Canadian Technician December 2009

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The Maintenance Issue

ALSO: ■ Transmissions and cooling systems ■ Speedy Corporation bounces back ■ R2R: An open letter from AIA

www.canadiantechnician.ca

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DECEMBER 2009

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VOL. 14 NO. 10

Departments Editorial . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Service Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Reader Rides . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Out & About . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 EyeSpy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Car Quiz . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Auto Puzzle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Ad Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

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Columnists The Greenwood Report . . . . . . . . . . . . . . . . . . . . 14

By Bob Greenwood Management S.O.S. . . . . . . . . . . . . . . . . . . . . . . . . 18

By Kelly Bennett

22

It’s Your Turn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 An Open Letter from AIA Canada regarding Right to Repair.

The Car Side . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

By Rick Cogbill

Features Driven by Innovation . . . . . . . . . . . . . . . . . . 22 Transmissions and cooling systems have profoundly evolved in recent years. Here are some of the more notable advancements.

Return of the King . . . . . . . . . . . . . . . . . . . . 25

25

The last few years have been challenging for Speedy Corporation.

But with a new franchise agreement and management team in place, the chain is now poised for expansion.

Our new international calling card. by

DECEMBER 2009

www.bluestreak.ca

CANADIAN TECHNICIAN 3

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Put some NASCAR in your car.

©2009 Exxon Mobil Corporation. Mobil, Mobil 1 and the 1 icon are trademarks of Exxon Mobil Corporation or one of its subsidiaries. Imperial Oil, licensee. NASCAR is a registered trademark of National Association for Stock Car Auto Racing, Inc.

63 kilometres of commuting daily. That’s hundreds of kilometres a week, in all kinds of weather and often in stop-and-go traffic. It’s not a NASCAR race, but you still drive your engine hard. That’s why you need Mobil 1 technology. From the road to the racetrack, it’s proven to withstand some of the most extreme conditions. In fact, over half of all NASCAR teams choose Mobil 1 technology. So put some NASCAR in your car. Learn more at mobil1.com.

A.PVL.NUMB.303.4C.01.indd A PVL NUMB 303 4C 01 i dd 1

8/21/09 9 9:39:28 39 28 AM

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Editorial

Maintaining the maintenance mantra

Introducing a New Line of Premium Engine Oils

We all know preventive maintenance prolongs the lifespan of a vehicle. The task at hand: communicating this mindset to skeptical consumers.

Mobil Super 1000 Engineered to exceed OEM warranty requirements.

By David Menzies Long before being appointed editor of Canadian Technician, I was already a convert to the church of preventive maintenance. And with good reason: necessity.

Lacking the financial wherewithal to purchase a new set of wheels every few years (or even every decade), I had to squeeze as much life out of my rides as possible. Indeed, I bought-in wholeheartedly to Fram’s old TV ad tagline, “You can pay me now – or pay me later.”

That ad was about the merits of an effective oil filter.

Without a good filter, a massive buildup of crud might occur.

And that, in turn, could eventually ruin the motor. The message was a cautionary tale: purchase an inexpensive oil filter in the here and now. Or apply for a bank loan to buy a new engine in the future.

My current testament to the benefits of preventive maintenance is the Honda Prelude occupying my driveway. This coupe was purchased brand new back when Kim Campbell was prime minister.

She’s still humming merrily along (the 1993 Prelude, that is.) In fact, my current plan is to give the car to my son when he turns 16.

Who knows? A ’93 Prelude might even be considered “retro cool” come 2015.

Still, contrast my ownership experience with that of my friend, Chris (not his real name for reasons that will soon become obvious.) Until recently, Chris owned a 1994 Toyota Corolla.

Chris, alas, is the sort of customer no shop covets given he’s such a cheapskate.

He always dickers on price and he’d rather go without necessities than fork over a sum that looks inflated.

Over the years, my ’93 Prelude and Chris’s ’94 Corolla aged at the same rate.

But they aged quite differently.

DECEMBER 2009

9:39:28 AM

Namely, the Corolla’s fenders are peppered with rust (Chris never bothered getting his car oil-sprayed on an annual basis.) An oil change every 5,000 km? More like every 25,000 km. A radiator flush?

Don’t be silly. Essentially, Chris’s definition of “maintenance” boils down to putting gas in the tank.

The last time Chris had his car towed to a shop, he bitterly complained about the list of services suggested to him. I told him I concurred with every recommendation. Chris wouldn’t budge.

A few months later, the Corolla wouldn’t budge.

Recently, Chris sold his Corolla for scrap. My Prelude is still roadworthy. This has nothing to do with a Honda being better than a Toyota. It has everything to do with preventive maintenance.

The issue at hand: you need to convince cynical consumers that preventive maintenance is not a so-called “wallet flush.” As my Feature Writing 101 professor used to say, “Don’t tell me – show me.”

