrong decision and the associated high costs of repainting the area leave no room for compromise when it comes to choosing the light quality.

In order to ensure that the correct color variant is selected during refinishing and the associated color shade can be determined, a light source that reproduces the entire color spectrum of visible light (daylight) as far as possible must be used. The specially developed SATA trueSun facilitates professional color retrieval and identification, even inside the bodyshop.

1012129 SATA trueSun, incl battery and charger

ƒ Best possible close to daylight reproduction of different color shades

ƒ Homogeneous light distribution across the entire illuminated area

ƒ Approx. 70 minutes at full light intensity

ƒ Uniform light intensity - independent from the battery's level of charge

ƒ Charging cycle time of only 50 minutes

ƒ Infinitely adjustable light intensity

When we were discussing topics for the 2024 edition of Painter’s Playbook, everyone at SATA USA Inc. came to a consensus that “the gap” — or technician shortage — in the collision repair and refinish industry needed to be covered. It was agreed that its prevalence was too important to ignore. As a result, our three main articles in this issue cover “the gap.”

It is our goal, that this issue will further educate our readers about the technician shortage while continuing to deliver valuable resources and insights, building upon the foundation laid by previous editions.

Empowering Professional Growth

To learn more about “the gap" for this issue we went straight to the source. We asked shop managers, education instructors, and young technicians about their personal experiences with the technician shortage. Their perspectives help to shed light on the challenges and opportunities they face within the industry.

In another article, Diane Benting — founder and owner of BodyShopJobs. com — was interviewed to offer insight into her website and how it can help grow the industry. We hope that after learning about BodyShopJobs.com, readers will use it when looking for employment opportunities.

The Q&A in this edition was designed to inspire readers to continue to follow their passions. Franny Drummond's responses in this article show how he became a successful artist in the industry and owner of Paint Zoo Studios.

For readers who want to continue to grow their paint skills, Danyon Kirchner contributes an insightful article in the Tips & Tricks section about the “exceptional eight.” Chris Springer from SATA USA Inc., also contributes two great Tips & Tricks articles. The first article guides readers on how to select the ideal spray gun. The second offers expert advice on how to set up a SATA spray gun to meet specific needs.

At SATA USA Inc., we hope that the 2024 edition of Painter’s Playbook will help assist readers in their everyday processes. We encourage you to read it and continue to grow with us!

Many Thanks

A special thank you to Andrea Hindt who does the great advertising work here at SATA USA Inc. and helped to put this together. Also, thank you to Jim Kvatek for helping to gather all the insightful contributions from shops, schools, and young painters.

Enjoy this issue and learn!

Tony Larimer Director of Sales & Marketing

SATA USA Inc.

SATA filter 500

SATA® Filter 584TM

Triple-stage filter (with activated charcoal) – to apply VOCcompliant paints, such as waterborne or high-solid paints.

Order No. 1099953

SATA® Filter 544TM

Dual-stage filter (without activated charcoal) –suitable for the application of solvent-based paints.

Order No. 1100990

SATA® Filter 584LTM

Triple-stage filter in-line (with activated charcoal) – to apply VOC-compliant paints, such as waterborne or high-solid paints.

Order No. 1101716

ƒ Air flow with 4 connections approx. 135 cfm

ƒ Optimized compressed air treatment through separation of water, particles and harmful substances

ƒ Fine filter and activated charcoal filter cartridges fit perfectly by being simply inserted – without screw fittings or additional seals

ƒ Low maintenance, bayonet lock with haptic and acoustic feedback

ƒ Reverse air flow options available

ƒ Synchronized maintenance: Filter maintenance only necessary every 6 months for all stages The SATA filter 500 series 100% technically

INFO on the SATA filter 500

SATA USA Inc.

1 Sata Drive • PO Box 46 Spring Valley, MN 55975

Phone: 800-533-8016

E-mail: satajet@satausa.com www.satausa.com

DRIVEN BYART

Franny Drummond’s Path To

Custom Painting Mastery

In the automotive world, Franny Drummond is renowned for his remarkable mastery of airbrush and custom art. From his beloved custom hockey helmets to his authentic, life-like illustrations on automotive hoods, he is a true virtuoso with a paint spray gun.

Drummond is the founder, owner, and artistic talent behind Paint Zoo Studios located in Langhorne, Pennsylvania. To delve more into his realm of custom painting and how he found success, Painter’s Playbook sat down in an interview with him.

Interview by Emily Kline

Painter’s Playbook: How did you get into the painting business?

Drummond: I started drawing as a kid, because I thought I wanted to be a sports illustrator, and back then they didn’t have social media or Photoshop, so everything was hand drawn and illustrated. When I went into high school, I prepared my art portfolio to apply to art colleges and ended up getting accepted to the International Fine Arts College in Miami, Florida. I graduated with my associate degree in commercial and advertising art in 1994.

After I graduated, I stayed in Florida and moved to Cocoa Beach where I worked for Slater Surfboards — designing custom paint surfboards and t-shirts — and Ron Jon Surf Shop painting t-shirts. After a few years in Cocoa Beach, I got to a point where I had to ask myself, “How am I going to make money doing art?” That was the trick and I think that's what everybody tries to figure out within the art world. But that's where I started. I moved back to Pennsylvania in 1997 which is when I founded Paint Zoo Studios. I bought a house, worked fulltime, and airbrushed in my shed on the side for two years. Eventually, I started going to all the automotive shows where I displayed my portfolios, and I built my custom paint business that way.

Painter’s Playbook: What is the difference between spray painting a shirt versus a helmet or car?

Drummond: The big difference is getting paid. If you're going to make a t-shirt for someone, you make $40, and if you're going to do a helmet, you could make up to three grand. There's a huge difference in that. I fell in love with the automotive field because there's so much more that you can do with paint. You get to work with metal flakes and candies, and other fun products.

Painter’s Playbook: What challenges have you faced in learning to paint over the past three decades, and how has the landscape of learning and teaching art changed since then?

Drummond: I've been painting for 30 years, and within that time I’ve had to independently teach myself by messing around. It was harder to learn back then because the industry was different, there weren’t a lot of people available to teach you things. Yes, there were magazines, but they didn't truly show you how to do everything. Now with YouTube, there’s a lot of content to help young painters learn. There are even a lot of experienced painters giving back. For instance, Paint Zoo Studios does a ton of classes every year for people so they can learn what I had to learn on my own.

Painter’s Playbook: Could you expand on what types of skills painting students develop in your classes?

Drummond: One of the classes we taught focused on how to paint a skateboard, and another was an intro to custom painting. The class that we have coming up is going to be an intermediate-advanced class. In this class, we're going to dive into airbrushing and pinstriping. There are so many aspects of this industry that you must learn, and some people know some of it and some people don't know any of it. I think it’s important to know all aspects, which is why we offer the classes. At Paint Zoo Studios, we paint portraits, we airbrush, and we do clear coating bodywork and custom paint.

