CARS April 2016

CANADIAN AUTO REPAIR & SERVICE MAGAZINE I

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OIL!

DON’T BLAME THE

Lubrication-related issues usually stem from a lack of maintenance... not the oil itself

APRIL 2016

PLUS: Q

Case study: Flex fuel faults

Q

Keeping up with diagnostic tools

Q

Finding franchise opportunities

Canada Post Publications Mail Agreement No. 40063170

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APRIL 2016 | VOL. 2 NO. 3

CANADIAN AUTO REPAIR & SERVICE MAGAZINE

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FEATURES

Management: Franchising

The aftermarket is flush with franchise opportunities… from small one-person operations to full-blown service and maintenance centers.

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Technical: Diagnostic Tools

29

Talking Tech: Don’t Blame the Oil

33

Case Study: Flex Fuels

Today’s high-tech diagnostic tools are capable of an increasing number of miracles… including creating instant customer loyalty.

Oil gets the blame for a lot of vehicle issues… but our technical writer Jeff Taylor says it is rare, if ever, that the oil is actually at fault.

29 5

COLUMNS Service Notes

Getting young people to sign up for an apprenticeship is hard enough. Getting them to actually finish the program is a whole other problem.

14

It’s Your Turn

16

Management Insights

Ontario shop owner Bob Ward thinks it may be time to grant licensed inspection facilities the power to strip dangerous vehicles of their plates.

Management consultant Murray Voth offers advice on how to become the leader your business needs you to be.

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46

The Car Side

Our resident humorist Rick Cogbill points out that in auto repair, as in life itself, it is what lies beneath that truly matters.

As engine control systems continue to evolve, there will be more and more things to keep in mind when diagnosing drivability issues. Like what fuel the vehicle uses.

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Technical: Gasoline-Direct Injection

What’s behind the common complaint of carbon deposit build-up in vehicles equipped with gasoline direct injection systems?

DEPARTMENTS Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Eye Spy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 In the News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 By the Numbers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Product Feature: Wipers . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Baywatch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Advertiser Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

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SERVICE NOTES CANADIAN AUTO REPAIR & SERVICE MAGAZINE

Keeping them going Is it time for you to formalize a proper apprentice program to nurture your next A-tech?

By Allan Janssen I’ve written before about the remarkable and inspiring skilled trades competitions that are held to showcase the talents of thousands of Canadian apprentices each year.

What I like about them is that they’re equal parts competition and celebration, and that they serve as a powerful demonstration to visiting school children that working with one’s hands does not mean mindless, dirty work.

The middle school and high school students that traipse through the competition halls, giggling and pushing each other, excitedly snapping up the giveaways at sponsor booths, clearly see the event as a welcome day away from classes. But I’m sure they’re also getting the message that skilled trades constitute fundamental, essential work that is challenging, creative, and potentially lucrative.

It’s not hard to appreciate the sense of accomplishment the young competitors feel as they practice their skills.

Indeed, at last year’s national competition, many of the apprentices wore bow ties as a symbol of the pride they take in their work, adopting a sort of uniform that demands the same kind of respect as a surgeon’s greens, an accountant’s sweater vest, or a lawyer’s three-piece suit.

As I said, these events are a cause for celebration… so what is not discussed is the unfortunate drop-out rate among apprentices. Recent studies show that across the board we lose about one in three apprentices after the first year.

Obviously this is a cause of concern for professions like automotive service which needs as many new workers as it can get, as quickly as they can get them.

Finding a way to stem this attrition

rate was the main focus of a recent meeting of the Canadian Apprenticeship Forum. Executive director Sarah WattsRynard shared the results of a survey of 753 apprentices who shared potential reasons why so many are leaving before they earn their tickets.

Despite the allure of good pay (cited by 53% of respondents), the promise of interesting work (53%), and job satisfaction (48%), apprentices were disappointed by a failure to understand the full spectrum of job opportunities and the lack of a clear career path. They also said they needed mentors to bounce their questions and concerns off of.

It turns out providing mentors to these career hopefuls has a profound effect on apprenticeship completion. Having a journeyperson who is invested in their development, and who is willing to teach them is one of the greatest influences to stay in the profession. It amounts to a support system for apprentices.

Shops that take this issue seriously enough to establish an in-house program to shepherd apprentices so they earn their ticket in a timely manner will be clear winners in the competition for new skilled workers.

This means not being satisfied with slow or no progress. Perpetual apprenticeships do not benefit the industry, the shop, or the individual.

According to the Canadian Apprenticeship Forum, apprentices who have not finished the program in six years are unlikely to ever “cross the finish line.”

As far as I can tell, this represents a huge lost opportunity to increase our ranks and strengthen the trade.

Tell me what you think. You can reach me at allan@newcom.ca

EDITOR | Allan Janssen (416) 614-5814 allan@newcom.ca CONTRIBUTORS | Alan Beech, Murray Voth, Camille Casse, Jeff Taylor, Rick Cogbill, John Fraser, Andrew Brooks.

ART DIRECTOR | Tim Norton (416) 614-5810 tim@newcom.ca MANAGING DIRECTOR, AUTO DIVISION & NATIONAL SALES | Kathryn Swan (416) 510-5221 kathryn@newcom.ca NATIONAL SALES | Andrew Ross (416) 510-6763 aross@newcom.ca QUEBEC & EASTERN CANADA SALES DIRECTOR | Denis Arsenault (514) 947-7228 denis@newcom.ca ADVERTISING PRODUCTION MANAGER, PRINT/DIGITAL | Kimberly Collins (416) 510-6779 kim@newcom.ca PRINT PRODUCTION MANAGER | Phyllis Wright (416) 510-6786 pwright@annexnewcom.ca CIRCULATION MANAGER | Lilianna Kantor (416) 614-5815 lily@newcom.ca CARS magazine is published monthly except for January and July by Newcom Business Media Inc., 80 Valleybrook Drive, Toronto, ON M3B 2S9. The magazine serves the Canadian automotive repair and service industry. Subscriptions are free to those who meet the criteria. For others: single copy price: $7.00 plus tax; one-year subscription in Canada: $53.95 plus applicable tax; 2-year subscription in Canada: $84.95 plus applicable tax; one-year subscription in U.S: US$95.95; single copy price: US$10.00; one-year subscription in all other countries: US$97.95. Copyright 2016. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without prior written consent of the publisher. The advertiser agrees to protect the publisher against legal action based upon libelous or inaccurate statements, unauthorized use of photographs, or other material in connection with advertisements placed in CARS. The publisher reserves the right to refuse any advertising which in his opinion is misleading, scatological, or in poor taste. Postmaster: send address changes and undeliverable Canadian addresses to Circulation Dept., CARS, 80 Valleybrook Drive, Toronto, ON M3B 2S9.

VP, EDITORIAL | Rolf Lockwood GENERAL MANAGER | Joe Glionna PRESIDENT / PUBLISHER | Jim Glionna CORPORATE OFFICES HEAD OFFICE 451 Attwell Dr., Toronto ON M9W 5C4 Telephone: 416-614-2200 Facsimile: 416-614-8861 REGIONAL OFFICE 80 Valleybrook Drive, Toronto, ON M3B 2S9 Telephone: 416-442-5600

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April 2016

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LETTERS Shop owners have a duty to be profitable

Customer-supplied parts need to be discouraged

Good business plans are not built on low humor

Concerning your editorial on customer-supplied parts (November 2015), people who do their own service work or bring in their own parts are not customers or even potential customers. The odds of converting one of those people into a super customer – the type of customer I am looking for – is extremely unlikely. If someone fills a cart full of groceries but does not have money to pay for it, the groceries get put back on the shelf.

Is that bad customer service? Or the simple reality of business?

When will shops stop being so desperate to accommodate everyone who walks through their door? When a hoist is tied up for three hours not making money, the shop owner is failing in his responsibility to his business, his employees, his family, and his loyal clients.

We should behave like the professional service providers we are.

A customer showing up with their own parts is no different than me showing up at The Keg with a steak and telling them to put it on the grill.

It’s not going to happen. Every shop should discourage it. If customers insist we install their parts, we must charge more.

I read about the P.E.I. businessman who insulted women with his roadside sign (“Toronto shop owner reacts to sexist sign in P.E.I.,” March 2016). Pushing people’s buttons is not a great way to get your jollies. Low humor designed to get a cheap laugh at the expense of others earns you a terrible reputation and prevents you from attracting the broad range of customers every business needs to be successful.

Murray Voth, Automotive consultant, Freedom Industries, Inc. Vancouver, B.C.

Eldon Kuefler E&R Automotive Clinic Nisku, Alta.

EYESPY That’ll help pay the repair bill!

Cam Funk of Technix Auto in Steinbach, Man. tackled a customer complaint of no defrost on a 2008 Ford F-250. The mode door seemed to be jamming, and when the heater box was disassembled, they found $10.73 in change, a couple of drill bits, and some keys.

Have an interesting picture to share?

Send a high-resolution image to allan@newcom.ca

David Kelsey D. Kelsey Auto Repair St Johns, Nfld.

Brake inspection is more than a ‘stomp’ test I’m writing about one of the letters you published concerning safety inspections (“Legal Case Highlights the Risk of Doing Safety Inspections,” October 2015). If the letter writer thinks that stomping on the pedal hard with no resultant leaks constitutes a pass, he’s wrong. Rusty brake lines or fuel lines are a fail. You need to grab them and if rust flakes off, they’re compromised and should fail.

Beverly Kaltenbruner Harold’s Auto Service Lethbridge, Alta.

Higher pay will bring more skilled workers I have been a licensed auto technician since 1976 and at the risk of sounding like a ‘Debbie Downer,’ attracting new talent will be difficult until the auto trade starts paying much better. When a plumber or electrician earns 50 to 60% more than auto techs and doesn’t need to constantly upgrade their knowledge and tools, how do you convince a young person to pursue an automotive career? The promise of job satisfaction only takes you so far. For most young people, supporting a family and living well are the priority.