So, how about maintaining a “Wall of Fame” in your waiting room, peppered with photos of older cars owned by customers? Ask some good customers if they’ll pen testimonial letters hailing preventive maintenance (third-party endorsement always rings truer than blowing your own horn.) Also, consider a “Hall of Infamy” – a display of failed parts. This might drive home the message that preventive maintenance is a safety issue.

Bottom line: show your customers they have some skin in the game pertaining to preventive maintenance. And hammer home the point that when it comes to the old “pay me now/pay me later” adage, the bill that comes later is always more expensive.

Engineered in Canada for the latest engine technology, Mobil Super 1000 exceeds OEM (Original Equipment Manufacturer) warranty for every major gasoline car and light-duty truck manufacturer including turbo-charged engines.

Mobil Super 2000 Engineered for high mileage vehicles and longer oil drain intervals.

Engineered in Canada, Mobil Super 2000 is recommended for high mileage vehicles with over 120,000 km and provides guaranteed oil drain protection for 10,000 km or 6 months, which ever comes first.* www.MobilOil.ca

*Excludes severe service applications involving: racing and commercial use; frequent towing or hauling; extremely dusty or dirty conditions; or excessive idling. While under warranty change oil at the manufacturer’s recommendation.

Mobil, Mobil Super, Mobil 1 and the Pegasus design are trademarks of Exxon Mobil Corporation or one of its subsidiaries.

Imperial Oil licensee.

CANADIAN TECHNICIAN 5

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Service Notes VOLUME 14

Rude… and wrong too!

Some people just shouldn’t be at the front counter of your business.

By Allan Janssen Among my friends I’ve become known as something of an apologist for the automotive repair industry.

I’m constantly telling them about the great techs and shop owners I know, about the important work they do, the level of expertise they require, and the bad rap they sometimes get from the public.

And because they know I’m interested, my friends tell me all about their latest car repair experiences.

They tell me where they went, how clean the shop was, how they were treated, and how much it cost them.

I love it when one of your shops really impresses them. It validates what I’ve been saying all along.

But every once in a while someone will have a negative experience – and that’s when it can be really awkward.

It happened last week and I just cringed to hear the story.

When my friend picked up his car he had to deal with an obnoxious service writer who thought it unnecessary to explain the invoice. When he finally did go through it, he ignored the fact that some of the recommended work had not been done. There was no word of explanation, no offer to reschedule, and certainly no apology for the inconvenience. Worst of all, though, he offered some really bad advice. He said the two new tires that the vehicle needed should be installed in the front, and the slightly worn fronts should be moved to the back.

Now, my friend knows a thing or two about cars, and he rightly suggested the new tires ought to be put at the back. No, the service writer insisted, they would need to go in the front, “this being a frontwheel drive vehicle, after all.”

DECEMBER 2009

Well, the experts agree tires ought to be replaced four at a time if possible, and should be rotated regularly to avoid uneven wear. But if only two tires need to be replaced, they should be put in the back to help the driver keep better control of the vehicle on wet or slippery roads. The rationale goes like this: If front tires alone start to skid or hydroplane the vehicle will tend to understeer (essentially continue driving straight ahead). That’s far easier to control than if the vehicle oversteers, which is what happens when the back tires alone lose their grip on the road.

This is all about safety, especially as we head into winter. And because it runs counter to intuition, it’s something we ought to be telling our customers about.

How does it look when the “expert” behind the desk is advocating something that defies accepted practice in the industry?

We have an obligation to know those quirky facts that are often misunderstood by the motoring public.

Here at Canadian Technician we’re very deliberate about the articles we publish, and I’ll admit that sometimes we fear the information we’re passing on is too rudimentary or basic. But we’re frequently reassured by trainers in the field that the message we’re sending is legitimate and necessary. There are new apprentices out there who are still learning the basics, and there are veteran techs who need to be reminded.

And there are also people out there like the gruff service writer my buddy encountered. But then again, I suspect his problem is that he stopped reading trade magazines 20 years ago.

NUMBER 10

EDITOR David Menzies david@canadiantechnician.ca (416) 614-5824 EDITORIAL DIRECTOR Allan Janssen ajanssen@newcom.ca (416) 614-5814 PUBLISHER Martyn Johns mjohns@newcom.ca (416) 614-5826 CIRCULATION MANAGER Lilianna Kantor lkantor@newcom.ca (416) 614-5815 DESIGN & PRODUCTION Tim Norton production@canadiantechnician.ca (416) 614-5810 GROUP PUBLISHER Mark Vreugdenhil mark@canadiantechnician.ca (416) 614-5819 DIRECTOR, QUEBEC OPERATIONS Joe Glionna PRESIDENT Jim Glionna PUBLISHED BY Newcom Business Media 451 Attwell Drive Toronto, Ont. M9W 5C4 Canadian Technician is published monthly except for January and July by Newcom Business Media, Inc., 451 Attwell Drive, Toronto, Ont. M9W 5C4. The magazine serves the Canadian automotive repair and service industry. Subscriptions are free to those who meet the criteria.