We believe that if you know how to do all of it, then you don't have to rely on anybody else to do it for you.

Painter’s Playbook: What advice do you give to your students and new painters?

Drummond: I always tell everyone to use their imagination, to not get frustrated, and to keep at it. Keep practicing. Keep learning new techniques that are out there, and don't be afraid to ask and fail. If you have people like me, and other artists that I know, they're inspiring to talk to. They've been through the hard parts. Even if you just give a shout-out on their social media and say, “Hey, I just had a question about this,” a lot of artists are happy to help you.

USING THE RIGHT TOOL FOR THE JOB

The role of specialized tools in achieving perfect auto paint jobs

By Chris Springer

Some may say that the days of the “Master Craftsman” are making a comeback due to the Original Equipment Manufacturer’s (OEM) never-ending pursuit of brand differentiation. Today’s auto makers are putting their color design teams to task to create wildly unique colors that defy the traditional color pallet. While it seems like every mechanical and structural design of the cars on the road today are engineered to be easier to repair or replace after a collision, the paint colors are becoming more “specialized” or technical to refinish.

Mazda’s “Machine Grey” is no exception to the rule. In fact, Mazda Motor Corporation created an entire team of experts to invent colors that complement their vehicle bodies from KODO Design. Soul Red, code 46V, was the first color that Mazda launched as part of their new campaign. Though this color appears to be your typical 3-stage paint scheme, it is deceivingly unique. Mazda’s design team struggled to get the hue of red they had in their minds until they introduced some “color absorbing” flakes. To hit their target of the purest red, they were able to add a flake to the color that would not only be extremely reflective, but it would also absorb any blue shade hue that may be visible.

Machine Grey is the second color introduced by this team at Mazda. The OE code is 46G for Machine Grey and it utilizes Vacuum Metalized Flakes (VMF) or Leafing Aluminums to create a highly reflective, uniform color.

While 46V’s magic is in the color formulation. 46G combines both specialized color formulation and application techniques. Very similar to the specialized colors from Nissan (KAB – Bluish Silver) and Mercedes (040 – Alubeam Silver)—Mazda’s 46G Machine Grey can be both a 3-stage and a 4-stage repair depending on the refinish paint brand you utilize. That’s not to say that the 3-stage is easier than the 4-stage repair because it has one less step.

Mazda 3 with Soul Red Crystal Color | Mazda 5 with Machine Grey Color.

Soul Red Crystal Orientation

Because the final color layer is the one that contains the leafing aluminum, that step is truly the one that requires that “Master Craftsman” skill level. I strongly suggest following the paint manufacturer repair process documents to the letter. They have taken the time to create that process to eliminate the possibility of a re-do on your end.

What you will read suggested by most paint companies is the use of a 1.0 – 1.1 fluid tip for the color layer of this repair. Unless you’ve been lucky enough to get the Nissan or Mercedes repair in your shop, you most likely don’t have one lying around. You might have never heard of such a small fluid tip for spraying basecoat.

TIPS FOR SUCCESSFULLY SPRAYING COMPLEX OEM COLORS

While every repair is different due to its location and size, there are some things you can do to help minimize re-dos.

Equipment Maintenance:

• Keeping your equipment at its peak performance is key. Cleaning your fluid passages thoroughly after each use as well as keeping the exterior free of dried paint and overspray. A clean spray gun paints clean paint jobs.

• A simple and inexpensive way to keep your SATAjet X 5500 running like it did when it was new, is to replace the fluid tip seal that is seated at the back of the fluid tip. 140582 is the part number for a 5-pack from SATA USA.

• The use of SATA Part Number 48173 – Gun Grease is the best way to keep your spray guns running a long time. The difference between using the SATA Gun Grease vs. any other tool or spray gun oil is how long it lasts. Putting spray gun oil on your moving parts makes the gun spray great once, but then you clean it, or it sits overnight, and the next time you grab it the oil is gone. SATA’s Gun Grease is a high-performance grease for use on the trigger piston, pins, and on the needle where it passes through the fluid seal in front of the trigger. It can also be used on the fluid control knob threads to make it easier to adjust and remove that knob. A small amount can be used on the air micrometer to keep it turning easily. Avoid over applying the grease as a little goes a long way… and lasts.

I use the reference to the “Master Craftsman” because those were always the technicians who had specialized tools in their toolbox that the other techs would borrow. There is no denying that with the way the OEM’s are fighting to be different, we as automotive refinish technicians will be required to expand our toolbox to include these smaller nozzle sets. Fortunately, the SATAjet X 5500 has a wide variety of nozzle sets available for it ranging from 1.1 – 1.5 in the HVLP model and 1.1 – 1.8 in the RP model.

I suggest using the SATAjet X 5500 HVLP 1.1I spray gun for spraying Machine Grey from Mazda Motor Corporation with just about all the refinish paint brands and technologies. Both solvent-borne and waterborne basecoats use the 1.1 fluid tip.

Some paint manufacturers suggest dialing the fluid control knob to ¾ - 1 ½ turns open. Again, following the guidelines for the paint brand that you use should be your first priority.

The superior design and function of the SATAjet X 5500 will dramatically affect the application of complex OEM colors positively. From its durable, solvent, and water-resistant finish that coats the entire internal passages of the spray gun body. The SATA 5500’s tall, even fan pattern atomizes materials and evenly distributes droplets throughout the pattern making pearl and flake orientation easy.

A perfect complement to the SATAjet X 5500 is the SATAminijet 4400 B. The SATAminijet 4400 B is available in both

HVLP and RP technologies with fluid tips ranging from 0.8 SR – 1.4 SR in the HVLP model and 0.8 SR – 1.2 SR in the RP model. The “(SR)” or Spot Repair versions of the fluid tips are specific to the refinish coatings industry with a more traditional fan pattern shape. Again, for spraying colors like Machine Grey (Mazda 46G) I would suggest using the SATAminijet 4400 B HVLP 1.0 SR. While the 4400 is considered a smaller, touch-up version of the 5500, it still packs a fan pattern that is about 75% of its full-size brother. It is ideal for doing those repairs in hard-to-reach or confined areas, spraying bumper covers with more control and accuracy as well keeping repairs and blends small while minimizing overspray.

SATAjet X 5500 HVLP 1.1I vs. 1.4 Fluid Tips.

Conventional Metallic vs. Leafing Aluminum Orientation

Scanning electron microscope (SEM) image showing Bringt Silver pigment’s smooth surface / SEM photograph of a vacuum-metallized aluminum flake

Chris Springer National Accounts & Industry Relations Manager

The Proper Tool For The Job:

• Using the recommended fluid tip size to spray specialized coatings is vital. You just can’t take your 1.3 or 1.4 and “make it spray like a 1.1” by adjusting it. The paint companies have done the testing and work to determine those recommendations, so you don’t have to find them out the hard way.