Paul Russo Daleco Motors London, Ont.

Trade colleges not graduating enough skilled workers I read your story about techs being among the toughest workers to find (March 2016). I’ve been trying to find a journeyman mechanic for the past two years. In my opinion, the trade colleges are not putting out enough skilled workers to meet the need. I’m just trying to retire!

Clifford Perry Perry’s Garage Glovertown, Nfld.

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NEWS

New study reveals the earning value of apprenticeships Completing an apprenticeship in Canada brings skilled-trade workers roughly equal in earning power to college graduates in the workforce, and puts them far ahead of high school graduates and people who have a trade certificate without having gone through an apprenticeship.

That’s according to new research from a couple of University of Toronto professors who studied wage dynamics in Canada.

Dr. Harry Krashinsky and Dr. Morley Gunderson presented some of their findings at a recent meeting of the Canadian Apprenticeship Forum. The full study was published in 2015 in the American academic journal Industrial and Labor Relations Review.

According to Krashinsky, the best data for analyzing how apprenticeship impacts wages was found in the 2006 long-form census, where workers who have completed apprenticeship pro-

grams were for the first time separately identified from people who have trade certificates without having gone through an apprenticeship program.

“The pay-off was pretty substantial,” Krashinsky said.

According to their data, those who completed an apprenticeship earned about 21% more than workers who did not complete high school.

“Men who complete an apprenticeship program do much better than those who stop their education after completing high school. They also do better than those who simply have a trade certificate, and they’re relatively similar to college graduates,” said Krashinsky.

The findings do not seem to hold for women who complete apprenticeships, however. The researchers are planning a follow-up study, with help from government and industry, to figure out why this is the case.

Ontario to eliminate fee for ‘Drive Clean’ emission tests, starting in 2017

Starting in 2017, Ontario drivers of older vehicles will no longer have to pay $30 for their biennual “Drive Clean” emission tests.

The provincial government announced it will eliminate the fee to help offset the additional cost consumers pay at gas pumps. The emission tests will still have to be conducted on vehicles seven years and older, and emissions-related repairs will

still need to be done.

It’s not clear how Drive Clean facilities will be paid for conducting the two million tests that are done annually.

The Automotive Industries Association of Canada says it has been in touch with the provincial government to ensure repair facilities are still compensated fairly.

U.S. shop owners offer report on training strategies A committee of repair shop owners recruited by the Bethesda, Md.-based Auto Care Association to offer industry advice has released a report on the value of training.

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NEWS offers a comprehensive view of training, and concludes that shop owners who understand the return on investment of having educated staff experience higher sales, increased profitability, and are better able to keep up with new vehicle technology.

The report can be found at www. tinyurl.com/CCPN-Training

ASA launches OEM resource website The Automotive Service Association has launched a new information resource for automotive technicians to “cut down on the guesswork when it comes to finding accurate, updated information in a timely manner.”

The OEM Resource website at www.oerepairinfo.com serves as a consolidated hub for manufacturerspecific scan tool information, calibration and reprogramming updates, training materials, and service information. It was developed for repairers with direct input from the manufacturers. Watch an introductory video at www.tinyurl.com/ OERepairInfo

Samsung launches ‘game-changer’ device Samsung is entering the connected car accessories market with its a “Connected Auto” dongle that plugs directly into the OBD II port and uses an Internet connection to issue real-time traffic alerts, improve fuel efficiency, and provide Wi-Fi connection to passengers. Meanwhile, a “virtual mechanic” continually checks vehicle status to recommend maintenance and repair services. AT&T will be the first wireless provider of the device that will launch in the second quarter in the U.S.

New book to raise money for scholarships A new book about women in the auto repair and service industry is raising money for academic scholarships.

All sales proceeds from the new anthology of essays, entitled “A Woman’s Perspective on Leading” will go to the 2016 Babcox Media Women’s Board Scholarship.

The book was created by Dr. John A. Passante and edited by Amy Antenora.

Contributors include some well known names in the auto repair industry, including Lauren Fix and Bogi Lateiner.

CAFE to unveil to new business model in May The Canadian Association of Family Enterprise (CAFE) is planning a complete reorganization, moving from an affiliation of independent chapters to a “more vibrant, more sustainable” national model.

During the association’s annual general meeting, CAFE chairman Allen Taylor said national board members and staff have built a new business model and presented it to the chapter leadership. There has been some resistance, he said, “but fortunately, a far greater proportion of the country sees the need and the enormous opportunity to reach many more Canadians and build a vibrant organization on the shoulders of this one.”

The association plans to unveil their plans as well as a new logo and marketing strategy in May at a national symposium in Calgary.

B.C. developing blueprint to address labor shortage Government and industry are coming together in B.C. to re-examine workplace training, and discuss the importance of skilled labor and human resource planning to the province’s economy.

A series of roundtable meetings are being held to address what has been called a tipping point for B.C., where

more residents are leaving the workforce than are entering it.

“Our industry needs skilled labor, so we know the importance of attracting new talent to the automotive sector,” Ken McCormack, president & CEO of the Automotive Retailers Association told government representatives.

B.C.’s “Skills for Jobs Blueprint” aims to reengineer education and training programs toward a data-driven system that focuses investment on jobs that are in demand.

Ontario city stakes claim to self-driving future Plans to turn Stratford, Ont. into a testing ground for self-driving and connected vehicles are scheduled to begin in earnest this spring.

A city-wide Wi-Fi network will be utilized to capture data from the connected vehicles and feed it to a “testing hub” which would produce huge amounts of data that could be mined by software developers. The program is designed to be scalable, allowing a wide range of technology companies to join in.

The city expects prospective customers from around the world to come to Stratford to see the latest technology in action.

CFIB outlines ways feds can help small businesses The Canadian Federation of Independent Business (CFIB) has presented its pre-budget submission to the federal government, outlining measures that will help small businesses navigate a difficult economy in 2016.

Among other things, CFIB is calling on the Trudeau government to continue with the reduction in the Small Business Tax Rate to 9% from 11%, reject any plans to increase CPP/QPP premiums for employers, make the employment insurance system fairer for employers, and simplify small business dealings with the Canada Revenue Agency.

“As the top job creators and the drivers of our economy, small

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businesses’ priorities are Canada’s priorities,” said Dan Kelly, CFIB president.

CFIB has 109,000 members in smalland medium-sized businesses.

U.S. urged to side with aftermarket on access to vehicle technology Aftermarket associations are calling on the U.S. Copyright Office to extend access to software-enabled components to independent service technicians who act as the agent of the vehicle owner.

In submissions to a study on the topic, the Automotive Aftermarket Suppliers Association and the Motor & Equipment Remanufacturers Association pointed out that U.S. copyright laws routinely grant

exemptions for those vehicle owners who repair their own vehicles but the increased use of technological protection measures (TPMs) in replacement components threatens the ability of consumers to have their vehicles serviced in the independent aftermarket.

“Creating an exemption for vehicle owners but not for third-party service and repair technicians leaves vehicle owners who lack that knowledge or ability no choice but to return to the vehicle manufacturer,” said Bill Long, AASA president and COO. “The independent aftermarket must also have the freedom to repair or modify vehicles, which will include access to vehicle software and circumvention of TPMs,” said MERA president and COO John Chalifoux.

‘Productivity leak’ hurting repair shops: AIA study A new study by the Automotive Industries Association of Canada (AIA) has identified a “massive productivity leak” at independent repair shops across the country.

The study of productivity benchmarks in the Canadian automotive service sector revealed that, on average, only 55% to 60% of technician time is being sold.

“The overall survey result of 4.4 sold hours per technician among the non-tire shops (4.8 hours among tire shops), represents a massive productivity leak for the aftermarket,” the study’s executive summary states.

Despite the low productivity number, more than half of the shops surveyed reported that they are looking to hire more technicians.

The survey also found that the top third of performers produced 2.51 hours sold per repair order, compared to 1.67 hours for the industry average.

AIA extrapolates that high productivity

shops could gain almost $100,000 in labor sales if they reached the benchmark level of hours sold per repair order.

The survey, conducted in 2015, involved 572 automotive service providers who offered details of the size and sales performance of their operations. The resultant report explores the performance characteristics of small (1-3 bays), medium (4-6 bays) and large (7+ bays) operations, focusing on repair orders per year, average hours sold per repair order, average repair orders per technician, per day, and hours sold per technician per day – all with regional breakdowns.

In comparison with a similar study conducted in 2010, the average hours sold per transaction showed only minor change. The average size of operations, however, had dropped to 4.8 bays, from 5.9 bays. The change, says AIA, reflects the higher number of small shops that operate in Canada.

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By the NUMBERS Stats that put the North American automotive aftermarket into perspective.

75%

Percentage of cars that Rolls-Royce has produced since 1906 that are still on the road today.

The Economist, 2013

3.15 trillion

Number of miles driven by U.S. drivers during 2015. That beats the previous record of 3 trillion miles set in 2007.

1 IN 6 Vehicles on the road that need at least one new belt.

Car Care Council

U.S. Federal Highway Administration (FHWA)

3.2%

The 2015 light vehicle automotive scrappage rate in Canada – down from 6.1% in 2011.

DesRosiers Automotive Consultants

23,331,688 Estimated number of vehicles on Canadian roads in 2014.

Comparatively, there were 249.4 million light vehicles on American roads in 2014.

AIA Canada Outlook Study; and AASA 2016 Automotive Aftermarket Status Report

22%

Percentage of Canadian car accidents (or nearaccidents) due to non-driving related distractions.

Decoma International, a subsidiary of Magna International Inc.