For others: single copy price: $5.30; one-year subscription in Canada: $35.70 ($34.00 plus $1.70 GST); one-year subscription in U.S.: US$40; one-year subscription in all other countries: US$65. Copyright 2009. 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 Canadian Technician. The publisher reserves the right to refuse any advertising which in his opinion is misleading, scatological, or in poor taste. Postmaster: Send address changes to Canadian Technician, 451 Attwell Drive, Toronto, Ont., M9W 5C4. Printed in Canada. Second class mail: Postage paid at Toronto. Canadian Publications Mail Sales Agreement #40063170. ISSN 1710-7644.

We acknowledge the financial support of the Government of Canada through the Publications Assistance Program toward our mailing costs. PAP Registration No. 10833.

Kenneth R. Wilson Award Winner Member

Canadian Business Press

“Intensive Care” by Wayne Moore Phone (905) 632-8770 www.canadiantechnician.ca/covers CANADIAN TECHNICIAN 7

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LETTERS “Hi. I’m from the government. I’m here to screw you.”

I’ve read several letters to the editor lately and find many share a common message: our governments have to step up to the plate. Our nation and province are suffering through hard economic times, yet governments at all levels choose to continue to ignore the plight of small business owners.

Increases in taxes, minimum wages, and property taxes (both business and residential) frequently result in increased unemployment brought about by small businesses suffering losses and being forced to cease operations.

Shuttering small businesses, which employ approximately 5 million people – almost half of Canada’s private sector labor force according to an Industry Canada Report – means more people are put on EI or welfare and increases the taxes levied on those who have to support them.

There’s little incentive in Canada today to keep small businesses going. Although an increased minimum wage is under-

standably appreciated by employees, it is a larger burden on a small business because it brings with it an increase in payroll taxes.

As small business owners, we don’t qualify for EI, CPP or many other incentives that are offered to employees. Small business owners bear all the risk, but stand to gain very few benefits. Why is government continually making it more difficult for small business owners to keep their doors open?

Small business owners don’t want “bailout” money; we merely ask government to demonstrate that small business has an equal opportunity to make Canada a place where we can afford to hire more employees, not lay them off, and in the process, take pride in the vibrant towns and cities in which shops and buildings make for beehives of activity.

LaurieAnn Campbell, owner Molloy’s Auto Service Stirling, Ont.

RIDES

Reader

Sal Eldin at Superior Tire in Toronto owns what might be the most unique 1993 Ford Thunderbird SC in the world. That’s because Eldin decided to convert his T-Bird into a pseudo-1950 Ford.

“We used many different parts from different eras to get the look we desired with a set of 20-inch Toyo Proxes and some shiny rims,” he says. “It gets a lot of looks and people are always asking questions.”

Eldin says the car’s interior is still stock, although there are more alterations to come.

“We have plans for suicide doors and a fresh coat of flat black,” he says, noting all the work was done “in house… it took over 200 hours of bodywork and fitting.”

You can see more Reader Rides on our website at www.canadiantechnician.ca. And if you have a photo of a hot or unusual ride, feel free to send it in. We’ll publish it up for all to enjoy! Please send your photos to david@canadiantechnican.ca.

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DECEMBER 2009

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Out

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&About

Tech has snowmobiling in his blood Quebec tech turns heads with his vintage snow machine.

By Mark Cardwell

S

nowmobiles have always been a big part of Germain St. Hilaire’s life. As a boy growing up in St. Ferréol les Neiges, a picturesque village on the edge of the Laurentian Mountains about 50 km east of Quebec City, he often rode in the 12-passenger Bombardier snow machines that his father, Armand, used as wintertime taxis.

“They didn’t open the roads here year-round until the late 1960s,” says the 48-year-old technician, who today owns and operates a Dynamic Duo: Germain St. Hilaire and his full-service, five-bay garage in his “ Le Petit Caribou”. hometown. “My dad drove pregnant women to the hospital, corpses to the morgue and forestry workfather’s era. ers to camps in the mountains. He was St. Hilaire was able to acquire a rustedalways on the go.” out 1952 R-12 and transform it into a headTo be sure, old half-track snow turning hotrod dubbed Le Petit Caribou – machines couldn’t provide the same a reference to the popular drink sold at adrenaline rush that St. Hilaire and his winter carnivals across Quebec. high school friends got from riding modThe caterpillar-tracked behemoth with ern snowmobiles along the many trails two skis in front and a sprocket assembly that crisscross the region. But the in back is powered by a 350-horsepower machines have a timeless quality.

V8 Corvette engine that enables it to reach By age 20, St. Hilaire earned his a top speed of about 50 km/h on groomed mechanic’s licence from a private autotrails. motive school in the provincial capital. He A heater lifted from a school bus prosoon returned home to open a small vides warmth. As well, it is fully carpeted garage at the local Irving gas station, with with fur-lined leather benches. It is also his dad working the pumps. St. Hilaire packed with party accessories ranging would log more than 10,000 km per year from guitars and accordions to wooden driving snowmobiles. spoons and trumpets. Le Petit Caribou is “I’m as passionate about snowmobiling well-suited for group excursions, and as I am about mechanics,” he says. “The thus, St. Hilaire and his wife, Manon along problem is I don’t have much time to do it with three other couples from St. Ferréol anymore.” do the festivals circuit every winter.