• Use the wrench that came with the spray gun! Air flows over, around, and through the fluid tip and air cap. Using an improper wrench to take out a fluid tip seems easier than searching for the red-handled wrench in the mix room, it only takes a second for the wrong wrench to slip and damage the fluid tip. The damage done to the fluid tip or air cap can cause the airflow to become turbulent. This can dramatically influence how well the material is distributed in the pattern and can cause pattern flutter. Both lead to the mottling of metallics and pearls and just make you work harder to overcome that issue.

Application Technique:

• Be disciplined with your gun distance, overlap, speed, etc. Being in control of the spray gun and paint that’s coming out is the fastest way to deliver that job the first time. Exceptional gun angle, overlap, distance, and speed will make spraying colors like 46G much easier.

APPLICATION TECHNICIAN VERSUS THE MASTER REFINISHER

Advancing your refinishing skills with the “exceptional eight”

By Danyon Kirchner

The vast majority of new technicians in the refinishing department start as applicators. As an applicator, you learn hand-eye coordination, gun-to-panel distance, arm speed, and control, as well as basic troubleshooting. The fork in the road is whether an applicator chooses to become an elite, "A-plus” refinish technician. Knowing how to apply paint and being a master refinisher are separate, albeit necessary, career paths.

Every day we encounter people who have different levels of training and education. When you think about your own experiences, what kind of person do you choose to hire when needing a service? Do you choose a person who hasn't kept up with advancements, technology, and equipment? Or do you choose the person who continues to learn and grow, and utilizes the latest and greatest processes, tools, and procedures?

Choosing to become an A-plus technician is exactly that, a choice. By doing so, you become not only a desirable candidate, but a true asset to any refinish department. Someone who values safety, the art of refinishing, continuing education, and respects the level of trust customers have in them. To assist applicators in taking the next step, I have outlined a list of eight disciplines all master technicians should follow.

The Exceptional Eight

Usain Bolt said, "I trained for four years, for nine seconds. People quit when they see no results after two months.”

Considering the physical application of paint is the quickest part of the refinishing process, Bolt’s quote fits perfectly within our trade. We must train, learn, and grow daily to be the absolute best. Ironically, the things that make us elite inside the booth are things we choose to learn outside.

We choose to learn and master the exceptional eight not only for us but for our coworkers, employers, and customers. Refinish technicians are entrusted with people’s largest investments and that must be taken seriously. Utilizing the exceptional eight will show yourself and others that you can be trusted with valuable assets and help you become a true A-plus refinish technician.

1. Your own safety—There's nothing more important than taking care of yourself. Our well-being is the most important asset we have. Invest in your own physical and mental wellness by determining your needs and taking the appropriate course of action. Fresh air, paint suits, gloves, and safety glasses are an absolute must every day.

Something I can recommend from many years in the industry working with hundreds of refinish technicians is solid chiropractic care, weight training, and

cardio training — incredible for stress — and finally stretching every day. Your body will thank you!

2. Air quality and booth dynamics—It used to be common practice to wait on a tech rep or account rep when you had an air or booth problem. If you are still living that way…DON’T! The best thing a true master can do is diagnose and maintain his equipment to minimize setbacks. Learning how to use a velometer, humidity gauge, smoke sticks, and a particulate tester is important. Educating yourself about these products will help you diagnose and fix many common issues that exist in a refinishing department. Reach out to your tech rep and booth manufacturing rep to request training on these tools. The vast majority will be happy to oblige, helping you to become self-sufficient on standard diagnostics and basic repairs of booth flow and air quality issues.

3. The art of color—Beauty is in the eyes of the beholder and color match is in the eyes of a refinish tech. In the new age of technology, one of the best things you can do is test your color vision. In the event you have an issue, there are even color corrective glasses available.

Do not pigeonhole yourself to what is available only by the paint manufacturer. There are art colleges everywhere! Take a

course at a local art school or online and read books on color theory. Undoubtedly, these choices will absolutely impact the quality of your color matches. This is the thinking of an A-plus refinish technician!

4. Being a master of your tools and equipment—The best piece of advice when it comes to specific tools is — don’t follow others, follow instructions. The manufacturer of tools and equipment is the end-all-be-all when it comes to proper use and maintenance. Elite technicians do not skip steps or use tools improperly. Read the user manuals, master them, and only use them as instructed. This is the mindset you need to be a highly effective professional.

5. Expert understanding of all paint manufacturer docs—We tend to treat total dissolved solids (TDS) information with little care. Treating it the same way we treat instructions on assembling furniture. We shove them into our mixing table drawer —aka the workplace "junk drawer"— and might revert to them if we have a catastrophic problem. Generally, once they go in, they never come back out. We're in the new age now, revisions occur to make our products better, and those changes can happen instantaneously. Because of the online availability of technical data sheets, we can have all the information with a few clicks. Versus having to wait years or months on paper versions. These documents are the ticket to making products perform as intended when used correctly. Listen to facts, not opinions.

6. Staying consistent in researching OEM refinishing procedures—This is not just for blueprinters, estimators, or body/structural technicians. There are

tons of procedures from epoxy under filler, to min and max MIL rates to Advanced Driver Assistance Systems (ADAS) required paint formulas that all exist in the refinishing shop. You must take it amongst yourself to learn and research each vehicle to restore it to original equipment manufacturing (OEM) standards. This should not be a “that’s not my job” scenario, it should be a “working with all departments for the good of the customer” scenario. You are an elite refinisher, and that requires a different level of thinking.

7. Owning your department— Anything that is an enemy of the refinishing process should never exist in the refinishing department. Dirt, unused things that collect dust, poorly maintained lighting, dirty mixing rooms, etc., are the enemy of a true master refinish technician. The refinishing shop should reflect what kind of product you produce. Be organized, be clean, and be top-notch.

8. Advanced learning—Think about what plaques a refinish technician can hang on an office wall. Take it amongst yourself to showcase your level of commitment by advertising all the advanced learning you have participated in. Never wait for validation from someone else. If you dedicated the time and effort to become a master tech, own it!

We need to look outside the box when it comes to advancing our learning. Of course, there are the standard paint manufacturer certifications and I-CAR. But there’s more out there if you choose to research it. Being a master refinish technician exists outside the booth just as it does inside the booth. We are in a time like no

other because a lot of training is available online. There are classes on time management, becoming a better leader, managing relationships, color theory classes, and so much more. To become the best version of yourself, you need to train in all aspects of your life. Untapping your potential, and choosing to live outside the norm, is what will take you to the master elite refinish technician level!