4,890,992 km

In May 2014, the odometer reading on a 1966 Volvo 1800S – the vehicle with the highest mileage covered (3,039,122 miles).

Guinness Book of World Records

20%

Percentage of customer-reported problems directly related to audio, communication, entertainment and navigation systems – collectively known as ACEN. Industry watchers suggest ACEN is the cause of a 3% year-over-year decline in vehicle dependability.

J.D. Power 2016 U.S. Vehicle Dependability Study

82.5%

Percentage of U.S. vehicles powered by gasoline in 2015.

Gas-powered vehicles declined as a percentage when flex fuels (gasoline and ethynol) surged in popularity.

Flex fuel-powered vehicles peaked in 2012 and have since dropped to below 2010 levels, now standing at about 11.5% of all vehicles.

IHS Automotive 2015 U.S. Vehicle Market At-A-Glance

87%

The amount engaged and knowledgeable retail sales associates sell more than their peers.

Experticity

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IT’S YOUR TURN Got an opinion? We’ll happily give you a page to get it off your chest!

Send your rant to allan@newcom.ca

Let’s retire unsafe vehicles It should be the duty of repair shops to prevent neglected and dangerous vehicles from getting back on the road.

By Bob Ward I am becoming increasingly concerned about the unsafe mechanical condition of some vehicles being driven on our public roadways today.

The “Eye Spy” pictures in this magazine give us an idea of what’s on our streets and highways… and it is an eye opener for sure!

There are a bunch of reasons why this situation has developed.

It seems that many people today are unaware of the importance of preventive maintenance. We do our best to educate them, of course, and maybe we’re making progress, but young people particularly are not taught by their parents how to care for their vehicles. There seems to be a mentality that cars should not require regular maintenance, and that seemingly minor defects – like burned out bulbs, worn tires, loose suspension and perpetually illuminated check-engine lights – can be left unfixed.

Our governments, which have shown a willingness to pass many laws designed to protect us, fall short of mandating annual motor vehicle inspections. About the only time we have to check for roadworthiness is when a vehicle changes hands or is brought from one province to another.

You could argue that the kind of cars whose ownership is transferred or that are brought with a family when they move across the country are the most likely to be roadworthy to start with. They obviously have intrinsic value. What we really need to worry about are the aging cars that are beyond selling and couldn’t make the trip across the country. These are the cars that people are hanging onto,

While on a road trip, Vinnie Klimkosz, owner of Vinnie’s Mr. Fixit in Guelph, Ont., snapped this picture of an overloaded and severely neglected Dodge Caravan.

driving until they completely rust out and won’t start anymore. Until these menacing vehicles give up they ghost, they share the road with everyone else’s vehicles, posing a threat at every intersection.

Another factor to the growing fleet of dangerous vehicles is the simple fact there are no laws preventing safety-related auto parts from being sold to complete amateurs. Do-it-yourself work is often done by untrained people, in the most haphazard ways, with parts that they get at the local parts store. Too often these do-it-yourselfers look for the cheapest solution, not caring if the parts meet the original manufacturer’s specifications or meet reasonable levels of quality.

No wonder many vehicles on today’s roads are accidents waiting to happen!

Our shops are on the front lines. From time to time, we see a vehicle in an egregious state of disrepair. And sometimes, despite our most earnest warnings, the motorist chooses not to have the work done. No matter how much we think we can protect ourselves with disclaimers, if something serious happens to a vehicle that just left our

shop, we can be held responsible.

In the worst cases, where letting that vehicle go poses a risk to the general public, I believe shops should have the right – indeed, the obligation – to prevent it from getting back on the road.

Maybe we should petition our provincial governments to let licensed motor vehicle inspection facilities have the authority to remove the plates on any unsafe vehicle. We owe it to the innocent victims who could otherwise be injured or killed by these dangerous cars to voice our opinions to the appropriate agencies.

I would even challenge insurance companies to mandate inspections on vehicles before they issue policies on them. They have no idea about the mechanical fitness of most of the vehicles they insure. How many collisions are from the result of unsafe vehicles? Think about that while you drive!

Bob Ward is the owner of The Auto Guys in St. Thomas, Ont. He is also a member of the CARS Advisory Panel.

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MANAGEMENT INSIGHTS

We looked at the differences between leaders and managers.

Now let’s look at two key roles a leader plays in business.

By Murray Voth

I hear a lot of common complaints from shop owners.

Speaking of their own employees, they’ll say, “You’d think they’d know how to do that by now!” or “I thought they’d know better! It’s just common sense.” In a fit of frustration, they might even ask, “Why don’t they just do what they’re told?”

Sometimes I find myself asking that same question about shop owners. It all boils down to what kind of leader they are. And just as they say, “Good employees are hard to find,” I have to echo, “Good leaders are hard to find!”

Getting great results from our businesses relies on more than just hard work, determination, and self-discipline. It requires committed, engaged, and highly skilled employees.

So where do we find these “super” employees? Well, in most cases they’re already in our companies. They just haven’t hit their full potential yet. Talk to them and you can see that they want to work hard, develop their skills, and contribute to the company. But something is holding them back. If you’re the boss, it may pain you to hear that the quality of the employees is a direct reflection of the quality of the leadership.

Unfortunately, if employee performance is suffering, it’s usually the result of poor leadership.

Are you still acting like an employee in your own business? Rather than

The

Leadership PART

setting the pace for the shop, are you running around putting out fires, reacting to crises, and trying to reach consensus? You’re not being a leader.

You’re just another follower. You just happen to be the follower with the most seniority.

The good news is that leadership skills can be learned. The first step in becoming a better leader is making that mental shift to behave like a leader.

In my last article (“Leading and Managing,” February 2016), I looked at some of the differences between being a leader and being a manager. Many people see these two roles as one and the same, but they are actually very different. As I said in that article, leaders take responsibility, create a vision for the business, continue to learn and apply new things, and make tough decisions.

I want to spend a little time on two more key elements of being a leader.

Modeling good behavior Business owners model behavior for

their employees. By their own actions, they reinforce the kind of behavior they’re going to see from their employees. It may be the kind of behavior they want, or it could be the kind they don’t want.

If you don’t do what you know you should do; then neither will they. If you break company policy or circumvent a procedure, so will they. If you’re diligent in doing your job, they will do theirs.

A leader takes responsibility for the work ethic in the shop. They don’t shift the blame to something or someone else. By becoming responsible, you gain the trust of those around you. And responsibility is contagious. The more you practice taking responsibility, the more those around you will take responsibility.

Here are some things to think about: What are your working hours? Do you come and go as you please, or do you have scheduled working time? Do you keep your employees informed of your schedule? How long are your

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If you’re undisciplined in your work hours, why should an employee be on time? If you take long unplanned lunches with your golfing buddies, why should they stick to the proper break times? Or if you display workaholic tendencies, should you be surprised if they work themselves to an early burnout?

Unfortunately, employee burn-out is a serious problem in our industry.

Do you make a lot of personal calls at work? How much time do you spend doing things that are not your core business? Or things that have nothing to do with your business? Do you use company resources for personal projects? Do you pay for them in a timely fashion?

There’s a real temptation to treat the work environment as an extension of your personal life but this is very dangerous for a business. The line between the personal and the professional must be clearly drawn… by you.

How do you dress for work? Many shop owners do not wear any kind of uniform or professional business attire to work. How can they expect their people to care about their appearance?

Just because our job involves some grease and dirt does not mean we have to wallow in it or wear it after work.

Do you drink during business hours?

Do you drink on the premises after hours? Do you go out for drinks with your employees on a regular basis?

Drinking during business hours or on the premises makes it very difficult for you to enforce a company drinking and drug policy. And when you spend a lot of time hanging out with the employees, it is much more difficult for them to see you as a leader.

Your answers to these questions – and many more like them – will be an indicator of how your employees behave.

Creating Hope A good leader motivates followers by creating hope.

Dr. Bruce Hiebert is Dean of Academics B.C. at Yorkville University in Burnaby, and a consultant on issues of leadership development, and decision

making. He says, “Hope is a sense of personal competence combined with a sense of direction. Or to put it slightly more graphically, those who know that the application of their abilities can lead to a better future have hope.”

So how do we create hope?

We start by making sure our employees have a sense of personal competence, and we show them that the application of their abilities will lead to a better future.

How do we make sure our employees have a sense of personal competence?

By communicating our expectations of them clearly. And ensuring they have the knowledge and competence to carry out those expectations.

How do we make sure our employees have the knowledge and competence to carry out our expectations? By evaluating them in the context of our expectations and providing knowledge and training.

How do we show them that the application of their abilities can lead to a better future? By telling them that they’re doing a good job, by thanking them for their work, and by showing them how their hard work has benefited the company.

Most importantly they need to hear how they have positively impacted all of the people involved in the business – including the owners, the customers, and their co-workers.

People care about what others think of them. As their leader, you’re in a unique position to give your employees a role model to follow, a purpose for their professional skills, and a means to achieve their personal goals.

Think of how your business will benefit from having employees like that. You just have to be the leader they need.

Murray Voth is a consultant and trainer with Total Automotive Consulting & Training Inc. in Edmonton, Alta., which runs the ProShop program across Canada.

C d He can be reached at murrayvoth@proshopmanager.ca.

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The

of both worlds

Franchising offers aftermarket entrepreneurs a head start – without sacrificing independence.

By Andrew Brooks Maurino Paradiso believes it’s a good time to be in the automotive aftermarket.

Since starting his mobile rust control business in Ottawa, Ont. at the end of 2014, Paradiso has already seen repeat business from some of the customers he serves on the city’s west side. He’s not planning to expand yet, but business is good.

Paradiso started his own business after a decade in the automotive industry, including experience as a

service manager for a motorcycle and small engine repair business. He takes his truck and trailer to his bus, construction, and landscaping customers’ places of business and rustproofs their fleets on-site. “It’s more convenient for the customer,” Paradiso says. “All they have to do is make sure the vehicles are lined up when I arrive.”

