NOLN - March 2025

ADDRESS WORKPLACE DRAMA HEAD-ON

PAGE 34

TATUM: EFFECTIVE MANAGEMENT STARTS WITH THE END IN MIND

PAGE 42

ESSENTIAL KNOWLEDGE Knowing how to earn customers’ trust and understanding the nuances of specialty parts are among the must-have skills for successful lube technicians

Need to Know Mary Harrison, general manager of the Brunswick, Ohio, Jiff y Lube location, discusses critical skills for successful lube technicians.

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MARCH 2025 � NOLN.NET

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I am educated.

PAMA is your industry education partner.

I am a PAMA member.

Educational Sessions at iFLEX April 26-27, 2025 Las Vegas, NV

PAMA Management Course May 19-21, 2025 Houston, TX

PAMA Leadership Academy April-December 2025 Virtual Workshops

PAMA Oil Technician Academy On-demand virtual training

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Eight valuable educational sessions, including financial success strategies, OSHA inspection preparation, engine oil standards, the latest governmental affairs information and other hot industry topics.

Your management team will benefit from this three-day training with topics including leadership, manager responsibilities, customer acquisition, safety & OSHA, regulatory compliance and more.

In this series of six virtual, leadershipbased workshops, topics covered will include emotional intelligence, navigating conflict, power of positive feedback, active listening and managing trust.

This Academy is a series of on-demand, virtual courses (17 in total) that covers a whole range of topics including weights and measures, products and services, guest service, safety, hood and lube operations, and as well as greeter and service writer training.

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ADVE RT ISE R /P R ODU CT I N DEX Company name

Page

Phone

EDITORIAL

EDITORIAL DIRECTOR Chris Jones

Bartec USA

33

855.977.9732

BendPak

44

800.261.7729

BG Products

9

Devon Industries

27

Mighty Distributing System

17

JOHNSON POLICY ASSOCIATES

PAMA

2

Aleisha Hendricks, OWNER/OPERATOR,

EDITOR Tom Valentino

ASSISTANT EDITOR Kacey Frederick

SPECIAL PROJECTS EDITOR Emily Kline CONTRIBUTING WRITERS

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888.500.0303

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Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP Joanna Johnson, PRESIDENT,

Scott Hempy, CEO, OILSTOP DRIVE-THRU OIL CHANGE AND HAPPY’S DRIVE-THRU CAR WASH GREASE MONKEY QUICK LUBE AND MONKEY SHINE CAR WASH

Shawn Gilfillan, OWNER, AUTOMOTIVE MAGIC

RelaDyne

43

888.830.3156

AND MAGIC LUBE & RUBBER

Roth North America

38

888.266.7684

PUBLISHER Greg Smith

Solid Start

3

Valvoline

13

SALES

gsmith@endeavorb2b.com

877.290.3950

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ajohnson@endeavorb2b.com

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859.357.7303

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VOLUME 40, ISSUE 2

03.25

CONTENTS 6 ONLINE

Customer on the phone?

You may be talking to Google’s new AI search feature 8 BY THE NUMBERS

Tracking your tickets

QUICK HITS 10 INDUSTRY INSIGHT

iFLEX 2025: Your Inside Look 14 AROUND THE INDUSTRY

American Petroleum Institute releases updated engine oil licensing certification system 18 QUICK LUBE Q&A

Chad Weisbeck of Bronco Lube

SERVICE COVER STORY

FE ATURE 22 FEATURE STORY

Essential Skills for Lube Tech Excellence

From earning customers’ trust to understanding the nuances of specialty parts, being a successful quick lube technician requires a diverse skill set

BY TOM VALENTINO

28 PROFILE

Doing What You Love, Taking Care of Others: Bookout’s Tire and Lube

From the time he was a teen in high school, Robert Bookout knew he wanted his own service station. Now, the 70-year-old shop owner has only continued to provide for the community of Etowah, Tennessee

PHOTO: KEN BLAZE

BY KACEY FREDERICK

At the Ready Keeping an orderly shop is a must for techs at the Brunswick, Ohio, Jiffy Lube location.

34 PIT STOP

Address workplace drama head-on 36 CUSTOMER SERVICE

Tech tools help shops communicate with customers—and profit 40 CASE STUDY

Time is money in the shop

COLUMNS 20 LEADING EDGE

AI tools show potential to streamline tasks

BY SCOTT HEMPY

42 FROM THE SHOP

Effective management starts with the end in mind

BY A DA M TAT U M

NOLN (USPS PERMIT 23608), (ISSN 1071-1260 PRINT) IS PUBLISHED 10 TIMES YEARLY (JANUARY/FEBRUARY, MARCH, APRIL, MAY, JUNE, JULY, AUGUST, SEPTEMBER, OCTOBER, NOVEMBER/DECEMBER) BY ENDEAVOR BUSINESS MEDIA, LLC. 201 N MAIN ST 5TH FLOOR, FORT ATKINSON, WI 53538. PERIODICALS POSTAGE PAID AT FORT ATKINSON, WI, AND ADDITIONAL MAILING OFFICES. POSTMASTER: SEND ADDRESS CHANGES TO NOLN, PO BOX 3257, NORTHBROOK, IL 600653257. SUBSCRIPTIONS: PUBLISHER RESERVES THE RIGHT TO REJECT NON-QUALIFIED SUBSCRIPTIONS. SUBSCRIPTION PRICES: U.S. ($90 PER YEAR). ALL SUBSCRIPTIONS ARE PAYABLE IN U.S. FUNDS. SEND SUBSCRIPTION INQUIRIES TO NOLN, PO BOX 3257, NORTHBROOK, IL 60065-3257. CUSTOMER SERVICE CAN BE REACHED TOLL-FREE AT 877-382-9187 OR AT NATIONALOILLUBENEWS@OMEDA.COM FOR MAGAZINE SUBSCRIPTION ASSISTANCE OR QUESTIONS. PRINTED IN THE USA. COPYRIGHT 2025 ENDEAVOR BUSINESS MEDIA, LLC. ALL RIGHTS RESERVED. NO PART OF THIS PUBLICATION MAY BE REPRODUCED OR TRANSMITTED IN ANY FORM OR BY ANY MEANS, ELECTRONIC OR MECHANICAL, INCLUDING PHOTOCOPIES, RECORDINGS, OR ANY INFORMATION STORAGE OR RETRIEVAL SYSTEM WITHOUT PERMISSION FROM THE PUBLISHER. ENDEAVOR BUSINESS MEDIA, LLC DOES NOT ASSUME AND HEREBY DISCLAIMS ANY LIABILITY TO ANY PERSON OR COMPANY FOR ANY LOSS OR DAMAGE CAUSED BY ERRORS OR OMISSIONS IN THE MATERIAL HEREIN, REGARDLESS OF WHETHER SUCH ERRORS RESULT FROM NEGLIGENCE, ACCIDENT, OR ANY OTHER CAUSE WHATSOEVER. THE VIEWS AND OPINIONS IN THE ARTICLES HEREIN ARE NOT TO BE TAKEN AS OFFICIAL EXPRESSIONS OF THE PUBLISHERS, UNLESS SO STATED. THE PUBLISHERS DO NOT WARRANT EITHER EXPRESSLY OR BY IMPLICATION, THE FACTUAL ACCURACY OF THE ARTICLES HEREIN, NOR DO THEY SO WARRANT ANY VIEWS OR OPINIONS BY THE AUTHORS OF SAID ARTICLES.

MARCH 2025

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SOCIAL MEDIA Join the conversation and find out the latest news.

NATIONAL OIL AND LUBE NEWS

N O L N . N E T/ P O D C A S T S

N O L N . N E T/ V I D E O S

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CUSTOMER ON THE PHONE? YOU MAY BE TALKING TO GOOGLE’S NEW AI SEARCH FEATURE Google has launched a feature online that allows artificial intelligence to call local auto shops and ask questions for consumers, according to 9to5Google.

A new feature of Google’s Search Lab, it’s currently in the experimental phase and has a waitlist, but has been launched in the U.S. exclusively for auto service centers and nail salons.

Upon searching “oil change near me” or something similar, a user will be presented with an “Ask for me” prompt, followed by them selecting specific services they’re seeking, such as factory scheduled maintenance, tire rotation and balancing, fuel filter replacement, cabin filter replacement, and engine filter replacement.