Passion To Precision

Becoming the ultimate refinish technician is only limited by what you think now, versus what you think is possible. If you choose to take the path to becoming a master, dive in fully with heart, body, and soul. This will make you a rare asset to any organization.

It is time to make the world of automotive refinishing a desired career for generations to come, and that difference starts with you.

Danyon Kirchner C20 Refinish Moderator Collision Hub

SATAjet® X 5500

Air Cap

The air cap and fluid tip are the heart of atomization. Keeping your air cap clean and free of overspray and debris will result in years of use without degradation of performance. It is recommended to use a soft, nylon bristle brush to clean the fluid tip and air cap. Metal pokers, tip cleaners, or low-quality metal brushes can result in damage to the surface and/or deformation of the atomizing holes. This can result in a lack of fullness or a misshapen fan pattern.

Selecting the correct fluid tip can be a daunting task. With all the options out there, how do you know which one to choose? SATA helps take the guesswork out with the SATA Nozzle Finder app as well as spray gun charts from the major automotive paint brands. Please visit satausa.com for more information.

For more info on our SATA Reps.

Nozzle / Fluid Tip Seal

SATA fluid tips are precisely machined stainless steel suitable for spraying both solvent-borne and waterborne coatings. With SATA’s unique addition of a fluid tip seal, cleaning the fluid passage of a SATA spray gun couldn’t be easier. The fluid tip seal ensures paint doesn’t come in contact with the threads thus preventing paint materials from drying and coming loose during the next repair resulting in a defect in the finish.

Fluid tip seals are found in every SATA spray gun model. In the SATAjet® X 5500, the tip seal is a functional piece separating air from fluid. Worn or damaged seals can result in a pulsing of the fan pattern. It is strongly recommended to keep replacement seals on hand so you can easily and quickly replace it and continue with production. The SATAjet X 5500 model comes with a 5-pack of replacement seals, while all other SATA spray guns can be purchased through your local authorized SATA distributor.

Round / Flat Spray Control

This dial controls the fan pattern shape. It does this by reducing the amount of air that is directed to the air horns. When fully closed, the fan pattern is a round, conical shape.

The next time you’re going to reach for the fan control, try adjusting your fluid in 1 ½ - 2 turns closed from wide open first. You will notice the fan gets smaller without sacrificing atomization. Then you can adjust your air pressure down to get the perfect balance of fluid and air for the product you’re spraying.

Material Flow Control

This knob can be used to reduce the amount of paint material. By reducing the amount of paint, the fan size and shape will also be affected.

Consider replacing this knob with the new SATA® QMR. The QMR or Quick Material Regulator allows you as a painter to make instantaneous changes to your material with the push of a button

Air Micrometer

This is for fine tuning to your desired air pressure based on the materials you’re spraying. Adjustments should not exceed 5-10 psi.

Adjusting air down to spray pressure from 80+ psi line pressure can result in inconsistent pattern, pulsing of the fan, and in extreme cases can lead to diminished appearance of the finish. It is always recommended to regulate the air pressure down to within 5-10 psi of desired air spray pressure with a good diaphragm wall regulator.

Digital Air Pressure Display

SATA USA offers a variety of digital air pressure displays for any model of SATA spray guns. The integrated handle provides easy to read, worry free, and precise digital air pressure readings. With todays original equipment manufacturer (OEM) color selection, it is easy to influence final color and appearance with air pressure. Make sure you’re using the correct pressure for the paint brand and colors you’re spraying today.

While the digital handle is only offered in the SATAjet® X 5500, consider adding a SATA® adam 2TM display to other models. This can be done with an air micrometer dock or with the adam 2 U regulator that mounts to the air inlet of any SATA spray gun.

Did you know we have a repair facility? Learn more.

THE SATA® trueSunTM

THE DAYLIGHT SOLUTION

This product allows a quick and precise professional color shade evaluation and identification within the paint shop. The new high-precision LED module, especially developed with SATA®, offers a true reproduction of the daylight to enable reliable color identification inside the body shop and help prevent expen sive mistakes and high rework costs.

Durable

The Lithium-ion battery is extremely durable with a long operating life of approximately 70 minutes at full light intensity. You can be confident in the status of your charging condition with a built-in display and a charging cycle of approximately 50 minutes.

High Intensity

Quality

The second-to-none quality of the SATA® trueSun™ LED lamp in terms of light intensity ensures an optimum of process security, the light remains at constant level until the device has completely switched off.

Due to the uniform distribution of the light across the light cone, the SATA® trueSun™ LED lamp allows the trueSun's light intensity to adjust to nine different positions depending on the color.

THE SATAJET® 1500 B SOLV

High quality doesn’t always have to mean a high price tag. The SATAjet® 1500 B SoLV solvent spray gun offers great performance at an exceptional price. With the name, SoLV, short for Solvent, Low VOC and Low Viscosity, this spray gun is targeted at a specific segment of the collision repair industry and designed for full system applications. This spray gun includes a stainless nozzle set available in 1.3 and 1.4 nozzle sizes, with air pressure ranging from 7-29 psi allowing you flexibility, whether you like to work fast or take it nice and slow. The HVLP uses only 12.4 CFM of air volume at 26 psi inlet pressure with the RP version using only 10.2 CFM air volume at 29 psi. These spray guns can be used with a 5 hp compressor. Whether you are a lifelong user or new to SATA spray guns, you can’t go wrong with the affordable and high quality SATAjet 1500 B SoLV.

Efficient

With the slightly shorter, but wider fan, the spray gun is designed with low overspray and a low material consumption. The air pressure ranges from 7-29 psi, allowing for a fast working speed.

Responsible

The reduced pressure (RP) version of the SATAjet® 1500 B SoLV has SCAQMD and EPA approval. You can be confident you're making the responsible choice when it comes to taking care of your environment in and out of the paint booth all without sacrificing quality.

Versatile

The SATAjet® 1500 B SoLV is very flexible, and useful when spraying everything from lower solids alkyd enamels, and commercial coatings to high solids acrylic urethanes.

SATAMINIJET® 4400 B

Bigger is definitely not always better, especially in the paint booth. That’s the thinking, design, and application behind the SATAminijet 4400 B. In other words, it’s the perfect spray gun for superb finishes on hard-to-reach areas or small surfaces. A special spot repair (SR) nozzle is also available and the gun is equipped for both solvent and waterborne paint systems in HVLP and RP applications. Ergonomic, sturdy and adaptable with all SATA paint accessories, whip this bad boy out for the next custom job and watch as your clients’ jaws hit the floor.

AIR VISION™ 5000

Ergonomically Excellent

The minijet 4400 B is as comfortable as it is versatile and will reward you even wearing gloves. Precise and durable, the spray fan can be adjusted with only a ¾ turn.