Paradiso’s story may sound typical for a budding aftermarket entrepreneur, but there’s a wrinkle. His business is a Pro Fleet Care franchise. When

Paradiso decided to get into business for himself as a franchisee, he paid Pro Fleet Care an initial fee to operate under their brand, and for its part, Pro Fleet Care – the franchisor – trained Paradiso, helped him acquire his own equipment, including a branded truck and trailer, and supports him in his business.

Automotive aftermarket franchising represents a great opportunity, says Gary Prenevost, president of FranNet for Southern Ontario and Eastern Canada. “I like any business that’s service-based, where you get repeat business with existing clients and have the opportunity for long-term relationships – and multiple lines of revenue,” Prenevost says.

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The automotive aftermarket landscape is well supplied with franchise opportunities… from small one-person operations in rust care and auto glass repair, up to full-blown service and maintenance centers.

There are two basic types of franchise.

First is the full-fledged, branded franchise, where the franchisee operates the business under the franchisor’s corporate identity. Second is the supplementary or ‘bolt-on’ franchise, where an established business with its own independent brand adds a new service to its portfolio by acquiring a franchise in that field.

The automotive aftermarket landscape is well supplied with franchise opportunities of both types, ranging from small one-person operations in rust care and auto glass repair, up to one-stop service and maintenance centers. Depending on the size of the operation, franchisees pay an initial fee that can range from $10,000 to several hundred thousand dollars.

That’s in addition to the capital investment required to buy or lease a business location and purchase equipment and supplies.

Most franchises also charge an ongoing royalty fee, either a fixed amount or calculated as a percentage of gross sales revenue – usually in the range of four to six per cent. Franchisors that don’t charge a royalty typically mandate that franchisees buy all of their supplies from them.

It’s about the brand One obvious advantage to opening a franchise is brand recognition. A franchisor has spent years developing the brand, and this gives the newly opened franchise the reputation and credibility that takes independent entrepreneurs decades to build up.

The franchise organization also possesses economies of scale that enable them to provide equipment and supplies to franchisees at low cost. It can also provide significant marketing

and advertising support, as well as ongoing training.

“All our sales training is through head office,” says Cory Catteau, owneroperator of a Mister Transmission franchise in Guelph, Ont. “Now head office is bringing in more technical training, and it’s better than what an independent could get.”

Opting to open a franchise business is also a good way to avoid many of the mistakes the beginning entrepreneur almost inevitably makes. A franchisor has invested years of time and effort in the business and has made most if not all of the possible mistakes at some point along the way. They can build processes into the organization to prevent new franchisees from making those missteps for themselves.

The biggest advantage is the policies and procedures, Catteau says. “The way the phone is answered, the billing software, the advertising and marketing, even the way the store is set up – it’s all consistent across the franchise. When you’re starting your own business you have to put a lot of thought into all of that, and you can make a lot of mistakes.”

But making a franchise succeed takes just as much work as an independent business. And there’s a lot to consider when a) deciding whether to go the franchise route, and b) selecting a franchisor.

First the franchisee has to figure out what business problem they’re trying to solve, says Prenevost. “What can they solve through franchise ownership that they can’t through simply getting a job in the industry? There’s lifestyle considerations, financial goals, their investment capabilities. What are they

good at, what do they like to do, what don’t they like to do? Once they identify what the pain points are that create additional risk, then they can look at franchisors in terms of whether the franchisor can get them where they want to go.”

Randy Moore, president and CEO of Mister Transmission, says it’s critical to identify what the franchisor’s brand is all about. “Ask yourself if you can be proud to be in the brand; do they have integrity, deep roots in the country, a good, long-term organization?” One critical step is to talk to other franchisees from the business you’re sizing up. Mister Transmission doesn’t take on a new franchisee until they’ve talked to at least five other established franchisees.

An overly eager franchisor can actually be a stay-away sign, says Greg Lawrie, president and CEO of Pro Fleet Care. “It shouldn’t be about just getting a ton of franchisees on board. Watch for franchisors who work by volume and try to sign up as many new franchisees as they can. As far as they’re concerned, they’re succeeding if they get more new guys signing up than they have leaving the brand.” That may keep the franchisor’s finances in the black, but franchisee support is likely to be minimal as the franchisor has clearly accepted a high failure rate and is focused on making sure the replacement rate is higher.

Training is another crucial part of the picture.

“If the franchise isn’t providing – at a minimum – online tech support and service, webinars, and consistent and regular bulletins, then as a franchisee what advantage do you have over being an independent business?” says Moore.

“A franchise should have advantages.”

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As mentioned earlier, some franchisors require a franchisee to buy equipment and supplies directly from them, and this lack of flexibility may be a drawback. Catteau says that Mister Transmission will recommend purchases of specific equipment and offer special pricing as an inducement, but if the franchisee opts for something else there’s no penalty.

“For example, they recommended a particular J2534 programming tool, and made it available to purchase through them,” Catteau recalls. “We opted for a different brand for software compatibility reasons, and it wasn’t a problem.” The same happened when a flushing tool was recommended and Catteau opted for an alternative.

The lesson: prospective franchisees should get an idea of how much flexibility is built into the relationship.

Automotive franchising tends to offer more franchisee flexibility than franchises in some other sectors, in part because the work tends to be highly skilled and it makes sense to give professionals some latitude in deciding what they need to get the job done.

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While prospective franchisees are sizing up a brand, the franchisor is evaluating them as well. Which is where one of the real surprises crops up. It turns out that previous automotive experience isn’t at the top of the list of what franchisors are looking for. For some, it’s not even desirable.

The top characteristic a franchisor looks for is attitude: an entrepreneurial mindset, a willingness to learn, and above all an understanding of the importance of customer service.

“The industry has changed a lot in the last 10 to 15 years,” says Arnaldo Vieira, Business Developer with Prime CarCare Group Inc., formerly known as Speedy Corp. “This is no longer a mechanic-based business. Now you rely on customer service, business management skills. You need to be well rounded, with the right attitude, a certain kind of personality.”

Lawrie agrees. “This business is all about customer service. As long as we can provide good service and put our heart into it, we’ll continue to grow.” Lawrie actually prefers not to deal with people who have previous rustproofing experience, since in too many cases that means they’ve grown accustomed to doing the work in a way that doesn’t fit the company model.

An ability to adapt is also important, because operating a franchise isn’t a shortcut to success. This is perhaps one of the main misconceptions that prospective franchisees have. “You have to work at this,” Catteau says. “You can’t just show up and expect to make money, and you have to continually improve. You have to be willing to learn.”

info@liquimoly.us Andrew Brooks is a freelance journalist covering the automotive industry in Canada.

He can be reached at ahbrooks@rogers.com

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DIAGNOSTIC TOOLS

THE DIAGNOSTIC

challenge

Keeping up with vehicle technology is tough… but it’s a lot easier if you take full advantage of the latest features in today’s diagnostic tools.

By Allan Janssen Vehicle electronics have come a long way from the days of Electronic Programmable Read-Only Memory (EPROM) chips.

Swapping out chips to change drivability parameters was the start of a technological revolution that has completely redefined vehicle diagnostics.

EPROM chips gave way to EEPROM chips (the extra ‘E’ was for erasable),

which gave way to flash memory. The big-box engine analyzers, so common in the 1990s, shrunk down to hand-held size and became more powerful year after year. And the Internet has made vehicle data not only more accessible but more complex than ever.

These days, most automakers offer diagnostics and module updates through PC-based platforms. Technicians can access a vehicle manufacturer’s website and, using a J2534-compliant vehicle

communications interface (VCI) device and a laptop, download the latest software improvements for any one of the dozens of electronic modules in the vehicle.

Vehicle diagnostics, and the tools that enable it, are evolving so fast that it’s hard for anyone to keep up.

“This is an opportunity for growth within the aftermarket,” says Dave Hobbs, a technical trainer for Delphi Product and Service Solutions. He

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Recent developments

believes the future of vehicle diagnostics will provide even greater opportunities for shops to create loyal customers.

“Whenever a repair shop scans an entire vehicle for trouble codes, many customers have a feeling of confidence in their service provider,” he says.

In fact, the ability to understand ‘the big picture’ has never been greater.

“There has been an explosion in the growth of safety and control systems,” says Ed Lipscomb, senior product manager for diagnostics at Robert Bosch.

“And it has led to a tidal change in the coverage needs of the aftermarket shop.”

To ride the wave of change, tool makers have had to learn to work ever more cooperatively with vehicle manufacturers.

“Years ago it was hard to get a conversation started with original equipment manufacturers. But cooperation has begun and is increasing,” says Lipscomb. “Are they still driven by their business interests and are we driven by ours? Of course. But we’ve made a lot of progress, that’s for sure.”

John Cabral, vice president of engineering and operations at Blue Streak Electronics, believes technicians face a similar challenge in keeping up, not only with new vehicle technology but the way it is presented in diagnostic tools.

“Along with all the software changes, the hardware design has to keep changing. Our biggest challenge as tool manufacturers is making it easy to understand for the technician who has to use it,” he says.

Mark Schaefer, director of marketing at Snap-on Diagnostics says tool makers now have an eye to standardizing the user experience.

“If I hook up the tool to a Toyota or a Nissan or a Hyundai, or a Ford, I don’t have to relearn how to use the tool every time. It feels like the same diagnostic process. That’s a big part of what we do,” he explains.

It is a challenge. And with the introduction of Internet-enabled apps diagnostic tools will morph even more dramatically. Harlan Siegel, vice president of Launch Tech U.S.A. says the convenience and growing popularity of mobile devices, is driving the change.