One reason for the dearth of free time: “We always have fun,” says St. Hilaire, over the past three years, St. Hilaire has who last year won an award for the origidevoted some 800 hours – and $25,000 – nality of his restoration efforts. “For me, towards fully restoring a vintage there’s nothing like snowmobiling. It’s in Bombardier snow machine from his late my blood.”

DECEMBER 2009

CANADIAN TECHNICIAN 11

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The Car Side Presents…

“A Fine Day for a Drive”

by Rick Cogbill

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The books have now arrived! So order your copy today at

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OUT & ABOUT

Consumers did more vehicle maintenance in ’09

W

ith fewer consumers purchasing new vehicles and deciding to keep their vehicles on the road longer, consumers have reported increased vehicle maintenance behaviours in several areas in 2009, according to market research company the NPD Group.

Based on NPD’s recent automotive aftermarket research, more than 90% of consumers say they will do the same amount of maintenance or more in 2010.

According to NPD’s recently released 2010 Consumer Outlook Study, which provides a first glimpse into consumer attitudes and anticipated behaviours for aftermarket spending in the coming year, the key areas where consumers increased vehicle maintenance behaviour from 2008 included: changing oil more often; 18% in 2009 versus 12% in 2008; changing an air filter, 41% in 2009 versus 37% in 2008; using a fuel additive (either to clean or improve gas mileage), 11% in 2009 versus 9% in 2008; using a more premium oil, 11% in 2009 versus 8% in 2008; and purchasing a higher quality brand of gasoline; 4% in 2009 versus 3% in 2008.

Of note, the results would appear to contradict a recent J.D. Power study which noted annual expenditures on vehicle maintenance and repair services declined by about 7% in 2009 versus 2008.

When NPD asked consumers about vehicle repair plans for 2010, one out of three consumers indicated that they are planning to do more vehicle maintenance in 2010. Out of the 70% not doing more, 64% plan to do the same things to maintain their vehicle. Therefore, according to NPD, 94% of consumers are planning to do the same amount of maintenance they have been doing on their vehicle or more next year.

“The conventional wisdom in the auto aftermarket is that it is only a matter of time before sales of replacement parts for these aging cars will begin to provide a lift to total aftermarket spending,” says David Portalatin, industry analyst for NPD’s auto aftermarket unit. “It now appears that consumers are recognizing that they will need to spend more on service and repairs to keep their vehicles on the road longer.”

Snake’s Alive!

The techs down at Canadian Tire in Kelowna, B.C. sure didn’t need their morning coffee to wake up once they peeked under this truck. Indeed, the sight of a plump snake is always a good way to get the adrenaline levels up.

“When we hoisted this one up in the air for a front end check, we got more than we bargained for,” notes service manager Stuart Wright.“Fortunately we managed to coax the fella into a parts bag and took him over to the provincial park behind us.”

Have an interesting picture to share? Please send it along to EyeSpy, c/o Canadian Technician, 451 Attwell Drive, Toronto, Ont. M9W 5C4.

Or email your high-resolution image to the editor: david@canadiantechnician.ca

12 CANADIAN TECHNICIAN

DECEMBER 2009

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It is now time for all shops to abandon the breakdown and repair business model and focus on preventive maintenance.

By Bob Greenwood

TRANSITION Time T

here’s been a lot of talk over the years about the necessity for shops to move away from the old breakdown and repair business model that typified this industry throughout the ’70s, ’80s, and early ’90’s. Simply put, the business model that should be embraced today is one that focuses on preventive maintenance.

It’s relatively easy to spot the shops that still operate by embracing the breakdown model: those shops are now starv-

14 CANADIAN TECHNICIAN

ing for business and can’t pay the bills.

In order to grasp where your shop may sit in the scheme of things, it is first necessary to measure your shop’s current processes to determine exactly how far away you are from the maintenance world. This is done by measuring the current average billed hours per invoice.

To measure the average billed hours the shop is currently achieving, the following steps should be undertaken: Take the year-to-date labour billed so

far in the shop this year and divide it by the shop’s door rate. The number calculated is the total hours billed in the shop so far this year.

Take the total number of hours billed and divide that number by the total number of invoices written for the same period. If you’re in Ontario or British Columbia and you perform Drive Clean or AirCare emissions testing, take those invoices out of the total number of invoices written. The resulting number is the

DECEMBER 2009

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When you’re measuring average billed hours per invoice your shop is currently achieving from the bay work.

When you’re measuring consumer vehicle maintenance, the shop should be very close to averaging 2.5 hours billed per invoice.