Curiously Connectable

The minijet accounts for all three RPS cup sizes— no adapter necessary. The large connection makes cleaning the material passages safe, simple and effective.

Surprisingly Strong

This gun features a satin gloss pearlodized™ surface, meaning it resists corrosion and is simple to clean. The air cap is made of chrome-plated brass and the needle and fluid tip are forged from tempered steel. With a reinforced air piston rod and trigger guard, the minijet will last as long as you do.

There’s nothing more valuable than your health—not even that vintage split-window Corvette you’ve been working on in the booth. The air vision 5000 comprehensive breathing protection system provides the cleanest air available to painters and consists of the supplied air respirator, SATA air vision 5000, and a belt unit. The modular system allows easy attachment of several add-on modules while the SATA air vision 5000 hood protects the respiratory system and the complete head area against solvents, overspray, and fear of any contamination. All elements of the system are NIOSH approved in the U.S. and available at your local SATA distributor.

Belt

This no-fuss accessory helps secure the entire respiratory system to your body while enabling full freedom of movement.

Regulator

Like it hot? Like it cold? The regulator enables you to tailor air flow, and temperature according to your needs. Paint how you want to.

Navigating The

Technician

Competency In The Collision

Repair

Industry

By Emily Kline

Painter’s Playbook asked two collision center managers, Jennifer Lewis-Hodgson — Grossman Chevrolet in Old Saybrook, Connecticut— and Travis Miller—Ciocca Collision Center in Harrisburg, Pennsylvania to write in their own words what issues they presently encounter at their shops.

The following is Jennifer Lewis-Hodgson in her own words:

There is no industry-wide standard for shops to determine the skill level of technicians. Although ASE and I-CAR programs offer certification for skilled collision technicians, the majority of technicians I’ve met have received their training and experience through informal means. This occurrence is not uncommon and because of this, shops have to engage in the arduous task of evaluating the skill level of their technicians to see where they fit best. We can usually ascertain a technician’s actual hands-on experience within the initial week of hire and more often it does not align with our initial expectation. I learned quickly that being a technician isn’t just about the skill set, but the willingness to learn beyond initial training and knowledge.

Beneath the Glitz

Repairing and painting vehicles is often glamorized on television or at car shows where the technicians pose next to the finished project with custom add-ons and a badass paint job, arms crossed, exuding a sense of unwavering confidence, and rightfully so. I can appreciate great work on a vehicle from time

to time. The years of collective experience and specific skill sets of multiple technicians are responsible for achieving that result. The way technicians deal with and solve problems is not all learned in school; rather it is acquired through learning from their peers, mentors, and experiences. Top tier technicians work tirelessly to achieve the level of success they currently have, yet they began in the same place.

Nurturing Talent

At our shop, we make an effort to contribute towards educating the upcoming workforce about what they can anticipate from the collision industry. We host a local high school career segment twice a year where students get to explore different aspects of the automotive industry. This occurs through eight visits with four of them slated for the body shop.

In the shop, they are given a chance to repair the damage they caused to a panel and prime, prep, and apply color. Ninety-nine percent of visiting students are focused on the booth; they want to paint. We discuss the significance of the paint booth, its impact on production, and the fact that it involves more than just swinging the arm from left to right. Many young technicians lack the level of education to fully understand

the amount of responsibility involved in the process and lack the maturity to realize it. Applying the color is only a small portion of the job.

Building Bridges

I tend to favor passionate and energetic individuals. To me, the right mindset and a commitment to ongoing learning throughout their professional journey is important; acquiring technical skills naturally follows. Oftentimes ego gets in the way. If a technician who has been repairing vehicles as a hobby since they were young refuses to learn the industry’s standard of repair, they will encounter difficulties despite their potential value. More so, I encounter seasoned technicians who do not have the desire or the patience to teach them. When someone comes to our shop for career exploration or is at a lower level, I have to gently remind my team that they, too, were once new and in a position of learning.

At almost every industry group or gathering I attend, the primary topic of discussion is the scarcity of skilled technicians or the underperformance of new technicians. So often, body shops adopt a culture of putting new hires through the paces, giving mundane tasks to new technicians under the pretense that it is helping them to adapt to daily operations. This is not only counterproductive but also delays learning and lowers morale.

We need them to learn today, we needed them to learn yesterday. Similarly, if a technician with some prior experience is hired, the lack of ability to accurately evaluate their true skill level can lead to frustration and hinder productivity. “Let’s see what you can do and we will come back to it in 30 to 90 days.” Shops can not afford to wait even these short periods to determine the most suitable placement for a technician, if at all.

Navigating Uncertainty

At a recent Auto Body Association of Connecticut (ABAC) meeting, Mike Anderson of Collision Advice Consulting Services spoke. He found a recently emerging statistic stating that the collision industry will lose approximately 80,000 individuals in 2025, with many entering retirement. Despite the efforts made by shops in their hiring and evaluation processes, they are constantly confronted with external factors that impede their ability to be consistent. Our assessment of an incoming technician may not be the assessment of another shop. Proposing the concept of developing a standardized assessment for technical abilities within the collision industry, similar to those used in carpentry or electrical professions, wouldn’t be a terrible notion. At the moment assessments similarly align with dealership standards placed on their service technicians. Standardization would help ensure that the expectations of both the shop and the technician are in sync.

The following is Travis Miller in his own words:

In my experience, if you think you know everything in the collision repair industry, you’ve already fallen behind. There’s always more to learn and room to grow—and that’s necessary for success. We strive to stay ahead of the curve, staying up to date on I- CAR and manufacturer-specific training to ensure there are no gaps in our knowledge.

Remaining Knowledgeable

We recently attended a meeting at an AkzoNobel training center with our painters, managers, and supply and support partners. Though this meeting covered a range of topics, the most interesting was new Advance Driver Assistance Systems (ADAS) compliant paint formulas. The goal of this training was to ensure we’re correctly repairing the vehicles that come into our shop.

LewisHodgson encourages her staff to teach their paint students with patience and positivity.

This type of support is another key to success. It allows our paint team to be knowledgeable and confident in each repair we perform and allows me, as a manager, to utilize our resources to help our team continuously improve and navigate the ever-changing vehicle technology.

As vehicle technology has advanced in the last 15 years, it's crucial to acknowledge the changes in the repair process as well. Because my shop has a younger-than-average staff, these technological advancements have been there for most of their collision industry careers. But overall, I believe the industry could greatly benefit from an influx of younger candidates.

Paying It Forward

When I was in high school, I was fortunate enough to be given the amazing and career-defining opportunity to work in a shop, and now I try to pay it forward by providing similar opportunities to young people.