“Diagnostic tools need to be able to reach out for resources on the Internet to see what’s wrong with the car,” he says. “They need to be able to use various apps such as lab scope apps, simulator apps, battery-testing apps, video borescoping apps.”

In fact, the ability to diagnose vehicles that aren’t even in the bay has now come to the aftermarket through Internetbased apps.

Hobbs says how technicians will react to new diagnostic capabilities is not always obvious.

“The acceptance rate on new tool features is slow,” he says. “But once technicians see that something is easy to use and effective, they will jump on board.”

The integration of Internet capabilities in the tool offers a powerful new resource to technicians facing a difficult repair job: crowd-sourced diagnostics.

Schaefer says technicians can now access a detailed analysis of millions of repair orders, zeroing in on the experience of technicians around the world who have faced a similar drivability issue or trouble code.

“It gives the technician an idea of where to look. This is what thousands of other technicians did to fix the car,” he says. “We walk them through the process of where to connect, what to test for, and what to look for.”

Cabral believes this kind of service

information constitutes a form of ongoing vehicle training that makes the whole troubleshooting process easier.

“To have OE information at your fingertips and a validated troubleshooting tree will improve the efficiency of using a scan tool,” he says.

It’s all about process With or without all the bells and whistles, diagnostic tools bring best results when technicians follow a logical path to find the solution.

“The basics still need to be covered,” says Schaefer. “The really effective diagnostic techs have a disciplined process, and they start there, rather than getting off on tangents or looking immediately for the complex. They start by looking at the simple. That tends to make them more effective, even on the more complex problems.”

A common four-step process is to scan for codes, seek expert information that will explain the codes, check OEM service bulletins, and test the component that your research has led you to.

“Everything may point you in a direction. But it doesn’t mean the part is actually defective until you’ve verified that,” says Schaefer. “Don’t assume it’s defective. Prove it.”

Donny Seyfer, a Colorado shop owner who is currently serving as chairman of the Texas-based Automotive Service Association, says the verification step should not be overlooked in modern diagnostics.

“We’ve learned to do certain things with the diagnostic tools very well,” he says. “Unfortunately, we’re not so good at proving the repair with the tool after we’re done.”

Seyfer says just-in-time training is embedded in a lot of diagnostic scan tools, allowing technicians to follow the most logical route to finding an engine fault.

Ongoing training This notion of ongoing training is essential when becoming proficient on a diagnostic tools, says Matt Sevart, direcApril 2016

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DIAGNOSTIC TOOLS tor of marketing for AE Tools.

“A lot of the questions we hear from technicians revolve around not truly understanding how electricity works,” he says. “Too many technicians don’t have a base-level electrical education – which makes diagnosing and repairing cars a challenge.”

He believes a commitment to education beyond work hours is part of the job these days.

“Techs still need to take ongoing training,” Schaefer agrees. “There’s a lot changing and it’s hard for a lot of technicians to make time for training. It’s not fair or reasonable to expect them to give up their nights and weekends.

But they do have to keep learning.”

According to Cabral, the challenge is greatest for technicians at independent repair shops.

“There are so many different technologies being used. For the dealers it is a little easier because they only deal with the vehicles of one manufacturer. An independent repair shop does all makes, all models. That is a big challenge for them,” he says.

Lipscomb points out that it doesn’t have to be formal classroom training, either. “Just networking with other technicians and sharing your knowledge is a really great way to learn. If you just do that you’re going to be way ahead of shops that are closed off and never venture out to network with their peers.”

Technicians who don’t want to learn how to use modern automotive tools or develop their diagnostic skills are still out there, says Schaefer, but tool companies have their eyes on them.

“If they have an aversion to technology it is going to make life tougher for them.

So we want to build a tool that suits them,” he says. “Not every technician needs the top-of-the-line tool with diagnostic capabilities, repair information, expert information, built-in shop management, open access to the Internet, and an ability to open software apps. I think every shop needs something like that, but not every technician. It may be overkill for some technicians.”

The important thing for a shop is to

“We can now show the customer exactly what we’re seeing,” says Colorado shop owner Donny Seyfer, a spokesman for Mahle’s new TechPRO diagnostic scan tool. “And when you show them, it gives them a little more confidence in you.”

have a strategy to use the latest diagnostic technology to make sure customers needs are met.

Building consumer loyalty “This is going to bring people back,” says Siegel. “It builds customer retention because you’re building security and peace of mind into what you’re selling them.”

Tomer Regev, vice president of marketing at Blue Streak Electronics agrees.

“Some will see diagnostic tools as an opportunity, and some will see them as a burden,” he says. “I see them as spearheading a revolution of better customer loyalty. The scan tool can be the initial point of contact to making new sales and building a relationship of trust.”

If we show the customer what’s going on under the hood, it gives them more confidence in our abilities.

Lipscomb believes diagnostic tools will only become more important in automotive repair and maintenance.

“Safety and controls will lead to driverless car on public roads, some say in

as few as two to five years. What is the impact of that? What systems are we going to have to support that we don’t even know about yet?” he says.

“Everything is changing.”

Hobbs believes service techniques and hardware will evolve, just as vehicle technology evolves. In a few years when autonomous vehicles are in widespread use, diagnostic checks and adjustments might well occur in the middle of the night while the vehicle owner is at home in bed.

“Time will tell if shop owners will entertain the thought of a midnight shift for preventive maintenance appointments by autonomous vehicles,” he says.

For now, there’s no getting around the growing importance of modern tooling. If you want to see how integral it is to your work, Schaefer has a suggestion.

“Lock your diagnostic tools in a drawer for a while and see how much work you get done!” he says. “You can’t do the job without a wrench. You also can’t do it without a diagnostic tool.”

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TALKING TECH

Don’t blame the

OIL When a lubrication issue compromises engine health, the oil itself is rarely the source of the problem. More likely it is a lack of proper oil maintenance.

By Jeff Taylor

While filling my truck with fuel recently, I noticed that there were no vehicles at the pump with the hood popped so their owner could check the oil.

Most if not all owner’s manuals clearly state that the engine oil should be checked at every fill up. Yet, hardly anyone ever does it.

There’s a reason the carmakers want their customers to check the oil. The modern internal combustion engine may be a technological marvel, delivering better fuel economy and fewer emissions than ever… but it still needs oil. And if it doesn’t have the right amount of the right kind of oil, a catastrophic failure may not be far away.

A failure to appreciate how technologically advanced oil has become, and the difficult conditions it must contend with – from hostile engine environments to consumer neglect – is where problems usually begin.

Engine lubrication has been the central issue in an untold number of identified pattern failures, class action lawsuits, vehicle recalls, and TSBs. The actual cause of the failure or wear issue is rarely discussed (manufacturers don’t like talking about their mistakes) but in just about every case it wasn’t the fault of the engine’s oil.

Yes, there are a great number of engine oil lubrication issues out there.

Above: The water inside this Chrysler oil filler cap is a major sludge-contributing factor.

April 2016

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TALKING TECH A 3.6 V6 GM engine removed from the vehicle, about to have timing chains and guides replaced.

Some have been addressed by the manufacturers. Others have not. And some are so new that solutions are still being developed.

But don’t fall into the trap of blaming the oil. Usually, it’s not to blame.

Sludge Engine oil sludge has been an issue since the internal combustion engine was first developed.

It can be caused by a long list of things, including poor quality oil, infrequent maintenance, non-specified oil, stop-and-go driving, and coolant contamination. Most often however, engine oil sludge (or oil gelling) results from an inefficient or inadequate PCV system that allows too much moisture to accumulate in the oil. That and excessive temperatures.

Oil temperature is critical. Oil that is too hot is just as damaging as oil that is too cold. Engine makers have to take the surface temperatures that oil comes in contact with into consideration during the design stages.

The engine oil’s anti-oxidation additive package slows the formation of sludge deposit precursors, and the detergent additive package holds the microscopic sludge-forming solid particles (soot) in suspension so the oil filter can deal with them.

But all this technology can be foiled by a small design flaw. Toyota has had its share of sludge issues, starting in 1997 and continuing to 2002 models.

The majority of the issues were with the 3.0L V6 but a number of 2.2 L 4 cylinders were also involved.

Toyota seemed to fix the issue after the 2002 model year and put most of

This Cadillac made a “big bang” and suffered a catastrophic failure. After removing the valve covers, I saw there was no timing chain.

the blame on the customer for not changing the oil enough or for using the wrong oil.

Technicians and oil companies, however, tend to agree that there probably was an issue in the PCV system that caused the problem.

In 2003, Toyota changed the oil separator design in the PCV system by enlarging the return holes in the baffle system under the valve cover to allow the oil to drain out faster and prevent the system from clogging up. The problem seems to have subsided after this change.

Chrysler had more than its share of sludge problems with its 2.7L V6. The 2.7 had very tight oil passages that restricted the flow of oil, leading to overheating conditions, a prime cause of sludge formation.

A Chrysler engineer was later quoted as saying the issue may have been caused by an attempt to reduce the operating costs of the vehicle. The company reduced the size of the oil sump from 6 litres to 5. The oil’s additive package was designed to deal with sludge-producing elements, but

infrequent oil changes meant early depletion, with sludge being the result.

Reducing the amount of oil in the Chrysler 2.7 meant it couldn’t tolerate much neglect. Other manufacturers have suffered similar fates when it comes to sludge formation.

VW and Audi didn’t get the word out that the 1.8L 4-cylinder turbos built up until 2004 needed full-synthetic oil. The use of a conventional engine oil led to coke and sludge formation that caused many engines to expire.

Saab tried to extend the service interval to 16K and mounted the catalytic converter close to the engine’s oil sump, which increased the oil’s temperature. The resulting sludge plugged up the oil pump’s pickup screen and, again, led to potential engine damage.

Extended service intervals not only lead to the formation of sludge but they can also lead to excessive wear of engine components.