The user will then enter their vehicle’s make, model, year, and mileage, and what time they need to come by: weekdays, weekends, or ASAP. Then, using a virtual voice designed to sound natural, Google will call local businesses and generate a summary of prices and availability for a user.

The feature is powered by Duplex technology, which is also used for placing reservations at restaurants or updating business hours in Google Maps.

IMAGE: 358350043 © MARINA KARPENKO | DREAMSTIME.COM

NATIONAL OIL AND LUBE NEWS

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VISIT

NOLN.NET TODAY

PODCAST: WILL RIGHT TO REPAIR BILL REACH THE FINISH LINE? (WITH JUSTIN CIALELLA OF VICTORY LANE) Justin Cialella, president and CEO of Victory Lane and chair of government affairs for PAMA, provides an update on the state of federal right to repair legislation, the hurdles that need to be cleared, and what impact, if any, the change in presidential administrations will have. Cialella also discusses the EPA’s decision to label PFAS chemicals as hazardous, as well as how quick lube shop operators can get involved with PAMA to make their voice heard.

PHOTO: 18944055 © PAUL HAKIMATA | DREAMSTIME.COM

PODCAST: EXPLORING EV MAINTENANCE OPPORTUNITIES (WITH JOHN FORRO OF ELECTRON JOHN) John Forro, lead instructor, content developer and owner of the EV and engine performance training company Electron John, discusses emerging opportunities for quick lube shop owners to expand their offerings to include preventative maintenance for hybrid and electric vehicles. Forro provides a crash course on EV maintenance essentials, including both training and protective equipment, and he also details how shops can start with simple services and add on later to meet customer demand.

Read more with John Forro in the January-February 2025 issue of NOLN at: bit.ly/NOLNForroEV

PODCAST

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

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

Subscribe to the NOLN Podcast on your favorite listening app SPOTIFY

APPLE PODCASTS

MARCH 2025

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NUMBERS

TRACKING YOUR TICKETS

Shop owners share the cost of their average ticket B Y N O L N S TA F F R E P O R T E R S

How much are customers spending when they come to your shop for service?

As part of the 2024 NOLN Operator Survey, quick lube shop owners were asked to share the cost of their average ticket. The sweet spot appears to be around $100. Of those surveyed, a solid majority—86%—reported that their average ticket was at least $75, with 38% reporting a ticket average above the $100 mark.

The following is a breakdown of the average ticket cost for services performed at the shops of NOLN readers:

AVERAGE TICKET COST

1%

Under $50

13%

$50 to $75

48%

$75 to $100

38% $100+

FIND OUT MORE 8

The pages of NOLN are full of stories from shops that are way above average. Check out NOLN.net.

NOLN.NET

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SUPERIOR ENGINE PROTECTION

WITHOUT MOA®

WITH MOA®

For over 50 years, BG Advanced Formula MOA ® has provided unmatched wear protection, stabilized oil viscosity, and prevented sludge and varnish.

Learn more about Advanced Formula MOA ®.

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INDUSTRY INSIGHT

iFLEX 2025: YOUR INSIDE LOOK

PAMA officials provide a sneak peek of what’s

in store for one of the automotive service industry’s biggest annual events

BY K AC E Y F R E D E R I C K

EACH YEAR, IFLEX OFFERS A space for quick maintenance and oil change providers to come together and share strategies that can benefit everyone. As one of the industry’s largest events, iFLEX is continually looking to up its game and bring attendees insight into cutting edge trends—and this year will be no different.

Held each year in conjunction with The Car Wash Show, iFLEX 2025 is taking place in Nevada at the Las Vegas Convention Center, April 26-28. PAMA Executive Director Christina Bauders and Deputy Executive Director David Murillo shared what NOLN readers can look forward to seeing at this year’s event.

Beginning with a Bang The night before iFLEX kicks off is 10

PAMA’s annual President’s Reception, which will be held on April 25 at Brew Dog. Located right on the Las Vegas Strip, the festivities will take place on the venue’s renowned rooftop, offering fantastic views of the city.

“We’ll be able to mingle with all of our members and vendors, which is a really popular event that we have every year,” says Bauders. “This venue’s big thing is, obviously, they have a rooftop bar that overlooks the Strip, which is going to be really unique and different for our attendees this year.”

Hit the Ground Running The next morning will begin with the Membership Breakfast, providing an opportunity for attendees to connect, followed by a panel discussion on hot topics in the

quick maintenance and oil change space. Industry professionals will talk about some of the latest trends in preventative maintenance, in addition to engaging with audience members, who can ask questions or share obstacles they’re facing.

“There’s a lot of audience engagement, where people can ask questions about challenges that they have, and they can walk through maybe some solutions or just share experiences,” says Bauders. “And so people tend to really like that as well.” iFLEX is set to have educational sessions on every aspect of the auto maintenance industry. One of the most important sections is

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PHOTO: PAMA STAFF

INDUSTRY INSIGHT

government affairs, which Murillo says will be geared toward upcoming changes in legislation and regulations that could impact the industry, such as Right to Repair.

Having recently partnered with Cozen O’Connor Public Strategies, PAMA is taking a new approach to its work and strategy in government affairs, something that will be touched on in the government affairs brief. iFLEX attendees will hear firsthand from members of Cozen on some of the initiatives PAMA is working on.

“Folks that attend there will hear firsthand from members of the Cozen team to talk about some of the initiatives that we’re doing,

including more active advocacy in Washington, D.C.,” says Murillo. “And we’ll certainly have examples of that once we’re at the show.”

There will be plenty of other opportunities for attendees to gain industry insight, with PAMA’s education committee planning to provide two days of programming.

Several new sessions will be introduced at this year’s iFLEX, including “Financial Success for Your Auto Maintenance Shop” led by Jim Harrington of Victory Lane, who will go over strategies for managing costs, optimizing inventory, and boosting your store’s profitability.

There will also be plenty of

sessions on marketing, such as “Omnichannel Marketing: Maximizing Your Reach in a Digital and Legacy World,” led by Jeff Tremper of Throttle. This presentation will go over how AI-driven digital platforms and legacy marketing can be used to get the most value out of advertising efforts.

Looking Forward to Your iFLEX Experience For those new to iFLEX, don’t worry—it isn’t difficult to navigate.

The iFLEX pavilion can be found within the Car Wash Show, and attendees are welcome to seek out guidance from PAMA’s info booth MARCH 2025

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INDUSTRY INSIGHT

within the show.

“Within iFLEX, it should be fairly manageable, because we’re all in the same pavilion there, within Las Vegas,” explains Murillo.

From the President’s Reception to the last session of iFLEX, those at

SATURDAY, APRIL 26, 2025

8:30-9:30 AM

the event are in store for a multitude of opportunities to connect with a community full of others involved in the auto service industry and gain insights for any shop to improve different areas of their operations.

“Watching those connections

inventory, and driving

the shop. This session

you should prioritize to

business running smoothly

changes, how they affect

tomer experiences. From

profitability to keep your and successfully.

Membership Breakfast:

1:00-2:00 PM

Maintenance

Inspection

Hot Topics in Automotive Panel - PAMA Board and staff

Join the PAMA Board and staff for an annual mem-

bership breakfast and get up to speed on the latest

hot topics in preventative automotive maintenance.

This session will fuel your

knowledge and give you an opportunity to ask ques-

tions to industry leaders.

10:00-11:00 AM

Government Affairs Session Cozen O’Connor

The annual Government

Affairs session featuring

PAMA’s new partner, Cozen O’Connor. This session

is aimed at informing you

Preparing for an OSHA Kevin Dwyer, GMG EnviroSafe

Are you prepared for

an OSHA inspection?

Join GMG EnviroSafe for

directly impacting your business.

11:30-12:30 PM

Financial Success for Your Auto Maintenance Shop Jim Harrington, Victory Lane

Gain a clear understanding of your shop’s finances

with this practical session.

Learn strategies for managing costs, optimizing

12

will cover key industry

different engines, and what you need to know to keep vehicles running at peak

performance. Learn about the newest oil classifica-

tions, compatibility issues, and best practices for

selecting the right oil for each job.

this insightful presenta-

10:00-11:00 AM

what to expect during

Increase Ticket Averages

tion where they’ll cover an inspection, how to

effectively interact with

inspectors, and strategies to ensure compliance.