Every year, I participate as a judge at the Pennsylvania State Competition for collision repair. Additionally, I recently applied to join the advisory committee of the same career and technical school I attended in high school. We have already hired a post-secondary technical school student who is set to join us full-time this spring. Last summer, he worked parttime as an apprentice and showed excellent fundamentals, which helped him grasp the processes quickly. Although we have had good luck so far in hiring students, I still believe the training programs need to be updated.

Last fall, I had the privilege of participating in a call that reviewed the Pennsylvania High School Collision Repair Program task list. As we went through the list, I realized that some of the required tasks were outdated. However, I saw an opportunity to make a difference and help students become proficient in an entry-level position in the shop. With determination and a shared effort from the industry, I believe

we can create a simpler, updated task list that will place a higher percentage of students into the workforce.

Unlocking Opportunities

The collision industry is abundant with opportunities, and these are true career paths, not just jobs. While in school, I thought there were two options: a bodyman or a painter. In reality, there are more than 20 different positions in the shop alone—and that doesn’t include jobs like supply vendors, sublet vendors, parts vendors, and insurance representatives. With so many opportunities for different roles, I am confident I will be able to get the support necessary to make a positive change.

The biggest piece of advice I could offer anyone getting into this industry is to absorb every piece of knowledge given. No one learns to fix or paint cars overnight and the beginning of the career path can be frustrating at times. Do not hesitate to ask questions, but more importantly, learn and understand the why behind each answer.

Miller pays it forward by providing careerdefining opportunities to his staff.

CLASSROOM

Pioneering Pathways In Collision Repair Education

WORKSHOP

Laura Lozano, department chair at Contra Costa College in San Pablo, California, and Joe Baker, a collision repair educator at Metropolitan Community College in Omaha, Nebraska, tell us about their experiences in collision repair education as instructors. Providing seasoned advice for collision repair students, instructors, and employers alike to help move collision repair education forward.

The following is Laura Lozano in her own words:

Instructing other techs for the past eight years has been so rewarding. I would be lying if I said it’s all been easy and fun because it has taken me many years to develop and grow confident in my teaching. Today, I enjoy every part of it, from presenting the technical information to going to the lab and introducing skills.

Aligning Education and Industry

When I began teaching and interacting with the industry as an instructor, I realized there was a poor—if any—transitional pathway between education and the professional world. Expectations of employers and educators did not align. Each side stated their frustration very clearly over many decades. I read articles, and association minutes, listened to podcasts, and industry meetings, and found the narrative had a tone of, “We have a technician shortage and this new generation does not like to work.”

As an instructor, I disagreed with the industry’s viewpoint. Our students had a passion for working on cars. Not only that, but many of them asked to stay after class and keep working on class projects.

To this day, students WANT to learn and they WANT to work.

To help clear up the misalignment our team — including our program’s advisory committee—asked ourselves, “How do we —education and industry— get on the same page?” It has taken many open, sometimes uncomfortable conversations with the industry and our college administration. Many hours of training and retraining, and many hours of brainstorming and restructuring our program. But after all of that, I am happy to report that much has improved for our students, employers, and program.

We did not set out to solve the technician shortage because the truth is there hasn’t been a shortage of students. We saw an opportunity to help improve the transition between education and the professional world, so we stepped up.

Providing students with substantive skills development while guiding employers and technicians on how to effectively communicate and onboard an entry-level student is vital. We have adopted the Collision Engineering national apprenticeship model as it provides students, schools, and employers the tools to be successful. For program details see “The Tools To Be Successful” article by FenderBender.

Building a Strong Foundation

To continue growth, we as instructors, need to work together. A new refinish technician's experience is highly influenced by feeling welcomed into the industry. When taking on a new refinish apprentice, technician mentors, and shop managers should make their experience enjoyable.

I understand the importance of this because as an up-and-coming technician, I often felt frustrated when I would meet a

shop manager or technician who wouldn’t take me seriously. I was young, I was shy, and I was a woman. Like many shy, young people coming into a professional environment, I was easily intimidated and experienced my share of interactions that made me feel unwelcome.

At one shop on my first day, a tech asked, “Why are you here? This job is not for girls.” Another interaction that stayed with me was when a shop manager confessed to me—after I put in my two-week notice—that he only hired me because he wanted to see if I could do the job.

For a long time, I felt that not feeling welcome in this industry was somehow my fault. I didn’t know many young people like me or women that I could share these experiences with at the time. Most of my classmates left the industry shortly after entering. I’m guessing that they had a similar experience of misaligned expectations.

Getting to know each other is a critical first step to helping students succeed. Our program has an onboarding process for all employers that hire our apprentice students. Our team takes the time to get to know the shop, their shop culture, their managers, technician mentors, and what is important to them in an entry-level employee. We then invite the shop and their team to come to our college and learn about our program and teaching approach. Once expectations are understood on both ends, then we — both industry and education — can help the student succeed.

I think the industry is doing a great job at redefining its image, being more open to improving shop culture, being more welcoming to young people, and being more welcoming to women. Presently, I see leaders in our industry are taking great strides to improve and it gives me hope.

The following is Joe Baker in his own words:

Having been in education for 14 years, I’ve found teaching is a very rewarding career. It's about empowering students to reach their potential and witnessing their success firsthand.

Have you ever caught wind that a colleague or peer in the industry is earning more than you? Typically, you might be upset and demand a raise. When a former student becomes that peer, all you can do is smile… The most rewarding moments come when former students come back, expressing gratitude and achieving even greater professional milestones.

To Students and Aspiring Refinish Technicians

I emphasize the importance of a good work ethic alongside technical expertise. As much as we talk about paint application, gun distance, and technical data

sheets, don’t forget about soft skills like communication, adaptability, and critical thinking. Work for a shop that wants to support you and your life goals!

Like any skill, refining your craft takes practice and patience. Don't be afraid to make mistakes; learn from them and use each experience as an opportunity to grow and improve. If at all possible, make these mistakes while you’re in school and learn from them! The automotive industry is constantly evolving with new technologies and techniques. Embrace lifelong learning and stay updated with the latest trends and advancements in automotive refinishing.

For Employers Hiring New Technicians

Nurturing talent through mentorship is vital! Placing apprentices solely in menial tasks can hinder their growth and lead to turnover. The last thing you want to do is hire a new apprentice and stick them in detail or disassembly for

years. Encouraging a work-life balance, good health, and fostering camaraderie promotes longevity in the industry and this is something that post millennial technicians truly value.

Allow a seasoned technician the opportunity to mentor a young technician. Mentorship can be very fulfilling. If you provide real-life examples with on-the-job training, the mentor will eventually become a friend and you both will prosper in the future.

These younger technicians value loyalty and long-term relationships in the workplace. By offering opportunities for career growth and recognizing their contributions, you can foster a sense of loyalty and commitment among entry-level staff.