When your shop does a mixture of business such as consumer vehicle work combined with mid heavy duty (i.e. cube vans) and/or heavy duty, it is important to break out the various types of categories so you don’t end up with a “skewed” average billed hour per invoice number. Mid heavy-duty work should average between four to six hours and heavy duty work should average between 10 to 12 hours of billed labour per invoice. These numbers are arrived at when you follow the manufacturer’s recommendations on how the vehicle should be serviced over its lifetime to receive the maximum usage of the vehicle in question.

The average shop in Canada is floating around the 1.4 to the 1.6 billed hours range when you measure consumer vehicle maintenance. This simply states that based on the current shop processes, the shop isn’t managing or professionally servicing the current vehicles coming through the shop. Rather, the shop is “banging them in and banging them out.”

The shop owner is constantly talking about more car counts in order to “keep busy.” This shop doesn’t have strong client relationships in place to acquire all the required work. Instead, it deals with customers who shop around for various vehicle services based on price alone.

This shop is focused on price with everything it does instead of concentrating on the service and quality of its service offering. Unfortunately, this particular shop owner doesn’t “get it” yet.

If the shop owner truly focused on his business and brought the shop from 1.4 hours billed per invoice and started to achieve 1.9 billed hours per invoice to get the process going, he would average 250 invoices per month in the shop and charge a maintenance door rate of $85.

DECEMBER 2009

consumer vehicle maintenance, the shop should be very close to averaging 2.5 hours billed per invoice.

The end result: this shop would produce an extra $42.50 in labour per invoice ($85 X .5). That works out to $10,625 in labour billings per month or $127,500 per year.

OK, let’s say the shop isn’t that good and it only produces half those numbers.

This is still an incredible sum of new dollars coming into the shop. Better yet, this has nothing to do with raising the door rate. This has nothing to do with getting a better price. But it has everything to do with getting focused and serving the current business coming through the door in a more professional manner. Riddle me this: why would any owner not want to transition his business in such a fashion?

Alas, “yester-year” owners who spend more time shopping for prices on parts and commodities rather than focusing on building a client strategy business merely end up buying themselves a job.

The entire business processes must change. It starts with complete and thorough written vehicle inspection processes for each vehicle coming into the shop.

This is backed-up by accurate time card reporting by the technician on each function using written notes based on observations.

Note the importance of time punches on each function and not just the total time spent on the vehicle. All this information then needs to be properly reported and discussed with the front counter service advisor. The advisor can now enter into a professional discussion with the client about the servicing of the vehicle, thereby ensuring it is safe and reliable for the client.

As the processes become more complete throughout the shop, the vehicle is

now becoming properly managed. This will ensure the client receives maximum usage out of the life of the vehicle based on the client’s expectations.

The math does not lie. In order to professionally carry out our responsibilities to the public and especially to your current clientele, we must ensure that all business processes and procedures are in place within the shop. We must be able to measure our results daily, weekly and monthly. It is all about measuring productivity. It’s about measuring total shop efficiency, not just individual technician proficiency. When these important procedures are carried out properly, the shop will move forward to the new maintenance world.

Yes, it’s true there’s a lot of detail in the transfer process, which, on average takes a shop two to three years to achieve completely. But look at the dollars that the transition brings to the table. This new revenue will greatly help the shop to move forward with the development of its business as well as retaining competent and professional technicians. The income levels of the industry are raised as we carry out our professional responsibilities.

If it was easy, everyone would be doing it. It is challenging to change the shop processes and culture. However, if it isn’t done, the consequences of inaction are devastating.

Slow down, think this through, do the math and start revitalizing your shop. Our future is incredibly exciting as the hightech vehicle enters the aftermarket arena.

And trust me: the math doesn’t lie.

Bob Greenwood (AAM) is founder and president of Automotive Aftermarket E-Learning Centre (www.aaec.ca). You can reach him by phone at (800) 267-5497; by fax at (905) 331-6180; or by email at

greenwood@aaec.ca.

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MANAGEMENT

S.O.S. YEAR-END rebooting

In this series of fictional letters from a new shop owner to his former boss, management trainer Kelly Bennett discusses basic business principles that apply to the automotive repair industry.

A new year represents a new beginning. And with the right amount of planning and coaching, the mistakes of yesteryear can be avoided.

of the lack ded garding e r e u s ally nee s e i that I r il. The a e m z e i l of t a s e d a r e. I kin in the l ters. I isciplin rmation tion-get y: d o n l f e l h n t e c i t K e u a h m t r T a e a De the gre the fac re-read ent with environm yway, I s across r all of n p o A n a f a l . s s d n I k e i e n n . s a Th grow up discipli e habits e of tho be very I didn’t ly becom e was on l n o a . i t u e l t n p d n i i o n e l c t e v p s di hoping people t of disci s that e and I’m . Those g ritual the area r nal life n a farm t starin o o u help in s o r b d e a e p s next yea i t d a r s hat thi iness an d been r d the pa t s a e u h v g b o n l I i y p m I h o g s h n f wi d I am d getti areas o agement. r end an and avoi fferent Full Eng eration e to yea o the di p s t Power of o o l g c r n e i h s n t ’ i o t a Well i n a smo ist pert a time. goal: ru made a l ths. My a one at n e o r m a 2 h 1 c a e previous improve han the better t e b l l i w med. overwhel –Erol

Dear Erol: I just love the start of a new year! It helps us think that we are getting a fresh start.