Whether you’re a seasoned professional or new to

compliance, this session

will provide the tools and knowledge you need to

handle inspections with

confidence and safeguard your workplace.

with the latest legislative and regulatory activity

happen—not only existing connections, but watching the new ones that will undoubtedly develop—is always really awesome from a staff perspective to watch, because that is a key value proposition of the organization,” Murillo says.

Upselling Strategies to

Bill Floyd and Matt Harter, Lucas Oil Center

Discover how to maximize

proven techniques to

increase your ticket aver-

age by offering high-value add-ons that customers

need and want. Don’t leave money on the table—turn

bigger sales and stronger profits.

Maximizing Your Reach in a

leum Institute and Kwame Duho, Valvoline

Stay up to date on the

latest engine oil standards and new specifications

that impact your work in

legacy marketing, explore how to get the most bang for your buck. Addition-

ally, learn about coupon

attribution and actionable

ways to hold your marketing partners accountable.

Whether you’re just

starting or refining your

strategy, this session will

give you practical insights for impactful marketing.

Jason Kerr, Federated

this session, you’ll learn

Specs: What You Need to

Bill O’Ryan, American Petro-

ing the ongoing value of

products and services. In

8:30-9:30 AM

Know

platforms to understand-

1:00-2:00 PM

strategically upselling new

11:30-12:30 PM

Engine Oil Standards & New

leveraging AI-driven digital

every customer visit by

routine oil changes into SUNDAY, APRIL 27, 2025

create seamless cus-

Omnichannel Marketing:

Digital and Legacy World Jeff Tremper, Throttle

What is omnichannel

marketing, and how can

it transform your shop’s

marketing strategy? In this session, dive into the key

Disaster Planning Insurance

The cornerstone of every strong risk management plan is preparing for

unexpected events, such as fires, severe weather,

losses of key staff mem-

bers, power outages, and

more. Disaster planning will focus on steps a busi-

ness should take to help expedite recovery and

resume serving custom-

ers as quickly as possible.

This presentation covers operations, employees,

key contacts, IT resources, finances, and more as

essential considerations for a proper plan.

communication channels

NOLN.NET

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2502NO

847 QUICK LUBES ACQUIRED SINCE JANUARY 2014, AND COUNTING!

WE BUY QUICK LUBES

Valvoline is seeking ™

single and/or multiple locations performing 7500+ oil changes per year.

Contact the Valvoline Quick Lubes Team

(859) 357-7303 TM

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VRS-VIOC-3182-EN ©2025 Valvoline Inc. 1/25 Trademark, Valvoline Inc. or its subsidiaries, registered in various countries. SM Service mark, Valvoline Inc. or its subsidiaries, registered in various countries.

2/25/25 4:04 PM 1/13/25 8:52 AM

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AROUND THE INDUSTRY

AUTOMOTIVE SERVICE AND TIRE ALLIANCE NAMES STEER AS PREFERRED CUSTOMER RELATIONSHIP MANAGEMENT AMERICAN PETROLEUM INSTITUTE RELEASES UPDATED ENGINE OIL LICENSING CERTIFICATION SYSTEM

The American Petroleum Institute has released an update to its Engine Oil Licensing and Certification System, as announced in a recent press release.

API’s standards are developed under its American National Standards Institute-accredited process, ensuring its eligibility for third-party accreditation and allowing their use by state, federal, and some international regulators.

API 1509, Engine Oil Licensing and Certification System, provides standards for how engine oil marketers certify gasoline and diesel engine oils. The newest, 23rd edition of EOLCS provides a summary of what it is, and the methods used to develop the standards.

The new edition includes descriptions of API Marks and their uses, along with detailed licensing requirements. It also goes over aftermarket conformance and enforcement procedures that are used to ensure products claiming to meet API standards actually do.

The 23rd edition of API 1509 is available now online.

“API 1509 plays a crucial role in managing the API Engine Oil Licensing and Certification System, providing oil marketers with guidelines on licensing and proper display of the API Engine Oil Quality Marks for consumers,” said Bill O’Ryan, senior manager of API EOLCS/DEF. “The updated standard assures consumers that API-certified engine oils are the highest quality option for their vehicles.”

14

The Automotive Service and Tire Alliance has chosen Steer, and its AutoOps online scheduling tool, as the preferred customer relationship management and online scheduling tool for its customers, according to a press release.

Steer and AutoOps have operated under the Steer brand since merging in 2024.

As part of the partnership, ASTA members are eligible for one free month of AutoOps, and a 10% discount on a subscription after that.

“With this partnership, we’re excited to offer ASTA members tools that make their day-to-day easier—whether it’s using AutoOps to book more appointments or leveraging Steer’s CRM to deliver a more personal customer experience,” said Steer CEO Parker Swift.

manager. During his 11-year career there, he helped grow IPAC’s market share and customer base.

Pat McLaughlin has led a 39-year career in the aftermarket, and now joins STARFIRE to assist with efforts to expand into retail.

In addition to holding leadership roles at Valvoline, CHS Cooperatives, and Safety Kleen, McLaughlin has trained more than 1,500 professionals in lubrication practices. He’s also worked with retailers including Target, Menards, and Farm & Fleet, and has experience managing private label designs, packaging, and formulations.

TAKE 5 OIL CHANGE EXPANDING INTO NORTHEAST, MIDWEST WITH NEW LOCATIONS

STARFIRE LUBRICANTS WELCOMES INDUSTRY LEADERS TO EXECUTIVE TEAM

STARFIRE Lubricants announced the addition of two industry veterans to its executive team in a recent press release.

Joining as sales manager is Brian Hayes, who brings over 20 years of experience in territory development and management in small companies and Fortune 500 settings.

Hayes most recently served at International Petroleum and Additives Company as its as North American regional sales and marketing

Mo Khalid, Take 5 Oil Change’s executive vice president and group president of maintenance, recently outlined plans the brand has for growth this year in an interview with Chain Store Age. Currently, Khalid said that Take 5 is already pushing ahead into the Northeast and Midwest with plans for new store openings. The brand has plans to double its number of stores in the next four years.

Since it was acquired in 2016, Take 5 has significantly grown its number of franchisees. Prior to that, the brand’s locations were corporate-owned. Khalid said that Take 5 has had little issue finding space to open new stores, and that its franchisees have had firm understandings of their respective markets.

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AROUND THE INDUSTRY

Additionally, Khalid said store margins have been high, with the time needed to train a new oil change technician being only four weeks.

These employees often end up advancing within the company as well, with over 60% of those in leadership roles coming from working in shop bays—two of the company’s current VPs started out in such roles.

INCORRECT DATA RECORDS LED TO FAULTY

PHOTO: 2492406449 | KUNAKORN RASSADORNYINDEE| SHUTTERSTOCK

TOYOTA FUEL PUMPS GOING UNADDRESSED

Toyota’s recent recall of vehicles for faulty fuel pumps failed to be recalled earlier due to an error in record keeping from both the automaker and part manufacturer, according to Auto Evolution.

Covered in the recall are 2018 Toyota Camrys assembled between Feb. 1, 2018, and April 6, 2018; and 2019 Lexus NX 300 and RX 350 L vehicles assembled between April 22, 2019, and Aug. 2, 2019. An estimated 858 vehicles are impacted, with 848 of them being Camrys.

The problem lies with low-pressure fuel pump assemblies supplied

by Japanese company Denso, which were shown to have been produced incorrectly. Additionally, the pumps were manufactured with iffy impellers containing a material density lower than normal. It’s possible the impellers also experienced long-term exposure to production solvent drying, leading to surface cracks.

This leads to excessive fuel absorption and a deformed impeller, which may interfere with the fuel pump body and cause engine stalling.

Toyota began investigating the issue in May 2024 after receiving reports of Japanese vehicles not starting. Though the pumps should have been included in an earlier recall, they weren’t due to certain fuel tank assembly part numbers not

being included as a result of incorrect production history information from Denso, which has already faced multiple recalls for faulty fuel pumps.

However, there were some identification errors on Toyota’s end as well—but fortunately, the automaker has not had any reports or claims from the U.S. related to the problem.

Owners of impacted vehicles will receive mailed notices by March 23, with dealers being instructed to replace the fuel pump.