Support Educational Institutions

It is important to stress that educational institutions play a pivotal role in preparing students for the collision repair industry. Despite budget constraints, innovative approaches can enhance learning experiences. I learned about gun setup with Jim Kvatek while spraying water on a piece of glass! Teach about atomization without spraying paint, practice sanding and masking techniques, and take advantage of free learning programs from our paint manufactures such as the Axalta Academy.

Collaborating with organizations like the Collision Repair Education Foundation and leveraging resources from industry partners can enrich educational programs. Do what you can with the resources around you.

We incorporate salvaged doors into our practical learning approach, reinforcing concepts from disassembly to refinishing. Our local salvage yard gives us a heads-up whenever they're about to crush older vehicles, allowing us the opportunity to hunt for valuable parts.

Partnering with local businesses not only benefits students but also strengthens community ties. Once our recycled doors have accumulated a thick 20-mil paint buildup and every bolt has been stripped, our local salvage yard includes them in their weekly pickup, giving them the chance to recycle the materials. In return, we post their banner in our classroom and suggest their parts when looking for cost-effective options. Remember, perseverance is paramount! Keep pushing forward!

Success in the collision repair industry stems from a combination of technical proficiency, soft skills, mentorship, and resourcefulness. By investing in education and fostering a supportive environment, we ensure a thriving future for both students and the industry as a whole.

The Future of Auto Body

Insights from young painters in the collision repair industry

Painter’s Playbook sat down with Mady Smith, Hayden McCardle, and Brianna Roper to explore the challenges young painters face in the collision repair industry today. Each individual is either currently studying or has recently been a paint student within the collision industry. While pursuing their passion, they have each forged their path and developed a unique perspective on the collision industry. The experiences they share provide valuable insights and offer a blueprint for future improvement within collision repair education and the industry as a whole.

The following is Mady Smith in her own words:

Currently, I am a senior in the Collision and Refinishing program at Dauphin County Technical School in Harrisburg, Pennsylvania. Working on cars has always interested me since I was just a little girl. I would always be helping my dad work on various projects. I even made a shop where I would paint Matchbox cars for my little brother.

I have been a cooperative education student at my high school since my junior year. This means I go to school to get a classroom-based education and then I get the opportunity to receive practical work experience elsewhere, for me that means I get to work at a shop. The shop I currently work at is Noaker’s Auto Body in Duncannon, Pennsylvania. At Noaker’s I am an allaround technician meaning I complete tasks such as framework, fabrication, bodywork, and refinishing,

Room for Improvement

Based on present experiences I would say there is room for improvement in the collision repair industry. There needs to be more support for female technicians. Many amazing technicians have unfortunately changed career paths due to the criticism and lack of support they’ve experienced. Changing this will help young female technicians follow their passion. It will also prove that we are just as capable.

Another suggestion I have would be to encourage more participation in career and technical schools. Learning a trade can be beneficial to young individuals. Not only does college put an individual in debt, but it can also cause unhealthy lifestyles and stress for the students.

While attending technical schools, you have lower student costs —if any— and the schools set you up to have a reliable job right out of school. Also, you always have the opportunity to continue education opportunities. There are a variety of industry certifications that are offered at technical schools. I have completed 22 different intro I-CAR lessons. This has allowed me to take the exit exams and become Pro Level 1 in Non-structural and Refinishing as well as Occupational Safety and Health Administration (OSHA) 10 and S/P2 Safety & Pollution Prevention trained.

Future Growth

Right after high school, I plan to continue working at Noaker’s and become a full-time paint technician. In the future, I hope to work on high-end paint jobs as well as custom work. I am extremely excited for what’s to come, and I hope that others like me are just as successful in their education.

Smith is a Pro Level 1 in Non-structural and Refinishing and took the initiative to become OSHA 10 and S/P2 trained.

The following is Hayden McCardle in his own words:

There are several reasons why I chose to enter the collision industry. I grew up surrounded by gearheads. As such, I spent a good bit of time in garages and around vehicles. This lent itself to modifying anything on wheels. When I was young, my brother and I had Power Wheel cars and jeeps. We made a garage in an enclosed trailer. This was where we would modify and customize them and give them new paint jobs.

Very early on I knew that a traditional high school wasn’t for me. Luckily, the local school district I attended offered vocational school with several classes within the collision repair industry.

As a senior, I was able to participate in a cooperative education opportunity. I jumped at the chance of forgoing the traditional school and learning new skills

all while earning a paycheck. So, I entered the co-op program and maintained my employment with the used car dealership I worked at during the summer.

While at the used car dealership I focused on making repairs, replacements, and initial tear downs. I quickly realized I wanted to learn more paint work. One of the co-op teachers, who connects students with co-op opportunities, recommended that I consider a new employer. I accepted a job offer and began focusing on paint preparation work and post-paint finishing.

I am now a year out of school and have been working in the industry since. I had an overall positive experience in Votech. I learned fundamentals and built strong relationships within the industry. The program and its instructors provided key contacts, recommendations, and the support needed to advance beyond school. The connections and relationships I gained were crucial to my success and growth.

Finding career success McCardle is a year out of school and works full time in the industry.

Aspiring for More

Unfortunately, In the area where I live, the auto body and collision industry are not attracting new entries into the workforce. This is frustrating because it can create a heavier workload on the people in the shops. I believe there needs to be more effort made by the people in the industry to encourage others to explore auto body and collision work as a viable career path.

In the future, I would like to have my own shop where I would complete full restoration and provide custom paint jobs. I hope to have a restoration shop that can do everything in-house the whole way through each process including mechanical work and engine building.

The following is Brianna Roper in her own words:

I have always been engrossed with cars. My father, a mechanic, is the one who started my interest. His vast knowledge about any kind of classic car or truck was astonishing to my little mind. As I grew more in tune with my artistic skills, I found it harder for me to stick to my love for cars. My parents supported my love of art and encouraged me to pursue it as a career. I always knew traditional high school was not a fit for me, so I decided on vocational school.

Before I started high school I made an ultimatum with myself. I wanted to spark my love for cars again but I also wanted to follow my love of art. Then I found out what auto body was and it was a perfect opportunity for me to pursue both.

My high school — Somerset County Vocational and Technical School in Bridgewater, New Jersey— career was full of challenges. Being the only girl in shop class was an interesting experience. Hearing misogynistic comments was a daily occurrence, written off as, “teenage boys being teenage boys,” but it was the

Making mistakes inspires growth

finds the best way to improve is by problem-solving.

fuel to keep me going. I was always the one looking over the teacher's shoulder watching everything he did or asking for extra work to improve my skills.