It’s kind of like getting a new car. We simply don’t let anyone eat or drink in it. We wash it all of the time and notice any new scratches. A new year, like a new car, is something to cherish.

That said, I think there are a few issues that need extra special attention at the start of a new year. Some suggestions:

#1. Have a year-end staff meeting.

Advise everyone in advance that you are 18 CANADIAN TECHNICIAN

going to talk about this past year and that you would like them to come prepared with a list of what they liked about this past year. We also want to hear about the things that we did not like. A couple of questions to ponder: What areas can we improve upon? And what things caused us extra grief and stress (and what can we do to avoid such predicaments?)

We always made a list combining all of our challenges, right down to the smallest issues. We then brainstormed about what we could do to make things better. I’m always so impressed when my team – the people who work with me, not for me –

come up with great ideas that I would never have contemplated. This is the power of teamwork!

#2 Create a marketing plan for the year.

Too often we try to increase the car count when things are slow. We all need be leaders and create a vision of what the year might look like. This isn’t exclusively a task set aside for the managers.

What I do at year-end is take the sales for the year and write on a yearly wall calendar what the sales were for each month. I focus on the months that were DECEMBER 2009

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Larry Dickison

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Thanks to this analysis, we are increasing our warranty on parts to 8/18 1(8,000 km and 18 months) and we are increasing the gross profit on parts by 2% for the year to self-insure it. I’ve done the math, and let’s just safely say the numbers look great!

#4 Plan to get away.

lower in sales and then write the average invoice in dollars and car count for that month. Typically, if the car count is down, this is a marketing issue. That means we need to plan more marketing initiatives during the weeks prior to that month.

Conversely, if the average invoice is down, we know this is primarily a selling issue. In this case, part of my marketing plan is to have the service advisors spend time each week watching DVDs from our favourite workshops. This is incredibly helpful. Alex, my manager, was watching a workshop on DVD with me and said, “I think the most painful thing to hear when being trained are those things you already know you need to do and aren’t.”

“Well put!” I said, for I indeed felt his pain.

We also get reminded of things we have forgotten, and that always gets us pumped. I love listening to those instructors who not only communicate great information, but do it in an inspirational way, as though they are coaching you. We all need to be inspired and coached or things can get quickly become routine, mundane and old. On the yearly planner, we list the promotion for each month.

Of course there are certain other things we cover every month such as the website and our Yellow Pages listing. We also look at the Car Care clinics we run in June and October; the signage at the baseball field, BMX track and the arena; our seasonal promotion; and the customer appreciation barbeque slated for July. As well, since we try to focus on increasing DECEMBER 2009

the car count during November, this is when we run our newspaper ads and send attractive flyers to all of the houses within a 10 km radius. We actually have the hockey team that we sponsor hand deliver the flyers to each house and donate money to the club for doing so. It helps the team raise funds and saves us about 35% by avoiding the post office.

The goal is to make sure that every month is covered, with some overlapping of course. This strategic method of marketing has served us well for years and has paid off nicely. And after we implemented this system, we started to see fewer peaks and valleys in sales than we had previously experienced.

#3 Create a financial plan for the year.

It works well to plan for the whole year in advance. We start with how much profit we need in order to grow the business and how much salary will be dedicated to management salaries and support staff.

We also review each person’s wages and factor in reasonable raises and bonuses.

Then we look at the expenses from the current year and predict what we think will stay about the same or increase. We then total all of the above and that becomes our gross profit demand. We simply divide that number by the overall gross profit percentage from the current year, and then we calculate again with a higher GP to determine how much less sales could be to make the same amount of gross and net profit.

You need to block off time on your calendar to get away. We are having a neat contest for all of the management groups that I facilitate. Whoever gets the most days off this year wins an Award of Merit signed by all of the members. We then buy that person a $100 gift card valid at a restaurant or an electronics store – something useful and fun! It is the most popular of all of the contests we run.

We also run a contest called, Get The Boss Out Of Our Hair. Whoever books the most appointments for that month receives a $100 gift card. In my situation, I think my team’s motivation is to help get me the heck out of there. Fun stuff.

Speaking of fun stuff, my kids bought me a pair of skates and a hockey stick for my birthday. We made a rink in the backyard. I haven’t skated on a bumpy backyard rink since I was a kid. My son asked if we even had skates way back then.

While I’m pretty weak on skates, however, I practice for hours before he kids arrive.

I want to show them how good I am (or at least, how good I was.) Maybe I need training.

As always, Erol, I’m only an email away, Kelly

Kelly Bennett is a certified management trainer and has been coaching automotive repair shop owners since 1990. You can reach him at kellythecoach@aol.com.

CANADIAN TECHNICIAN 19

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Canadian Car Owner can help increase your profits… …and build customer loyalty For just 30¢ a copy you can give Canadian Car Owner to each one of your customers.