GM’s timing chain issues are well known, and they claim that the leading cause was extending the oil’s service life too long. GM uses an oil-life

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were stretching and turning on the check engine light – something a customer doesn’t like to see. In the worst cases, it led to engine failure.

Seeing a dramatic increase in warranty claims, the engineers decided that the OLM system needed to be recalibrated. Now GM’s OLM incorporates mileage in its calculations, and the company has lowered the maximum distance between oil changes to increase the life of the timing chain, and lower warranty claims.

Consumption

This was what was left of the Cadillac timing chain after the front cover was removed.

Oil consumption isn’t a common complaint, until the oil gets low enough to turn on the “Service Engine Soon” light. Modern engines have low-tension piston rings, designed to give good power with the least amount of resistance to improve fuel economy. But these rings are very susceptible to damage from overheating, poor quality fuel, cold weather starts, improper oil, and poor maintenance.

Oil gets the blame for a lot of vehicle issues… but rarely, if ever, is the oil actually at fault

This is the PCV system on a Volvo, completely clogged with sludge.

monitoring (OLM) system and they recommend following it for vehicle service (along with at least one oil change per year). But what happens if the engineers set an OLM interval that is too generous? Timing chain failures seemed to be the result.

GM’s original OLM was not based on mileage; it used engine revolutions and temperatures to calculate the time between oil changes. The original systems could allow up to 19K (under ideal conditions) before an oil change.

But that changed after GM started seeing timing chain failures and issues with some of its engines. The chains

Issues with Honda’s VTEC system are well known – especially when they are low on oil. The rings are susceptible to gumming up with carbon. The result is the engine burns oil. Honda has extended the warranty on a number of models, including the 2010-11 CR-V and 2008-11 Accord with certain four-cylinder engines, and after verifying the engine has an oil consumption problem, they may change the piston rings, or even the entire engine block to rectify the problem.

Honda is also having a similar issue with rings not functioning properly due to deposits on certain 2008-10 3.5L V6 engines.

Gasoline direct injection Gasoline direct injection (GDI) is a technology that is becoming the norm in our industry. It has created some

concerns with deposits as well (See “Clearing the Carbon” on page 36).

Some of these engines are prone to valve deposit issues but there’s another area of concern: soot.

The GDI combustion process is introducing more soot into the engine’s oil. The soot that a GDI engine creates is carbonaceous and not like regular soot created in a non-GDI engines. This has captured the attention of both car manufacturers and lubricant manufacturers.

GDI-produced soot has been found to react with certain lubricants and additive packages in a very unique way.

Traditionally, soot leads to the thickening of engine oil and eventually the formation of sludge. But this soot tends to cause engine wear. The combination of combustion acids, fuel dilution from incomplete combustion and GDI soot, has been found to be a substantial reason for accelerated timing chain wear. It may not be a coincidence that GM’s 2.4 and 3.6 engines – which suffer from timing chain issues – use gasoline direct injection.

New GF-6 series lubricants are being proposed to address these issues and there’s even a new test to evaluate the ability of the oil to resist timing chain wear.

Engine issues are often blamed on oil. But this is almost always a false accusation. Design flaws and manufacturing issues aside, if the proper oil has been installed and maintained at the appropriate level, the oil itself is not going to be the problem.

With so few drivers actually checking the oil level on a regular basis, by the time the vehicle comes in for inspection, the damage has been done.

The real culprit becomes obvious to us technicians when we remove the drain plug and very little oil runs out.

Jeff Taylor is a former ACDelco Technician of the Millennium winner and the Canadian Technician of the Year for 2005. He’s the senior tech at Eccles Auto Service in Dundas, Ont.

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FINDING

Flex Fuel

FAULTS

You wouldn’t think that the kind of fuel a vehicle uses could have a dramatic impact on its driveability.

But with today’s highly complex engine-control strategies, even small variations in fuel characteristics can start a negative chain of events that leaves you stumped.

This was clearly illustrated to me recently when a 2009 Ford F150 pickup came in with an illuminated check-engine light. I didn’t think anything of the fact that it had a 5.4L flex fuel engine.

There were no associated driveability issues, so I hooked up the Ford Integrated Diagnostic System (IDS) and found codes P0174 and P0150 stored in the powertrain control module (PCM).

The P0150 indicated a problem with the Bank 2 upstream oxygen sensor

circuit. The P0174 indicated that Bank 2 was running lean and that the PCM had reached its compensation fuel trim limit. A road test using the data scan feature of the IDS showed Bank 2 fuel trim at its upper limit (near 30%), and a slowly switching Bank 2 sensor. Bank 1 fuel trims were normal at less than 5% either side of zero.

There were some technical service bulletins that seemed relevant. TSB 13-3-5 warned that the PCM should be reprogrammed to the latest calibration for codes P0130 or P0150. And TSB 11-3-27 made reference to lean codes P2195 or P2197, and reminded techs to replace O2 sensors if the truck was built at the Kansas or Dearborn plants before a certain date. This particular truck was not displaying P2195 or P2197, but it did fall into the categories for plant and

Driveability issues are almost guaranteed when a PCM comes to the wrong conclusion at the end of a learn process.

By David Leduchowski build date. Based on this information and the slow-switching state of the Bank 2 oxygen sensor, I contacted the customer and recommended replacement of both upstream O2 sensors and PCM reprogramming, as per the TSB. The repairs were completed, the Keep Alive Memory (KAM) was reset, and the truck was road tested for 10 highway miles. Fuel trims on both banks stayed within the normal range at both highway cruise and idle conditions, so the truck was released to the customer. Another job well done, right?

Not exactly.

I was dismayed to see the truck back two days later. The customer was now complaining of a very poor cold start and rough idle with black smoke. The concern would last for about 50 seconds and would occur only after a April 2016

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cold start. After that, the truck would run perfectly. The check-engine light was not on but clearly there was over-fueling right after a cold start.

But… why?

Another IDS diagnostic revealed no codes stored, but I did see some interesting data. Fuel trims would go positive around 9% on the highway, and turn negative at idle. While those amounts are still within normal parameters, I suspected a mass air flow (MAF) issue. I watched the MAF data during wide-open throttle runs. The data appeared to be normal. Nevertheless, I pulled the MAF sensor, visually inspected it, and sprayed it with a cleaner. But that didn’t solve anything.

The check engine light was not on but clearly it was overfueling right after a cold start. But… why?!

I decided to hook up a gauge and watch the fuel pressure. It showed 56 psi on initial start up. Then, after five seconds of running, it would drop to 45 psi. A quick tap on the accelerator pedal would immediately bring the pressure back up to 56 psi. After a few seconds, it would drop to 45 psi again. These drops and increases were instantaneous.

The spec shows that the fuel pressure should be 55-60 psi. So did this engine have the proper pressure or not?

It was back to service info to do some research.

It turns out this truck uses a mechanical returnless fuel system with a module-controlled two-speed pump.

Under high fuel demand conditions, the PCM asks the fuel pump module (FPM) for high speed and the FPM delivers constant battery voltage to the pump.

Under low fuel demand conditions, the PCM asks the FPM for low speed and the FPM delivers an on/off duty cycle to the pump to slow it down and save energy. The FPM is located under the truck on the frame rail at the rear. The wiring is easily accessible for testing, so I used an oscilloscope to verify that it had a nice clear duty cycle signal in low

speed and a solid battery voltage (and ground) in high speed. Clearly the pump was receiving the proper supply... but was the pressure supposed to go lower than 55 psi in low speed?

I decided to jumper the pump at the FPM so that it stayed in high-speed mode and delivered a constant 56 psi. I left it outside overnight and tried a restart in the morning. It still had a terrible idle with occasional stalling and thick black smoke. Again, after a poor start, the truck would run perfectly.

Since I had the IDS installed, I took the truck for an extended road test out of sheer frustration. I was looking through data readings and saw inferred flex fuel (IFF) showing 66% alcohol content. I know the customer does not use E85 fuel, so I’d expect to have 10% or so alcohol content in the fuel. I thought something was amiss with the 66% reading.

A Ford general service bulletin (GSB) states that on 2004 and newer Fords, the flex fuel sensor and module have been deleted and the ethanol percentage is now inferred. Resetting KAM will cause the PCM to initiate a relearn and infer the air-fuel ratio immediately after going into closed-loop operation.

Now everything was making sense!

This truck learns alcohol content by watching fuel trim, MAF readings, and injector pulse width. Low fuel pressure will have the same effect on the learn process as high alcohol content in the fuel.

I performed a KAM reset to return the alcohol content to zero, and I left the fuel pump jumpered to high-speed mode.

The next morning, the truck started perfectly and ran smoothly. I did a data scan road test with the pump still jumped to high. I drove long enough to allow the “IFF LEARNED” display to switch from “no” to “yes.” The learned alcohol content showed 12%. That’s about right for our fuel. I removed the jumper from the pump and let it function as designed.

After another KAM reset and road test

(until the “IFF LEARNED” display switched to “yes”), the alcohol content was showing over 60%.

Each molecule of ethanol contains less heat energy than gasoline. For E85 or other high alcohol fuels, this means a richer air-fuel ratio (9.8:1) is required.

The inadequate fuel pressure/volume when the pump was in low-speed mode was causing longer injector pulse widths to keep the oxygen sensors happy, thus fooling the PCM into inferring a much higher alcohol content than actually existed. This learned alcohol content caused the PCM to command more fuel overall, causing the over-fueling condition on cold starts. It ran OK warm because as soon as the O2 sensors warmed up enough to force the system into closed loop, the oxygen sensor input gave the PCM feedback on controlling fuel supply.

The remedy was a new fuel pump and a tank cleaning. Now the gauge showed over 55 psi of fuel pressure under both operating parameters. A KAM reset and another completed “IFF LEARNED” road test showed a learned alcohol content of about 12%. The truck was running normally.