QH

exchange data to better predict maintenance needs. The patent suggests Ford would divide its fleet into different segments based on vehicle class, and would train AI models for various parts, such as a fuel injector, based on ground truth degradation data.

While the filing of patents does not signal plans to implement the technology, other automakers including Tesla and General Motors already have their own predictive maintenance systems in their vehicles.

GOLD EAGLE COMPANY ANNOUNCES EXECUTIVE LEADERSHIP CHANGES

FORD FILES PATENT FOR PREDICTIVE MAINTENANCE SYSTEM

Ford has released a patent it’s filed for a predictive maintenance system that would estimate the remaining lifespan of a component, according to Tesla Oracle.

First filed with the United States Patent and Trademark Office in September 2021, the automaker released the patent earlier this month. It outlines a system that would track the status of different parts through sensors placed around the vehicle.

This system would then gather data on the vehicle’s health and share it with a central database, where artificial intelligence technology will determine how long a certain part has before it needs to be addressed.

Ford also plans to utilize connected vehicles, having them

Performance chemical manufacturer Gold Eagle Company has announced changes to its leadership with the retirement of co-owner Rich Hirsch from its board, according to a recent press release.

CEO Marc Blackman will be taking Hirsch’s place as CEO and chairman of the board. First joining Gold Eagle in 1993 as a private brands sales manager, he transitioned to VP of sales and marketing before being named president and COO in 2001.

Since 2014, Blackman has solely held the title of CEO. During this time, he’s overseen the expansion of Gold Eagle’s brand portfolio, including its first subsidiary of Lubrication Specialties.

Additionally, Executive Vice President of Market Innovation Matthew Banach has also been promoted to the role of chief operating officer and chief marketing officer. Banach joined the company in 2011 as a technical sales representative, transitioning to brand creative director in 2017.

During his time as executive vice president of market innovation, Banach played a pivotal role in finalizing the acquisition of Lubrication Specialties.

MARCH 2025

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AROUND THE INDUSTRY

“Matt is an incredible asset to Gold Eagle,” said Blackman. “For the past 14 years, Matt has been integral to our success, consistently demonstrating exceptional leadership, innovation, and commitment. I have full confidence in his ability to lead our organization with the same level of excellence and drive that has historically shaped our company’s growth. This transition allows me to focus on the long-term strategy while ensuring our day-to-day operations remain in trusted hands.”

AACF Executive Director John Kairys welcomed the appointment, stating, “Ken’s compassion, deep care for others, and commitment to making a difference align perfectly with our mission. His leadership will be instrumental as we continue to provide hope and help to those in need within our industry.”

“Restore & Protect is a product that showcases our commitment to being at the forefront of our industry. The product truly redefines what motor oil can achieve, and this award is a testament to our commitment to inspiring progress while meeting the needs of our consumers and customers.”

VALVOLINE ‘RESTORE & PROTECT’

APPLICATION DEADLINE NEARS FOR OVER

MOTOR OIL AWARDED BY BUSINESS

$800K IN AUTOMOTIVE SCHOLARSHIPS

KEN JAYCOX OF AUTOZONE JOINS AACF EXECUTIVE COMMITTEE

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INTELLIGENCE GROUP

Valvoline Global Operations was recently awarded for its Restore & Protect motor oil by Business Intelligence Group, according to a press release.

First announced last year, Restore & Protect is the result of three years of development, bringing with it two new proprietary technologies from Valvoline: Active Clean and Liqui-Shield.

Business Intelligence Group recently named the product in its 2025 BIG Innovation Awards as a Transformative Automotive Product. Winners in the list are evaluated by a panel of experienced business leaders and executives based on creativity, measurable results, and overall impact.

“We have a rich history of putting innovation into action in the automotive lubricant category,” said Greg Barntsen, Valvoline Global Operations general manager – Americas.

The deadline is quickly approaching for hundreds of scholarships through Automotive Aftermarket Scholarships Central.

Supported by the University of the Aftermarket Foundation, AASC and Heavy Duty Scholarships Central will be awarding over $800,000 in scholarships for the 2025-26 academic year, with hundreds of awards currently available.

Applications are open to students training to become automotive, heavy duty, or collision repair technicians, as well as those studying engineering, business, IT/cybersecurity, or any course preparing them for a career in the automotive aftermarket.

Graduating high school seniors, full-time post-secondary students, and former recipients have until March 31 to submit an application.

Each individual application will be considered for any and all scholarships that student may qualify for.

IMAGE: 359099606 © BEATA JANA FILAROVA | DREAMSTIME.COM

The Automotive Aftermarket Charitable Foundation has appointed Ken Jaycox as senior vice president, commercial at AutoZone and member of its executive committee, to its board of trustees.

The foundation, which supports automotive aftermarket professionals and their families during challenging Ken Jaycox times, looks to benefit from Jaycox’s three decades of leadership experience.

“I’m honored and excited to join the AACF board of trustees and join in the support of my fellow automotive aftermarket industry members and their families,” said Jaycox.

Before his role at AutoZone, Jaycox served as senior vice president and chief commercial officer at United States Steel. His career includes leadership positions at major companies including CocaCola, Compass Group, and Sysco, where he specialized in commercial leadership, technology transformation, and e-commerce initiatives.

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Q U I C K LU B E Q & A

QUICK LUBE Q&A: CHAD WEISBECK OF BRONCO LUBE

Chad Weisbeck, owner of Bronco Lube in South Carolina, shares strategies for developing an efficient and effective onboarding process for new hires

PHOTO: MUSE 10 PHOTOGRAPHY

BY TOM VALENTINO

Successful employees are developed through smart training.

There are several components to an effective onboarding program for quick lube shops, from setting expectations to helping new hires become familiar with their surroundings and tools.

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Chad Weisbeck, the owner of Bronco Lube, a South Carolina-based Jiffy Lube franchisee with 15 locations, recently spoke with NOLN about how his company’s training processes have evolved as its network of shops has grown. He also shared some tips for operators to help their new em-

ployees get started on the right foot, as well as some common questions he receives from new hires.

Editor’s note: This interview has been edited for length and clarity.

NOLN: What are the essential topics that a training program for new quick

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Q U I C K LU B E Q & A

lube employees should cover?

Chad Weisbeck: The first is making sure you lay out very clear expectations. I don’t think any training program you do is going to succeed if you don’t make that abundantly clear when laying it out with your new hires. And for us, training begins even before they start working with us. As part of our onboarding, new hires have training modules that must be completed before they actually start work. They’ll get paid for those when they start. But that’s a prerequisite for us, and I think it helps just lay down the expectation that training is important.

NOLN: Beyond the modules you mentioned, what does your full onboarding process for new hires entail?

Chad Weisbeck: For Bronco Lube, we have 15 locations now. Our personnel has changed over the years as we’ve grown, and we have an HR director now who does a lot with the hiring process. A big part of onboarding (is reviewing) the handbook and our standards of conduct, the explanation of benefits, the work week, and a little bit of our history. (We explain) what the training schedule looks like and then their work schedule. And, it helps to get (new employees) set up in the system. We handle a lot of that from the administrative side with an employee before they ever make it out into the field.

But the handoff probably is the most important thing between that.

The HR director takes on the duty of handing off the employee to the district manager or regional manager for an onboarding at the store. We call it a first day store tour. That really is the time where people do better with hands-on training. … (New hires) get to walk the site, know what it’s about and know where things are, know where cleaning lists are and

The key thing is

that we practice the

four steps of training: Trainer does, trainer

explains. Trainer does, trainee explains.

Trainee does, trainer

explains. And then the last one being trainee does and trainee explains.”

–CHAD WEISBECK

evacuation plans. … We also establish what the uniform should look like. … (We list the tools employees) must have when they begin with us.

We require you to have a flashlight, a pocket screwdriver, a pen or Sharpie, and a tread depth gauge. (We establish) from day one that those are requirements for us.

NOLN: Do you cross-train employees on multiple functions from the start or do you tend to focus on a few core tasks and get employees comfortable with those and then add responsibilities later on?

Chad Weisbeck: We cross-train pretty early. It does depend on the employee themselves. If their learning curve isn’t quite as fast, we may delay them moving on to the next

QH

task. If they’re working in a courtesy technician role, in their next role, we’re going to move them to upper bay. That takes days, but not months. It is a pretty rapid process.