When I graduated high school in 2019, my parents wanted me to further my education in the field. That same year I was accepted into the Pennsylvania College of Technology in Williamsport. This experience drastically changed from what I was accustomed to. It was nice to be treated equally in a comfortable environment. The teachers were there for you every step of the way to answer any questions or concerns.

The Key to Success

Going into the collision industry, I was scared about making mistakes and having to redo jobs, but that comes with developing skills. I learned that being a sponge to new information was key. To not be afraid to ask questions when unsure about something. The best way to keep learning is by problem-solving, making mistakes, and correcting them. After a while of learning more and honing in on my skills, I became more comfortable with the whole process and solving any issues on my own.

Unfortunately, some senior technicians and painters have different views on a young person stepping foot into the industry. It’s frustrating to see some not wanting to teach a certain demographic or considering them not fit for the job. Ironically, the same people complain that no new technicians wish to enter the field.

I reflect on the time I transitioned from college to W&L Subaru Collision Center in 2021, and am thankful for my job opportunity. At the time I was less ambitious about what I was doing due to the transition between school and the workplace. Having people not give up on you as a young painter is the key to success.

Roper

STREAMLINING YOUR AUTOMOTIVE COLLISION SEARCH

BY EMILY KLINE

Diane Benting, founder and president of Body Shop Jobs is no stranger to the collision repair industry. For 15 years she worked in the marketing department at a paint distribution company, located in Houston, Texas. She started in 2008 as a graphic designer before moving to marketing coordinator and eventually to marketing manager in 2015.

Throughout the years at the company, Benting was able to develop close relationships with her clients at national automotive parts companies, independent body shops, and dealerships. While working with them she discovered they all faced a similar issue. The collision repair industry lacked an efficient and effective way for people to find job opportunities.

“I found that if an auto collision shop owner posted a job asking for a painter, they received a lot of painter applications, but they didn’t get a lot of automotive painter applications,” Benting said. “So, during COVID-19 when I was sitting at home, I looked online for any pre-existing job boards unique to the automotive collision industry. I found nothing, and I thought to myself, ‘Why can't I do this?’”

Within the next four years, Benting laid out her rough idea in Adobe Photoshop, connected with a website builder, and eventually turned her idea into a reality. Thus, in 2023, BodyShopJobs.com was born.

Inclusive Opportunities

Benting’s job site differs from others in the automotive industry because it’s not just targeted toward auto shop owners and employees. Her site is open to anyone in collision repair, ranging from manufacturers to agencies to distributors.

“I’ve made this site for everyone,” Benting said. “Throughout the years, I’ve

discovered that it’s common for people to jump around. Sometimes you're tired of the paint booth, so you end up working for the distributor, or you wind up at a product company because you have experience with their tools. I wanted my site to allow people the ability to go back and forth.”

To further encourage diversity in Body Shop Jobs, Benting has made it so that anyone in the industry can become a member for free. All they must do is distinguish whether they are an employer or job seeker before signing up.

Seamless Job Hunting

When job seekers create an account, the site has them fill out a personal profile and upload their resume. This saves time by allowing job seekers to submit their applications with the click of a button. In addition to one-click applications, Body Shop Jobs also gives job seekers the ability to refine their job searches.

“They can narrow their search by choosing the specific features they are looking for,” Benting said. “For example, they can choose the location of the job, what department they prefer the job to be in, or a specific job title.”

By using the search features to specify their search, job seekers can enhance their chances of finding their ideal job within a short amount of time.

Simplified Recruitment

When employers on Body Shop Jobs create a profile, the website will ask for the employer's company name, contact info, and address. Once the account has been created, they are free to post job listings.

When setting up a job listing employers will be asked for the job post type—standard for $25, deluxe for $35, and premium for $50.

Standard: A standard job posting includes the company name, location, and description of the listing, and is visible for one month.

Deluxe: Deluxe job postings have all the attributes of a standard posting plus an image of the company logo, and the company name and job title are displayed in bold.

Premium: Premium job postings have all the attributes of a deluxe posting with the added ability to include social media links, website links, and a background highlight of the job listing.

Apart from the job posting fee, there is no additional cost. All job postings are live for 30 days. If the employer is unable to find someone within the time range, they can repost the job title for a repeated fee.

Expanding The Network

Designed to be cost-effective and inclusive, the lack of membership fees and a wide range of job postings is the ideal choice for both auto collision job seekers and employers.

“Body Shop Jobs is here to help the industry grow and expand,” Benting said. “To bring in talent and help shops find the right balance of employees.”

Whether you’re looking to advance your career or fill key positions within your company, start your journey today with bodyshopjobs.com.

Diane Benting Founder & President

Body Shop Jobs

SATAjet® X 5500

State-of-the-art paint systems and the latest application recommendations open up new possibilities, but also pose new challenges for professional painters.

The SATAjet X 5500 featuring the new X-nozzle system defines a completely new application standard for the future.

ƒ Revolutionary: The X-nozzles are taking atomization to a whole new level

ƒ Noticeably quieter: reduced noise level in the relevant sound frequency ranges due to optimized flow geometry of the whispering nozzle

ƒ Individual: Matches any application requirement, such as specific characteristics of the paint system, climatic conditions and application method (application speed/control)

ƒ Precise: Optimized material distribution for enhanced spraying uniformity and atomization with both spray fan shapes

ƒ Low maintenance: No air distribution ring required, which ensures a much easier and faster cleaning process

ƒ Efficient: The optimized atomization concept allows for considerable material savings

www.sata.com/x5500

1 Sata Drive • PO Box 46 Spring Valley, MN 55975

Phone: 800-533-8016

E-mail: satajet@satausa.com www.satausa.com

Safe. Comfortable. Convenient.

SATA® air visionTM 5000

The SATA air vision 5000 puts the focus on effective health protection and lets you experience a whole new and comfortable way of breathing, due to a completely redesigned breathing air supply system. With its modern, ergonomic design, the hood can be adapted to fit almost any head shape, allowing the individual adjustment of its circumference, height and position.

ƒ Breathing air quality: Connects to a clean air supplied system, eliminating potential risks from breathing contaminated spray booth air.

ƒ No inhalation resistance, very comfortable breathing

ƒ High protection level (protects up to 100 times the TRK-value*)

ƒ Non-reflecting view due to solvent-resistant special foil

ƒ Low operating costs, quick pay-off of purchase costs

ƒ Soft-stream flow-optimized air distribution in the hood

ƒ Rigid bump cap for safer work conditions

ƒ SATA CCS Discs (Color Code System) allow to personalize hood, SATA air regulator and SATA air carbon regulator

ƒ To be used in conjunction with a filter unit, preferably SATA filter 584; air supply via approved breathing hose

*TRK –Technic al Reference Concentr ation (TRC)

800-533-8016

E-mail: satajet@satausa.com www.satausa.com