The final question is why did the truck not exhibit the problem until after the oxygen sensor concern was repaired initially? If the PCM senses an oxygen sensor issue, it will likely ignore the unreliable reading and not use it to learn alcohol content. The KAM reset done after the oxygen sensor repair forced an IFF relearn. The relearn was inaccurate due to low fuel pressure.

Essentially, by fixing one problem, we restored the PCM’s ability to learn and store flex fuel info, which then exposed an existing failing fuel-pump issue.

As engine control systems continue to evolve, there will be more things to keep in mind when we diagnose drivability issues. Before you start poking around, make sure you know what factors could be complicating the situation.

David Leduchowski is the owner of Integrity Auto Inc. in Teulon, Man., and a member of the CARS Advisory Panel.

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Clearing THE CARBON

Bosch GDI system.

Photo courtesy of Robert Bosch LLC.

A common complaint with vehicles equipped with gasoline direct injection systems (GDI) is a build-up of carbon deposits inside the cylinder head.

By Stephen Albert

Driven by strict emission laws and a growing demand for low fuel consumption, North American carmakers are producing an increasing number of vehicles equipped with gasoline direct injection systems (GDI).

GDI provides the basis for cleaner and more economical power generation. High-pressure fuel injected directly into the combustion chamber allows for a more homogeneous and lean-burning combustion. It also contributes to the current downsizing trend without sacrificing the desired horsepower.

On the downside, however, a common complaint about these vehicles is that it creates increased incidence of carbon deposits inside the cylinder head.

The cause of carbon build-up can vary by vehicle make. In fact, some engine management systems can mitigate the carbon build-up with something as simple as an ECU update. When it does occur, carbon build-up is usually due to a combination of the use of low-quality fuel, frequent cold-weather trips, and positive crank case ventilation which may leave an oily layer around the intake

valve. These factors, in conjunction with the operating temperatures of the engine casing, lead to a build-up of carbon deposits.

Timing may also have an effect, if the intake valve stays open long enough to be exposed to unburned fuel.

The location of the GDI injectors in the cylinder head could also play a significant role in carbon build-up because they may not allow for the fuel sprays to reach the back of the intake valves, making it difficult to keep the intake runners and valves clean.

So what exactly is the impact of carbon build-up on drivability, performance, emissions, and fuel economy?

With regard to drivability, one of the more common symptoms is a lack of power, especially when driving at higher speeds. Other symptoms could include cold stalling and cold-start difficulties – including rough running when the engine is cold.

There’s also the possibility of a failed NOx emissions test or excessive ping on acceleration.

In some cases, carbon build-up will cause one or more cylinder misfire codes (P030X), which will result in fuel

If the presence of carbon deposits is not detected early enough or the build-up is severe enough, the check engine light may turn on and the vehicle is likely to fail inspection. inefficiency and poor performance.

This occurs when an insufficient number of cylinders fire while the vehicle is in operation.

If the presence of carbon deposits is not detected early enough or the build-up is severe enough, the check engine light will turn on and the vehicle is likely to fail inspection.

The problem is a progressive one. At its earliest stage, residual carbon is actually quite soft. In this state, it is sooty and more easily dissolved so it can be fairly easily remedied. Simply following the manufacturer’s preventive maintenance schedule will go a

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long way to keep this kind of carbon build-up to a minimum. And the use of a good fuel additive will address the problem in its earliest stages if it is added to the vehicle’s fuel system before warm-up.

The time it takes for soft carbon to harden depends on the motorist’s driving habits and the initial cause of the build-up. As it hardens, however, more aggressive measures must be used to clean engine surfaces.

Technicians may find they need to use a fogger system via the throttle body. The fogger is connected to a pressurized dispenser filled with a chemical blend formulated to dissolve carbon deposits from the valves and passageways.

Once the carbon is baked on, it

becomes very hard indeed and is much more labor intensive to address. The most common procedures call for removing the intake manifold to expose the head’s ports, and rotating the engine by hand in its normal direction of rotation so that the intake valves for one of the cylinders are completely closed, then utilizing some form of media blasting.

Regular inspection Checking certain components when a car comes in for service will help to catch carbon build-up before it becomes an insurmountable problem.

Inspecting spark plugs is a great place to start, because it may help to reduce the amount of unburned fuel in the combustion chamber. Follow the

Photo courtesy of Robert Bosch LLC.

The most common surface for carbon build-up is on the backs of the intake valves (1) and on the intake runner (2).

regular maintenance schedule. Look for telltale signs of product failure, such as an illuminated check engine light, or poor vehicle performance.

Using the manufacturer’s specified oil is particularly important when it comes to prolonging GDI service life.

If the wrong oil is used or the vehicle owner does not follow the manufacturer’s recommended oil change intervals, it may result in damage to the high-pressure pump or other GDI components.

Servicing and repairing GDI systems starts with education. Technicians should know the vehicle manufacturer’s maintenance schedule, designed to ensure prolonged the life of GDI system components. They should especially learn to identify system failure symptoms so they can be proactive in sharing the information with their customer when servicing these vehicles.

Learning about the tools needed to service these vehicles is also important.

Those who are savvy will build on the principles they already know to simplify their approach to servicing a very complex system.

The shop also has a role to play in educating customers on the nature of the GDI system. Service advisors can guide motorists in taking the right steps to avoid build-up of carbon deposits. Explaining the manufacturer’s schedule for service is a good start.

And there are a few proactive measures they can take to have their vehicle inspected between services.

GDI is a great technology and if serviced properly is nothing to be intimidated by. By understanding the problems caused by carbon build-up, and how to avoid them, repair shops can help their customers protect the investment they ’ve made in a GDI-equipped vehicle.

Stephen Albert is product manager for port fuel and gasoline direct injection systems for Robert Bosch LLC.

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3 * 24 months/unlimited km limited warranty applies to most car and light truck Genuine Ford/Motorcraft ® Parts and Ford Genuine Accessories, purchased from Ford or Ford Lincoln dealers, that are found to be defective in material or workmanship. Parts and labour (up to a maximum of $150) covered for wholesale parts/accessories. Part and/or accessory failure due to: abuse, misuse, neglect, alteration, accident, racing; improper lubrication, repair, or installation; use in applications for which they were either not designed, or functionally intended, or not approved by Ford Motor Company of Canada, Limited; cleaning, adjustment or replacement as a part of normal maintenance; or failures caused by non-Ford parts, are not covered under this warranty. See your local Ford Store for complete coverage details and limitations. ^36 months/unlimited km limited warranty on New and Remanufactured Gas Engine Assemblies (6006, 6V012, SLGB, LGB) and Transmission Assemblies (7000, 7V000, 7002, 7003,TRM), purchased from Ford or Ford Lincoln dealers for cars and light trucks, that are found to be defective in material or workmanship. Parts and labour (up to a maximum of $150) covered for ‘over-the-counter’ parts/accessories; labour is covered for engines/transmission assemblies (max. of $150 does not apply). The warranty does not cover parts or accessories that fail due to abuse, misuse, neglect, alteration, accident or racing or which have been improperly lubricated or repaired, improperly installed, or used in applications for which they were either not designed, or functionally intended, or not approved by Ford Motor Company of Canada, Limited or are cleaned, adjusted or replaced as a part of normal maintenance or failures caused by non-Ford parts. In the Province of Quebec, none of the following limitations and exclusions will exclude or restrict the warranty provided for in sections 37 and 38 of the Quebec Consumer Protection Act. To the extent allowed by law, loss of time, inconvenience, loss of use of the vehicle, commercial loss, or special or consequential damages are not covered. There is no other express warranty, agreement or representation on Ford supplied replacement parts and accessories. Any implied warranty or condition as to merchantability or fitness is limited to the duration of the written warranty. See your local Ford Store for complete coverage details and limitations. Motorcraft ® is a registered trademark of Ford Motor Company ©2016 Ford Motor Company of Canada, Limited. All rights reserved.

CARS-April2016.indd 38

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PRODUCT FEATURE

Wipers

DON’T HAVE TO BE A DIY JOB Your customers value convenience… which can extend even to the simplest installation work.

By Allan Janssen Selling wiper blades can be a delicate matter.

After all, it’s hard to deny that, next to air fresheners, they’re probably the aftermarket’s most DIY-friendly product – particularly given all the engineering that goes into making them quick and easy to install.

So, why would people agree to spend a little extra money to buy new blades from you and have your technician put them on?

Well, there’s a few reasons, actually.

The most obvious is convenience.

Their vehicle is in your bay right now, and with a simple nod of the head, your customer can authorize a job that will otherwise cost them a trip to the local parts store and some time in their driveway.

It’s not unlike the discussions about oil changes decades ago when some people opted to do them in their driveways. This DIY-job was messy, required the right tools, took about an hour, and left motorists with used oil that they had to dispose of. Even back then, having the work done at a shop was probably more about convenience than competence.

In today’s busy society, people value convenience much more than the few bucks they’ll save doing the job themselves.

But beyond that, there are a few other reasons why a customer might feel more

comfortable giving you the job.

It’s only a wiper blade, but it’s an essential component of the vehicle’s safety systems. It contributes to the driver’s ability to see the road in mist, rain, sleet, and snow – not to mention high-condensation situations where the outside glass can fog over.

A thorough job To make sure the wiper blade is going to do its job, your technician is going to do his.

After installing the new blade, he can ensure it’s working by inspecting the tension and the angle of the arm. When the angle of the arm is set incorrectly, wipers blades can chatter during high-wind or high-speed use. The result is that the window doesn’t get clean.

Tension on the glass is also critical to proper wiper blade function. The spring can wear down and reduce wiper contact with the windshield.

During installation, your technician is going to get a chance to check these both of these conditions by hand, making adjustments as necessary. And when he’s done, he’ll run the wipers to make sure they clean properly.