■ Canadian Car Owner will educate your customers about the importance of regularly scheduled vehicle maintenance because every issue of Canadian Car Owner will stress the value of preventive maintenance.

■ Your customers will learn that bringing their car back to your shop before something goes wrong will result in a smoother running, longer lasting vehicle that will have fewer unwanted and inconvenient repairs, and be worth more when it comes time to trade it in.

■ Hand out or attach a copy of Canadian Car Owner to all your invoices.

Your customers will thank you for it and they’ll be more receptive when you call to schedule their next appointment.

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It’s Your Turn

Great deal The voluntary repair agreement is an historic achievement and will be a boon to our industry.

By Marc Brazeau

AIA Canada is very pleased to announce the resolution of the issue relating to aftermarket access to vehicle repair and service information, factory branded tools and training through a voluntary agreement. This agreement is referred to as the Canadian Automotive Service Information Standard (CASIS). This is the achievement that AIA has been working toward for the past several years.

The AIA Board of Directors recently took the decision to support the CASIS Agreement after extensive consultation with key stakeholders. AIA did not arrive at this decision lightly. But now there is an opportunity to work cooperatively. AIA has chosen to be at the table to work with the car companies and other aftermarket stakeholders to deliver information, tools and training to our industry in the most efficient and expedient way possible, for the benefit of all involved.

You as an industry stakeholder need to be commended for taking part in this effort – thousands of people wrote letters to Members of Parliament asking them to make something happen. Something did happen… there is now an agreement in place. Our industry needs to shift its support to this cooperative approach.

Raising awareness and showing support for Bill C-273 drove the process forward. The end goal has always been to enable our industry to properly fix vehicles, and the central tenant of the agree-

DECEMBER 2009

ment is that information, training and tools will be made available to the aftermarket in a format that is comparable with that distributed to OEM authorized dealers. This is what we needed and that is what we have achieved.

At a meeting between AIA and the signatories of CASIS on Oct. 15, the willingness amongst key stakeholders to work cooperatively was clearly demonstrated

The central tenant of the agreement is that information, training and tools will be made available to the aftermarket in a format that is comparable with that distributed to OEM authorized dealers. in the form of an interpretation guideline, which clarified a fundamental material concern that AIA had presented to the signatories of the agreement. It was this gesture that convinced AIA that the agreement was the right path forward.

On Oct. 28, AIA was invited to provide a witness statement to the Parliamentary

Standing Committee on Industry, Science and Technology on Bill C-273. The following is a summary of AIA’s position on the access to information, tools and training issue as presented to the Committee: • That AIA believes the most expedient and reactive way to manage access to information is through the committed structure provided by CASIS. • That because of the commitment demonstrated by the signatory parties, that legislation is no longer necessary .

• That AIA looks forward to a more collaborative and open partnership within the automotive industry.

AIA Canada now looks forward to signing on to the agreement with the Canadian Vehicle Manufacturers Association, the Association of International Automobile Manufacturers of Canada and the National Automotive Trades Association.

We encourage all AIA members, and the industry at large, to work with us to successfully implement CASIS by May 2010. Please go to www.aiacanada.com to obtain a copy of CASIS. Marc Brazeau is president of the Ottawabased Automotive Industries Association of Canada.

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Driven

by innovation Transmissions and cooling systems have profoundly evolved in recent years. Here are some of the more notable advancements.

By Jeff Taylor

I

nnovation has always been a hallmark of the automotive industry. All manufacturers strive to be the best by constantly improving their product lines. Every component and operating system is being squeezed to the max for fuel efficiency and emissions reduction. But vehicles must still look good and be able to provide all the creature comforts we’ve come to expect in a modern vehicle. And it goes without saying that transmissions and cooling systems also continue to evolve.

With regard to transmissions, a number of changes have occurred over the past several years – and these changes are not part of some passing fad.

One very notable change is the emergence of the continuously variable transmission (CVT). This particular transmission can provide an infinite number of gear ratios. They are not new and most of us quickly associate them with the drivetrains of snowmobiles. But the advent of high-speed electronics and advanced lubricants has revolutionized the CVT. One of the design features of a CVT transmission is that the output shaft of the engine can stay at a fairly constant speed and yet provide a range of output speeds. The advantage is that the engine can run or stay in its most efficient range most of the time. This provides for better emissions and better overall fuel economy over a wide range of operating conditions.

Other advantages: there’s no shift shock and the exhaust noise is lowered. The CVT should not be confused with the PSD (power split device) used by Toyota; they are quite different as the PSD involves a planetary gear set. There are no gears in the CVT. As well, there are some disadvantages to the CVT. For example, the torque output of the engine is limited to the strength of the transmission belt/chain used between the variable-diameter pulley, (this is the most common design CVT in automotive use, although there are many). The earlier models didn’t have a surplus of power and really weren’t that reliable due to belt/chain failure. The premature failure of the belt/chain was usually due to failure of the lubricant under the large friction forces developed.