NOLN: Do you find that there’s certain questions that you get from new hires frequently?

Chad Weisbeck: You know, I laughed when I thought you might ask that question because the one that comes to mind is when is lunch?

(Laughs) Just kidding. The more obvious questions are asking what they’re going to learn and when (they can begin servicing vehicles)—especially if they’re doing a job like documenting floors and they’ve come to work with us because they want to work on cars. A common question would be when can I do that? Or when will I have your job? You know, that’s a funny one that is sometimes asked. People typically want to learn, so they want to know what’s next. ...

When will I learn? What do I do when we’re slow? Those would be questions I get asked.

NOLN: Are there any other best practices that you would recommend for training new employees?

Chad Weisbeck: Be a good example.

There’s probably no better trainer than you demonstrating a task and how to do it. The key thing is that we practice the four steps of training: Trainer does, trainer explains.

Trainer does, trainee explains.

Trainee does, trainer explains. And then the last one being trainee does and trainee explains. If you follow that process through in every task you train on, there’s a significantly higher likelihood that they’re going to be able to do the job that you’ve trained them to do. Too often we think because we tell them once that it’s going to stick. That doesn’t always work.

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M A I N TA I N I N G T H E M I S S I O N

c

AI Tools Show Potential to Streamline Tasks

From writing copy to analyzing financial data, large language model programs such as ChatGPT can help quick lube shops

SCOTT

HEMPY

Scott Hempy leads the team at Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash. Oilstop and Happy’s are rapidly growing their footprint of oil change and express car wash locations across the West Coast, combining convenience with an outstanding emphasis on guest experience. Prior to Oilstop & Happy’s, Scott was the founder and CEO at Filld, a SaaS-based software solution for last-mile oil and gas delivery companies. He was recognized as a member of the Forbes 30 Under 30 class of 2016 for starting Filld.

SCOTT

PHOTO: SCOTT HEMPY

@OILSTOPINC .COM

UNLESS YOU ARE LIVING UNDER A ROCK, you are likely aware of the significant breakthroughs in artificial intelligence that have occurred over the past few years. Terms like “Inference,” “Chat GPT,” “Gemini,” and many other new phrases are being thrown around everywhere it seems. As is the case in any large technology transition, the noise and frenzy can be confusing and make it difficult to assess what is important and what is hype.

The jury is still out on the full impact that these breakthroughs in artificial intelligence will have on our world. In the meantime, I wanted to share some practical ways that our team at Oilstop have found to leverage the new AI tools to help in the quick lube industry.

Before we begin, what is an LLM? A “large language model” is a computer program that uses machine learning to understand and generate human language. Or even more simply, the many new “search engines” of the AI wave. Think about it like Google but smarter. Instead of “Googling” it and getting back a list of 10 links that might be useful to read and answer your question, you can ask an LLM, and it will analyze and respond with the most likely answer to your question.

ChatGPT, Gemini, Claude, and Anthropic are all examples of different LLMs. For most use cases, which one you use doesn’t matter all too much.

How can an LLM help you run your business?

First, whether it be training manuals, marketing promotions, process documentation, a job description, or even a team email, an LLM can be helpful in drafting content. Gone is the writer’s block that keeps you from getting started or figuring out what to say first.

Instead, just ask a question or prompt the LLM with a simple request such as: “Write a holiday marketing email promotion for a quick lube offering $10 off to current guests.” The model will then draft one (or several, if asked) ideas of marketing promotions. While the LLM’s output may not be perfect, it will help get

your creative juices going. Edit the response, paste it into an email, and send it out to grow your car count! You can also ask an LLM for help with updating your training manual or operational process documentation. I’ve even asked ChatGPT draft an end-of-year email to send out to our team and just promoted it with a few highlights from our year to mention.

Another way to leverage LLMs to help you operate or grow your oil change business is to leverage it for analysis. If you are a paid subscriber to an LLM, you can upload reports, financial statements, or other key business information to the model. Then you can ask questions and have the model analyze the materials for you. For example, our finance team puts together a monthly financial package for our leadership team. Once I receive it, I will upload it to ChatGPT and then can ask questions about trends, how the results compared to the prior year, and to identify areas where we are improving or declining. I ask the LLM to compare our different service centers and highlight areas where costs are out of line.

Recently, ChatGPT found we had a few service centers that were spending too much on their trash pickups. We were able to reduce scheduled pickups. That was real savings we found from using an LLM. There is a lot of excitement and a lot of fear in the news about AI. Some writers will tell you that it’s going to change the world for the better, and others complain it’s going to take all of our jobs. The answer is likely neither. But what AI can do is help you make your job more efficient, allow you to get more done with the limited time you have, and make you a more effective leader in your business. So rather than getting overwhelmed or tuning out, lean in and find a few ways that AI can help you run your business. I’d love to hear from you about other ways that you have found AI can help run your business!

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F E AT U R E

Essential Skills for

Lube Tech Excellence

From earning customers’ trust to understanding the nuances of specialty parts, being a successful quick lube technician requires a diverse skill set

by Tom Valentino

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Photos by Ken Blaze 2/25/25 4:04 PM

ce

Always learning

General Manager Mary Harrison (second from right) and her team are always sharing knowledge to ensure lube technicians are set up for success.

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F E AT U R E

Stay connected

Communications between lube techs is critical.

It’s a crisp late January morning, and the staff at the Jiffy Lube location on Center Road in Brunswick, Ohio, is taking advantage of a quiet moment to tidy up the shop.

Tools are meticulously positioned on magnetic pans in the lower bays for easy access. Oil filters are wiped down and prepared for installation.

Shelves are neatly organized.

The store, located about 25 miles south of downtown Cleveland, opened three-and-a-half years ago. For the past seven months, it has operated under the watch of General Manager Mary Harrison. While Harrison is new to Jiffy Lube’s Brunswick location, she worked with several auto dealerships in roles ranging from lube

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technician and advisor to assistant manager and service manager.

That experience has helped Harrison coach younger employees and “level them up.” At Jiffy Lube’s Multicare stores, lube techs are not siloed into specific tasks. Beyond oil changes, experienced staff members can service brakes, spark plugs, belts, and replace valve cover gaskets. Harrison says she currently has one new hire in training, a recent high school graduate, who is being trained in roles across the shop.

“He has a limited amount of experience, so I might not have him do brakes,” she says, “but he’s learning.”

C OMMU N I CATI ON I S C R I TI CA L For technicians at Jiffy Lube, success is defined as more than being knowledgeable working underneath vehicles. It also requires an ability to interact with customers and build trust.

With no prior experience working on cars, but possessing an interest in learning a skill, Paige Zoltowski joined Jiffy Lube as a lube technician in April 2024. Zoltowski credits the company’s online Jiffy Lube University learning program for bringing her up to speed, but she added that she has found

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Orderly operations

The Jiffy Lube in Brunswick, Ohio, keeps its bays, product shelves, and tool trays neatly organized so service remains smooth.

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F E AT U R E

Watch them work

Customers can watch lube techs work at the Brunswick Jiffy Lube.

patience and an ability to translate industry lingo into simple terms to be vital traits thus far in her tenure.

“A lot of people don’t necessarily know what’s going on with their cars, so you have to walk them through it,” Zoltowski says. “It’s difficult to take the technical language that’s even brand new to me and then translate it into something that the customer will understand. That is something that I’ve had to work on. Just learning all this brand-new technical knowledge and then being able to translate it to something that people will understand has been huge.”

Having soft skills such as being able to interact with customers is as critical as knowing how to properly

26

install an oil filter, says Harrison.

“Some customers can come in and may not have an exorbitant amount of money to spend and may not even have $30 to spend,” says Harrison.

“It’s important to show them the value of what they’re getting. Oil changes have come a long way. Oil has become very expensive. So, wherever customers go, I want them to know if they come here and they spend $100 on oil, they’re not just getting an oil change and leaving the shop. They can go down the street and do the same thing for a cheaper price. What we offer them here is honesty and transparency. I want to make sure customers know everything going on with their car.”

In some instances, that means pointing out a leak. In others, it could mean passing along information about manufacturers’ service recommendations.

“They’re able to educate customers without forcefully offering them something they may not be able to afford. That’s what makes customers come back,” Harrison says.