Warranty You already offer a 12-month / 20,000 km warranty on all service work, right?

Have you ever thought of offering the same on wiper blades?

Yes, they’re wear items, and they should be replaced every six months, according to the wiper manufacturers, but a warranty automatically justifies the extra money your customers are spending on the job. Let them know that if there are any problems with their wipers over the next year, you’ll replace them at no charge.

That will speak volumes not only about your confidence in the products you sell, but about your commitment to making sure your customers are well-served.

It’s all about safety The conversation about wiper blades should always include the element of safety.

At 100 km-h, a vehicle travels more than 2.75 meters every second. An awful lot can happen in 2.75 meters… which is why visibility should be a key concern for every driver.

There are tremendous benefits for any shop that can offer drivers complete confidence that they’ll be able to see the road ahead. It speaks not only to the vehicle’s fitness for the road, but to the safety of those in and around the vehicle.

By making wipers part of your routine maintenance inspection, they can be profit centres for the shop.

They’ll also become loyalty builders for the business.

April 2016

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May is Car Care Month. *HW LQYROYHG

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Be Car Care Aware is YOUR program for sharing preventive spring maintenance information and car care tips.

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BAYWATCH BA

Jeep Wrangler exhaust DynoMax Performance Exhaust has launched a new performance exhaust system for 2012-15 Jeep Wrangler Unlimited 3.6L models. The DynoMax QuietCrawler (Part No. 39535) includes two mufflers, an oval Ultra Flo welded muffler, and a Race Bullet muffler that acts like a resonator and helps to eliminate drone. The new DynoMax Jeep system helps increase

torque by 12-ft. lbs. and adds up to 11 horsepower. www.DynoMax.com

Collection tray Mac Tools now offers a unique Drop Magnetic Cup – a collection tray for fasteners, and metal bits that you can attach to any surface with screws or magnet. Objects are held in the tray by a strong magnet until you release them by sliding the tray away from the magnet. The tray can be mounted permanently or temporarily on a lift or a tool cart near where technicians are working. www.mactool.com

Gaskets for Ford Mustang, F150 Federal-Mogul Motorparts’ Fel-Pro Gaskets brand now offers replacement sealing coverage for Ford’s 5.0L DOHC (VIN F) 32-valve Triton Coyote engine, used in more than 750,000 Mustangs and F150 trucks, model years 2011-2014.

Fel-Pro’s sealing coverage for the Coyote engine includes the brand’s latest head sealing technology, PermaTorque MLS multi-layer-steel head gaskets with LaserWeld technology (part numbers 26552PT, left; 26553PT, right). The exclusive LaserWeld stopper layer serves as a compression limiter to ensure a reliable combustion seal in high-output engines. www.felpro-only.com

MY CURE FOR I N F O R M AT I O N OV E R L OA D ProDemand cuts through the clutter to make it quick and easy to find the information you need to complete the repair.

With complete OEM data, real-world solutions from professional techs, and so much more, ProDemand is the only resource you need to beat information overload.

For more information: Call us: 800-470-5936 Visit us: www.mitchell1.com © 2016 Mitchell Repair Information Company, LLC. All Rights Reserved.

Mitchell 1® is a registered trademark used herein under license.

April 2016

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BAYWATCH BA

Ignition coils Delphi Product & Service Solutions has released four new ignition coils, covering more than 1.7 million vehicles including Honda, Mercedes-Benz, Mazda and Lexus applications from 1999 to 2013. Delphi uses winding process techniques to control the length of wire between adjacent windings. The coils are engineered to OE specifications and are made with high quality wires and wire coating to resist the cracks, pin holes and imperfections that most often lead to failure issues. go.delphi.com

OEM direct parts program Fuel module Delphi Product & Service Solutions announces one new fuel module and two new fuel pump hanger assemblies covering more than 300,000 vehicles built from 1986 to 2011 including Ford, Jeep and Buick applications. They’re built with OE-tested and validated components, and are durability-tested.

They come with a lifetime warranty. delphiautoparts.com

Continental Commercial Vehicles & Aftermarket has expanded its VDO OEM Direct Parts Program to include new water pumps, flex fuel sensors, air actuators, electronic throttle valves, fuel injectors, fuel modules, MAF sensors, and MAP sensors. These premium VDO-branded OEM direct replacement parts are offered at competitive prices. They deliver exact fit and function for trouble-free, labor saving installation. www.vdo.com/usa

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BAYWATCH BA Ratchets Chicago Pneumatic says its new CP7829 & CP7829H ratchets come with two socket size options – 3/8” and 1/2” – and are designed for a range of applications including heavy duty transmission and suspension jobs, lighter engine repair, dashboard work, and general maintenance. They feature a breakaway torque of 70 ft-lbs (95Nm), weigh just 1.2 kg, and are compact enough to allow access to restricted areas. www.cp.com

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ADVERTISER INDEX ...continued from page 46

“Yup,” said Tooner a few minutes later. “I remember that one, all right. Nearly drove me crazy at first. Turns out it was the cam sensor and synchronizer assembly. Ford stuffed it down the hole where the distributor used to be. In fact, it kinda looks like a sawed-off distributor when you pull it out.

Even has the drive for the oil pump.” He scratched his chin.

“My guess is that yer 3.0L is made the same way. If I recall rightly, the cam sensor on them is at the back of the intake, not at the front like the 3.8’s.”

Beanie went back to the Taurus and sure enough, he found the cam sensor buried under a wiring harness and some engine brackets. “Make sure you mark it good,” advised Tooner.

“You get it out of alignment and it’ll mess up yer timing.”

Once Beanie had the sensor and synchronizer assembly out, we could see that it was bone dry. The shaft bushings were worn out from lack of oil. The new part came with an alignment tool, which kept everything in sync when he went to install it.

Beanie was quite pleased with himself when the Taurus was running again. The squeaking noise was gone. “Isn’t that something,” he mused. “I could hear the noise, but because the sensor assembly was hidden, I couldn’t tell what the noise meant.”

I cleared my throat. “Ahem, if I could be so bold… perhaps there’s a principle here that might be useful in your private life.”

“Private life?” Beanie’s face turned red. “Have you been talking to Sam?” I just shrugged and waited.

He looked down. “Yeah, I know. I been trying to ask her, but the words don’t come out right. What am I going to do?”

“Ah, Grasshopper,” I said, “I have a plan…”

Now, I don’t know if Beanie actually read his proposal word for word off the greasy piece of notepaper we wrote it on, but what I do know is that Sam was smiling broadly the following Monday when she brought up our stock order.

“Hey, nice ring!” I said as she came in carrying a box of parts. “Let me put my sunglasses on!”

She laughed and held her hand out so we all could see it.

Tooner grinned like a proud father. “So, were ya surprised when junior popped the question?”

“Well, not really. I mean, until he actually asked me, I was only guessing.” Sam smiled shyly. “But I already knew how he felt.”

I thought about Beanie’s recent education on the Ford 3.0 litre engine. It just goes to show that it’s always easier to know what’s going on when you know what’s down inside.

Rick Cogbill is a freelance writer and a former shop owner in Summerland, B.C. You can read more garage misadventures in Rick’s book, “A Fine Day for a Drive,” available at www.thecarside.com.

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April 2016

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John Fraser

See what I’m saying?

In engine diagnostics, as in life, it’s easier to figure out what’s going on if you know what lies beneath the surface.

By Rick Cogbill The parts delivery truck whipped into our parking lot, screeching to a noisy halt beside the bay doors.

That didn’t surprise me much – Sam was always in a hurry when she delivered parts. What got my attention was the loud thump as the McPherson struts hit the floor and slid up against the wall. I knew Sam was strong, but a four-meter toss from the parking lot was still impressive. I stepped out the office door and flagged her down as she headed for the driveway.

“Something on your mind, Sam?” I asked as she rolled down her window.

“No!” she replied icily, staring straight ahead. “But he’s acting like a jerk!”

I glanced at her left hand as it gripped the top of the steering wheel. There was still no engagement ring on it.

She blew a stray lock of hair out of her eyes. “Slim, what is it with men? Why can’t they just say what they mean?”

I raised an eyebrow. Everyone knew that Beanie was planning to ask Samantha to marry him, but for some reason things had stalled. And being a shop full of guys, we hadn’t asked why. “Do I detect a communication problem?”

She growled. “Got that right. He keeps hinting at something, saying stupid stuff all the time. I hear the words, but I don’t know what they mean.”

“What kind of words?”

“Like, ‘Hey, Sam, did you know that couples can do

income-splitting with their income tax?’ and ‘Hey, Sam, it’s cheaper to buy potatoes in bulk, rather than one at a time!’”

She sighed and looked up at me. “It’s stupid, I know, but it’s driving me crazy.”

She drove off in a cloud of dust and I went back into the shop.

Beanie was bent over the fender of a 2003 Ford Taurus, sporting a stethoscope, and listening intently as he checked out different areas on the 3.0L engine. It was idling smoothly, but I could plainly hear a dry, squeaking noise that sounded an awful lot like dry rocker arms. I mentioned that to Beanie as he straightened up. “Yeah,” he said. “But it’s louder from the middle of the engine. When I listen to the valve covers, it’s way quieter.”

“How about a dry serpentine belt, or one of the idler pulleys?”

Beanie shook his head. “I thought of that, but it’s coming from the rear of the engine, near the bell housing. Maybe a cracked flex plate. But to be honest, I have no clue what that sound could be.”

I smiled. “Ah, ‘I hear the words, but I don’t know what they mean.’”

Beanie looked at me crossways. “Come again?”

“Sorry, just something I heard.” I reached in and shut off the engine. “I seem to recall we had a similar noise once on a 3.8L in an Aerostar van. Why don’t you ask Tooner about it?” ...continued on page 45

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