To illustrate her point, Harrison shares a recent example in which an associate showed a customer their vehicle’s cabin air filter.

“The customer said, ‘Oh, how much are they going to rob me for that?’”

Harrison says. “I said, I’m not going to rob you. We showed you the air filter, but you don’t have to get it from us. I just want you to know what it looks like. Let me explain to you in a little bit more detail what that air filter does.

Your car is not going to explode. It’s not a safety concern, but it definitely helps with your gas mileage. The cleaner the filter is—if I thought it was half-and-half, I’d say do it at the next service. I do that all the time. I’ll joke, ‘Don’t tell Jiffy Lube,’ but I want customers to know that honesty means something, and that’s important.”

That customer who at first was skeptical of the state of her vehicle’s air filter has since come back two times—once for brakes, and again for an oil change, Harrison says.

N O S U B STI TU TE FOR E XP ER I EN C E Beyond talking the talk, Zoltowski says when it comes to walking the walk—performing maintenance services—there is no substitute for getting reps.

“When I first started working here, I was terrified to even touch

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anything underneath the hood, and I was terrified when I started going underneath and doing lower bay with the oil pans and identifying which pan is the oil and which is the transmission. By continuously doing it over and over again, I was able to gain a lot of confidence.”

But as lube techs gain confidence from stacking up repetitions, Harrison stresses that paying attention to the small details remains critical, whether it is listening to customers’ special requests or completing mundane tasks, like tightening a drain plug to manufacturer specifications.

“A customer came in a little while ago and said, ‘I don’t want my washer fluid replaced because I already put in some really good stuff. So, I relayed that to my top-side tech. (If the tech says), ‘Oh, I forgot. I just did

it anyway,’ those are the things that’s going to make my customer not want to come back, because if the techs are not paying attention to that, what else are they not paying attention to?”

STAYIN G C U R R EN T ON IN DUSTRY TR EN D S Beyond initial training during onboarding, lube techs must remain up to date on advancements in the vehicles they service. Parts such as plastic oil pans and drain plugs or proprietary cartridge filters, for example, carry a greater risk of being damaged and require more careful handling. Technicians at the Brunswick Jiffy Lube who aren’t sure how to proceed with such parts are encouraged to seek out their supervisor for guidance, Harrison says.

“I’m OK with asking for help, and

I tell them to do the same thing,” Harrison says. “It doesn’t make you weak. It educates you. I’ve learned this from experience, for making mistakes and not asking ahead of time. My mistakes, I’m hoping they won’t repeat those. Little things like that can damage a store’s reputation.”

As vehicles have evolved with new technologies and oil changes have become more complex, Harrison finds herself continually learning, too, she says, adding that professional education is a two-way street with her staff.

“There are a lot of things I don’t know sometimes,” Harrison says.

“Having their experience, (the store’s lube technicians) will educate me as well. I think it works both ways.”

The learning never stops.

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PROFILE

Doing What You Love, Taking Care of Others: Bookout’s Tire and Lube

Living His Dream

Robert Bookout knew since high school he wanted to own a service station.

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PHOTOS: BOOKOUT'S TIRE AND LUBE

From the time he was a teen in high school, Robert Bookout knew he wanted his own service station.

Now, the 70-year-old shop owner has only continued to provide for the community of Etowah, Tennessee

by Kacey Frederick

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PROFILE

In the early 1970s, when Robert Bookout was in high school, he wrote a paper for one of his classes on his goals for when he graduated. He answered that he wanted to own his own automotive service station.

Five-Decade Legacy

The staff at Bookout's Tire and Lube has grown considerably since Robert Bookout began working on vehicles at the shop's first location in 1974.

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Since then, Bookout hasn’t been deterred from that path. Although other career options became available to him after graduating, he found himself drawn back to that dream of owning his own service station—a dream that he’s made a reality for himself and the entire community of Etowah, Tennessee.

Having celebrated the 50th anniversary of his shop, Bookout’s Tire and Lube, last year,

Bookout shared with NOLN how he’s seen the industry change and what he’s learned from his time in the auto service field.

HOLDING ON TO A DREAM

Bookout’s interest in auto service began when he was just 15 years old, when he gained his first job at a service station. He enjoyed the work he was doing there, but when he

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PROFILE

graduated in 1973, he initially didn’t enter the automotive field. He found himself working at a paper mill, making good money, but ultimately dissatisfied with doing shift work and having an unpredictable schedule.

On top of that, Bookout simply liked the work he had been doing at the service station more.

“That’s just what I kind of enjoyed, was working on cars and changing tires,” tells Bookout.

“And I trade around quite a bit on cars—you know, buying and selling and stuff—and naturally, if you’re going to do that, it kind of helps to have a place where you can change your oil and tires and stuff.”

Bookout stayed at the paper mill for 13 months before leaving and seeking another service station job. He was still living at home with his parents, and realized that it was time he should make the leap to find a career he’d enjoy in the long run. Some didn’t understand Bookout’s decision.

“I’d have guys come in there that I worked with down at the plant, and they would say, ‘Oh, are you helping? Are you working out here part-time now?’ And I said, ‘No, I quit at the plant and come to work here.’ And they were shocked,” remembers Bookout. “But that’s just how much I didn’t like the plant.”

32

Bookout still had in mind his dream of opening his own service station, and noticed a building just up the road that had been available for rent for some time. Could this be the first step to setting up shop?

TAKING THE LEAP

Bookout presented the idea to his father, who told him to talk to Frank Hicks, a man who operated his own shop for nearly 40 years in the building Bookout was considering renting.

“So I went and talked to Frank, and I asked him if he thought I could make a go of it. And he said, ‘As long as you do good work and are honest, I feel like you can.’ So that was kind of a turning point for me, and an encouragement to go ahead and bite the bullet, so to speak,” says Bookout.

In the fall of 1974, Bookout went ahead and rented the building, beginning his journey.

Though the shop has since moved several times, its first facility was older, originally built in the 1930s, and was located three blocks off the main highway in a residential part of town.

Business was slow at first, with just Bookout doing the bulk of the work and his brother helping part-time. But it slowly increased, and as Bookout brought on employees to work at the shop, he started realizing that, though he was experienced with vehicles, he needed training in how to manage people.

Like many people, Bookout was not given any training in school on running a business. As a newly made shop owner, he had taken it upon himself to seek out courses, seminars, and classes that could show him how to up his game.

“I didn’t take any kind of management classes and stuff like that in school, so it was all kind of new to me,” explains Bookout. “That helped—going to some different conferences, sitting in on classes, and listening to what other people were struggling with and getting ideas from that.”

Communicating with customers can be something especially challenging, particularly when a vehicle owner isn’t understanding what the situation may be with their car. It takes patience to speak with individuals and understand they aren’t coming from a place of knowledge on the subject.

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The frequent communication shop owners experience and the myriad personalities that come through shop doors underscore the importance of taking care of yourself and remembering where your values lie. For Bookout, his spirituality has offered him a productive way to handle such situations.

“The last 20 or 30 years, I have tried to turn my life around and live more like how I feel my Lord and Savior Jesus would want me to. And that has enabled me to treat people the way that I feel like I should treat them, and the way they need to be treated,” shares Bookout.

TAKING CARE OF CUSTOMERS

Having recently turned 70, Bookout has seen many changes during his time in the industry and has watched the number of oils and tires continue to expand. But there’s one thing that hasn’t changed, and that’s what Hicks told Bookout when he first opened his shop: If you do good work and are honest, you can make it.

Bookout has worked tirelessly to make his shop clean, organized, and a place that someone of any age or background can feel comfortable coming to. He still remembers being a teenager at the service station, and his boss ordering him to clean the windshield of a couple who had come in just to ask for directions. It’s that kind of care and dedication that has earned Bookout’s Tire and Lube third-generation customers.

“There’s something about keeping the place organized and clean, and people feeling good about having their 16-year-old daughter come in for an oil change and know the waiting area is going to be clean and have good literature around for them to look at,” says Bookout. “Being able to have a satisfied customer that brags on our location—that’s my motivation.”

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PI T STOP

ADDRESS WORKPLACE DRAMA HEAD-ON

Handling disgruntled employees means making tough calls—sometimes even cutting ties—to preserve shop morale

BY P E T E R S U C I U

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anger and conflict management, tells National Oil & Lube News that even with the right skills, managers and owners can’t always solve the problem.

That is just a part of doing business.

“We sort of view those individuals, for better or worse, as a cancer,” Olde continues. “They can even be high-performing individuals, but with the wrong attitude, they are a detriment to the team. That drags down the rest of the shop.”

That isn’t always easy to accept, especially today when good talent is hard to find and often harder to keep. It can be even worse when the employee is legitimately good at the job.

“If it is a cultural misfit, you need to cut ties, even if the person is a

higher performer,” Olde explains.

“It is often best for the cultural mentality of the staff if that person just isn’t the right fit. It can hurt the bottom line, and I’ve seen that, but that money comes back to you by not having the drama.”

Course Correction

To follow with Olde’s cancer analogy, the best course of action might be to cut out the problem before it spreads—yet, Lonnie Hinkle, vice president of operations at the Allied Automotive Group, says it is possible to rectify the situation via other means.

“The severity depends on how influential that employee is on the rest of the crew,” Hinkle tells NOLN. “If it is a leader in the store, it can

PHOTO: 846511628 | GVS | ADOBE STOCK

THERE IS THE OLD SAYING THAT one bad apple can spoil the bunch, and unfortunately, that can be true with employees in almost any business. The quick lube world is no different. In fact, in an industry where efforts are often made to help individuals turn their lives around and provide opportunities for advancement, a problem employee can still bring in workplace drama.

Other factors can result in an unproductive workplace and create unneeded strife, but the root cause of drama is all too often one of personalities.

“I would 100% agree with that sentiment,” says Dustin Olde, owner of Automotive Evolution in Golden, Colorado. Olde, who formerly taught

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Regular presence in the shops is super helpful to spot these issues before they become much bigger.”

–LONNIE HINKLE, ALLIED AUTOMOTIVE GROUP

have quick and catastrophic effects on team morale. We work hard to build morale and a positive work environment. And for years we’ve held the philosophy of growing people through work, so we will pull an individual like this to the side and attempt to get to the root of the issues that are causing their dissatisfaction.”

Hinkle says that the overwhelming majority of the time, Allied Automotive Group has been able to turn those individuals around and get them back on track.

Yet, that isn’t always the case.

“Unfortunately, there are times though when you simply have to remove them from the workplace when none of our efforts were effective,” he adds.

Making Moves

If an attitude adjustment isn’t possible, the wrong course of action would be to move a problem employee to another location, or even another shift.

“We have tried that, and unfortunately, we’ve discovered you can move someone, but the ground has been laid from people who have worked with that individual,” warns Olde.

Moving the person to another shop will make that location feel like it is a dumping ground. It may seem to fix the problem, but it creates resentment at another shop. Even when it seems to be working, there is unnecessary baggage it may bring with it.

“We have full staff meetings with employees from multiple locations, and any negativity can be brought into those events. It can impact the whole team then,” says Olde.

Showtime: Watch For Drama

Sometimes the signs are hard to spot. Everyone has bad or off days, but an employee who is constantly irritable, unwilling to be a team player, and has conflict with others may be more apparent. Talking to the individual should be the first step to clear the air and see if there are issues that can be addressed.

“Regular presence in the shops is super helpful to spot these issues before they become much bigger,” suggests Hinkle. “We have to engage our employees positively so they feel they can open up to us. There are some signs that we see that can indicate a little workplace drama.

Declining performance, poor workmanship, and customer complaints are the biggest signs. But again, having employees that feel they can be open about what’s going on in the workplace is the best way to either nip issues in the bud (or) to keep them from happening to begin with.”

Olde says there are signs a shop should watch for to allow the problems to be curtailed quickly.

“I would say to watch for individuals at meetings,” Olde adds, emphasizing it may not be the problem employee who stands out.

“Other employees may be quieter,

and no one wants to give feedback, or ‘rat’ someone out,” he continues. “There is an omen out there if it were. If the staff goes too quiet, you can tell something is going sideways.”

Employees may not want to throw someone under the bus, or upset the apple cart, so talking to the floor managers and other employees privately may be necessary.

Customers Will Notice

The final consideration of workplace drama is how it impacts customer relations and a shop’s bottom line.

This is where Olde makes clear again that it can be hard to cut a high performer, but is still necessary if that individual is the source of the unnecessary drama on the floor.

“It is hard because good talent is hard to replace,” he continues.

“What you need to have is the staff rowing together, or else there is a real sense that something is not quite right. The customer is going to see that there is tension.”

Customers will certainly see and sometimes feel drama in the workplace, and that will hurt the bottom line in the long run. They’re unlikely to return if they are made to feel uncomfortable or fear it could be the work isn’t being done correctly.

“Whether it’s the way our people interact with them or hearing negative chatter in the shop,” says Hinkle. “it can bleed through to the front of the house.”

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WHERE DO QUICK MAINTEnance customers tend to go first when they need information?

Online. But even when they pull just into the vicinity of your shop, technology can give them volumes of information in an instant. And that’s why technology is a prime ally for shop owners.

Once a customer is in eyesight of your business, there are ways that tech can help make sure those drivers pull in for service. Rob Meng, founder and CEO of FasterLines, a software company based in Louisburg, North Carolina, offers one such product.

“We started out helping Strickland Bros. (10 Minute Oil Change) in Winston-Salem keep track of time in the

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He adds, “Essentially, this information gives managers and the whole team eyes in the back of their heads.”

Relationship Management

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bays and wait times for cars,” Meng says. “We can show the team the wait time (digitally).”

Meng says that FasterLines is currently launching a new service to let customers know from the street (via digital signage) if there’s zero wait time at a business like Strickland Bros.

In terms of technicians in the shop, do they feel pressure knowing that technology is monitoring how quickly they can provide service and how many customers are waiting outside for an oil change? Meng says not today—tools like his company’s are viewed on their merit for helping increase productivity, and so he finds that techs have buy-in at all levels.

Age doesn’t seem to matter in how techs view the technology, either, Meng notes. “Originally techs may have felt like the technology was watching them, but now shops like Strickland Bros. pay by how many customers there are and how fast they (can) get them through.”

The video generated from FasterLines’ technology helps with training the tech team, as well.

As Meng describes, “The video lets (shops) see exactly what’s happening in service. Most of the managers at shops are so busy that they oftentimes don’t know if there’s something going on (that can be addressed). To have the manager be able to see the same problem over and over helps fix it.”

Gregg Rainville is senior vice president of Steer, a Boston-based company that provides customer relationship management software specifically designed to help shops communicate with customers and keep them coming back. As Rainville describes it, “If I’m new to an area and type in ‘oil change near me,’ typically you’ll get Google business listings. We help drive Google reviews by getting feedback from customers after you close a ticket at the shop.”

Steer’s CRM tech tool also has integrations with Google that help improve a shop’s online info. According to Rainville, these integrations help make it easy for customers to look at price points and other information they need from a simple online menu.

“Customers can also request an appointment time,” he says. And he stresses to owners that a shop’s Google page and website work hand-in-hand to make sure business stays strong.

Bottom line: You have to consider the customer journey—and when a customer or potential customer types in “oil change near me,” you want to make your name is on the list when a Google page pops up.

That, plus good customers reviews and a button to your website.

The whole process of getting good Google reviews online begins right after a customer leaves your business armed with a positive experience (hopefully) that’s fresh in their minds.

Rainville says Steer’s CRM tool also texts service reminders to customers. A recent addition to the platform allows for two-way texting. This means your shop can go back and

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forth with a customer who needs to text you back about their service, so no personal cellphone numbers for you or anyone else at your business are given out anymore.

“And that’s a relief for shop owners,” he adds.

Steer is also working on an app that lets quick maintenance customers get a mobile experience optimized to their cellphone or tablet, Rainville reports.

Staying Connected

With any tech tools for customer communication today, the goal is to provide ease and speed. Because, in the end for businesses, it’s all about getting and keeping the car count high.

However, “A lot of the shops I walk into don’t really understand their customer database,” Rainville finds.

“We have a business insight tab at Steer that can find, for instance, 300 customers driving around with pass-through services. It’s a great analytics tool. Who are the customers driving around that need to come back in? You can (then) create special (marketing) campaigns just for them.”

At the end of the day, new technology tools are proving invaluable to quick maintenance owners and providing serious ROI, according to Rainville (30% year over year) and Meng (an average of 10-12 times ROI on monthly service).

It all boils down to enhanced customer communication.

Meng sums it up simply: “If customers feel forgotten, they are less likely to come back.” And tech is helping with that.

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C A S E S T U DY

TIME IS MONEY IN THE SHOP

Every shop can benefit from a tune-up on the hours of operation, which can fluctuate with the season

THERE ARE ONLY SO MANY hours in the day, and the hours that most service industry shops are open tend to be fairly standard. However, every business and even every shop location must determine the hours that work best for both customers and employees.

There is no one-size-fits-all answer for any particular operator, and even that solution might change throughout the year to adjust to demand.

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The Challenge

Seasonal fluctuations—like before the year-end holidays or during the summer months—can dictate an increase or decrease in service hours.

Seasonal changes, such as oppressive temperatures or busy holiday schedules, can create more demand or make it difficult to work. Factors including a switch to and from daylight saving time can also affect the number of cars driving into the bays.

For Watsonville, California-based SpeeDee Oil Change – Midas, the end of daylight saving time and the holiday season is about when Robert Weissberg, owner of the franchise location for 18 years, starts to evaluate shop hours. He explains that the license often dictates most SpeeDee and Midas location hours, though there is some leeway. Most shops under the franchise, Weissberg says, are open from 8 a.m. to 5 p.m., or 8

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a.m. to 6 p.m. Once it starts getting darker earlier, the shop makes a shift from being open from 8 a.m. to 6 p.m. to closing at 5:30.

“Daylight saving plays a big part of that,” Weissberg tells National Oil and Lube News. “Winter means weather conditions.”

Getting dark earlier plus busier holiday and year-end schedules signals a drop-off in customers at the end of the day. The hour change isn’t automatic. Weissberg and his crew look at a number of factors to determine whether it makes sense to stay open the extra half hour to an hour, or pull the doors down earlier and get back to their own busy lives.

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The Solutions

“We look at whatever time from 5 to closing, how many repairs we average, employee cost, average car count per time, and base it off that,” Weissberg explains.

“In the beginning, it took some looking at the average employee cost,” says Weissberg. “Since the rise in employee salary, it makes sense at cost and how much business is brought in that last hour of the day.”

Shop hours at the Westonville business remain ample. In addition to the weekday schedule, the SpeeDee – Midas business is open on Saturdays from 8 a.m. to 5 p.m. On Sundays, customers can get service between 9 a.m. and 3 p.m.

“Sunday is our shoulder day,” says Weissberg. “On the weekends, we never change those hours. They’re already a little shortened, so we’ve never had to adjust our weekend hours.”

Weissberg finds it best to stay consistent with opening time, and finds more flexibility with adjusting closing time.

The change to shortening shop hours is “a pretty standard thing in the industry,” he says. “There’s

usually going to be a drop-off once daylight saving hits.

Of course, if volume stays high and a shop is not seeing a drop-off, Weissberg says it makes sense to continue with longer hours. In his experience, however, Weissberg says the shop starts making the transition to winter hours around the holidays.

The Aftermath

Even small tweaks to the schedule cause ripples, though most are easy to address. It is crucial to make sure that the customer is informed.

For Weissberg, that meant updating the website to note changes in the hours, as well as signage and marketing messages. That will enable customers to adjust their plans on when to visit the shop.

While getting the extra time for errands, family time, or other activities is generally welcome, some employees do notice the drop in their hours when they receive their paycheck.

“I think some (employees) are affected in a positive way, they get to leave early,” Weissberg explains.

“Some are losing an extra 30 minutes to an hour.”

Weissberg says to address this issue with his 16 employees, he rotates who gets to go home early.

“We don’t hear a lot of complaints,” he says.

Even those customers who don’t check the website or just can’t get to the shop with time to spare will find they can still get into a bay for service within the last few minutes, despite the shorter hours.

“We have a rule here: If a customer is within 10 minutes of the time of closing, we will bring the customer in,” explains Weissberg. “We never refuse a customer.”

Closer to five minutes before closing, a customer might be turned

away depending on the staff and workload leading up to the last-minute visit.

“We don’t really shy away from cars that come in last minute,” says Weissberg.

The Takeaway

Even with shorter winter hours, the SpeeDee – Midas location offers plenty of availability for customers.

The shop finds that business is cyclical, and customers adapt.

“We do drop off a little,” Weissberg says, in terms of car count. “It is a slight decrease in car count once we start closing for the earlier winter hours.”

Still, “it’s pretty standard that we open at a certain time and close at a certain time,” he says. “We don’t usually make accommodations.

“There is nothing that affects those hours more than daylight saving and the seasonal time of year for the holidays,” says Weissberg. “I don’t see anything else that affects that opening and closing time.”

Certain regions will find it necessary to make adjustments based on climate, time of day, customer demand, and other factors. Advising shops to look at and calculate the cost of operation when considering earlier or later hours is sound. If employees are standing around on the chance of a last-minute customer rolling into the bay, it can become costly to operate the shop.

Scheduling extra hands during peak hours and paring down the staff toward the end of the day can help maximize employee time and reduce boredom that could ensue if technicians and service writers are waiting for customers who might not come that night. It can be better to bring those valuable employees back fresh to work another day and greet customers during those busy hours.

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FROM THE SHOP

Effective Management Starts With the End in Mind

The second of the 7 Habits of an Effective Lube Manager calls for leaders to map out a path to reach their goals

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

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

Performance comes from growing your business through people.

ATAT U M

@V A L U B E .COM

42

our people. We want everyone to be able to put a smile on someone’s face and build a lifelong customer. We all know that this generation of customer has less brand loyalty than in the past. So, we go to business with making the customer the most important thing in the business. What does your company set as your core value? That is where you start.

Once you know, then you look at your own location as a starting point. Do all your people, processes, and surroundings move toward that goal? If not, begin with the end in mind.

Covey says that all things are created twice: Before one acts, one should act in one’s mind first. Before creating something, measure it twice. Do not just act; think first: Is this how I want it to go, and are these the correct consequences? What can you do to reach the goals that your company has set for you this year?

“Begin with the end in mind” means to look out across the coming hours, days, weeks, months, and years with a sharp vision of your desired destination—and then to proactively pursue that future. Even if your vision for the future changes, having an end in mind for a meeting, project, or a lifetime gives you more clarity about where to start and how to adapt. There is no better time than today to decide where you want to be tomorrow.

So, for our second submission in the 7 Habits of an Effective Lube Manager, create your own personal mission statement that you can work daily. Own your world, your team, and your way of doing business. You now can think proactively and make decisions to create the environment that makes you a success.

Our third rule, put first things first, will be discussed next time. Until then, analyze and amend yourself and those around you. Are you seeing positive changes in the way you think and manage yet? That is the “first” step!

*Co sa

**In

PHOTO: LUCAS MOORE

ADAM

TATUM

AS WE BEGIN THE SECOND ENTRY INTO our series on the 7 Habits of an Effective Lube Manager, look back at what we discussed in the first section. Be proactive.

What changes did you put in place in 2025 to set yourself up for success? Once you get a hold on how to act more in advance and less shooting at the hip, you can start to plan out your decisions. So, with that, we move on to the section: Begin with the end in mind.

What does this mean? In the original text, “7 Habits of Highly Effective People,” author Stephen Covey discusses envisioning what one wants in the future so one can work and plan toward it and understand how people make important life decisions. To be effective, one needs to act based on principles and constantly review one’s mission statements, says Covey.

He asks: Are you—right now—who you want to be? What do you have to say about yourself?

How do you want to be remembered? If habit No. 1 advises changing one’s life to act and be proactive, habit No. 2 advises that “you are the programmer.” Grow and stay humble, Covey says.

Briefly, you need to determine your personal mission statement. Every company has a way that they go to business. It is a paragraph about the type of business they plan all their decisions around. Ours is as follows: We are raising the bar to become a fast, clean, and profitable franchise that exceeds customer service expectations. We can and will become the top franchise in the Jiffy Lube system by following and accepting the process. We make decisions with the end in mind.

We use this credo for hiring, firing, and making day-to-day decisions. Our managers know this and work toward their own goals, intertwined in this mission statement.

So, make your own mission statement and set yourself up to build off this. In our case, we are looking for customer service skills for all

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