22 CANADIAN TECHNICIAN

A thing of beauty: This BMW 8-speed hybrid transmission sure isn’t your grandfather’s tranny.

The current advancements in the available synthetic lubricants have fixed most of these problems allowing for adequate torque ranges. Nissan’s new Maxima uses a CVT and it produces 290 hp and 261ft-lbs of torque. But you must be very careful when servicing a CVT by ensuring the proper lubricant is installed.

Other problems that might be viewed as a disadvantage can all be in the driver’s mind. The lack of shift shock can make it feel like it has low power (this is now added electronically in some models for feel), the other is because the engine runs at a constant speed there’s no audible engine change when accelerating the car – it just speeds up.

Still, CTVs are becoming increasingly popular and are now common on Ford, Nissan, Honda and other makes.

In the regular automatic transmission field, the prevailing trend is to have trannys with more forward gears. This aids in keeping the engine in the narrow operating range that is best for fuel economy and emissions while driving. The shift has been toward 6-speed transmissions, which are being mass-produced by General Motors and Ford. Luxury car manufacturers such as Mercedes, BMW and Lexus have accelerated the trend by introducing 7- and even 8-speed transmissions on many models.

There have also been some big advances made in the area of manual transmissions, even though demand for the stickshift continues to evaporate. The advancements in electronics once again is the catalyst that is driving the new technology. Manual transmissions are more efficient then an automatic because the torque convertor generates heat and steals power and fuel economy when it isn’t fully locked.

However, the problem with manuals is the sudden engine RPM DECEMBER 2009

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change when the clutch pedal is depressed. This action tends to spike emissions that can be hard to deal with. One solution for this is the dual-clutch transmission (DCT). The European manufactures believe that DCT is the way to go. Volkswagen plans to replace all its automatic transverse transmissions with its DirectShift Gearbox (DSG) and no fewer than 12 other major manufacturers around the world are now offering or are planning to introduce it in the next 2 years.

“The direct-shift gearbox, VW’s version of a dual-clutch transmission, offers improved fuel economy, smoother shifting and greater reliability compared with a standard automatic,” says Wolfgang Bernhard, head of the VW brand.

BMW, meanwhile, introduced an 8-speed DCT earlier this year for the Z4 and 7 series models. What is the DCT? It’s really 2 manual sequential gearboxes side-by-side, each one has its own clutch but they are in one housing working together as one unit.

One clutch serves the odd gears and reverse, the other clutch works the even gears. The clutches can be either wet or dry and may or may not be multi disc. They are completely controlled by electronics and electro-hydraulics. Because there are two clutches, rapid shifting between gears is seamless. The VW DSG is capable of an upshift in 8 milliseconds. The DCT vehicle is usually driven in automatic mode and there’s no clutch pedal as both clutches are electronically controlled. It can have a regular shifter, there may be a sport mode, and most have some sort of manual mode.

The manual mode usually allows the driver to select the shift pattern up and down (VW uses F1 racing-style paddles on the steering wheel), but the ECM is always watching and won’t let you over rev the engine (i.e. asking for 1st when you’re doing 120 km/h).

Cooling systems are also undergoing changes. It is fuel economy and emission control that are once again the driving forces behind such changes.

One area that is being affected the most by these changes is the thermostat. The old wax style stat that we know and love will more than likely be replaced by (yet again) another electronic part. The cooling system will likely be electronically mapped, using an electronic valve. These are not new as such technology has been available in imports for at least five years. The new electronic style valve still has a wax pellet but now there’s a heater that is acting on the wax. This design allows for the PCM to decide what temperature it wants the engine to be at, rather than waiting for the stat to react to the heat of the engine. Under a light load, a mapped cooling system will allow the engine to warm up faster and this reduces emissions, increases fuel economy and gives the passengers warm air faster.

It’s worth noting that higher operating temperatures are favourable under low to part throttle, while lower temperatures are better under heavy load or WOT. The PCM is watching the TPS and other sensors so it’s able to control the coolant temperature. Be aware that as we add an electronic part that affects the emission controls, this system is also able to generate trouble codes.

Another change coming is the use of electric water pumps. The regular belt-driven water pump is using engine power to drive it all the time. If we are to take the belt off the water pump and only spin it as fast as we need to provide adequate cooling and passenger comfort using an electric pump then a couple of things can DECEMBER 2009

be accomplished. First, we can increase fuel economy and lower emissions by as much as 1.5%. On a cold engine, the regular water pump spins circulating cold coolant and delays the warm up of the engine. The electric pump waits till there’s sufficient temperature and then starts to circulate the coolant (which will lower emissions.)

Such electric pumps shouldn’t be confused with the electric pumps used on many hybrid vehicles – rather, they are used for passenger comfort when the engine is off. The 2009 Prius had a belt-driven water pump when the engine was running but the 2010 model is the first beltless engine and will depend on an electric water pump when the engine is running.

Yet more changes are coming in the actual manufacturing processes involved in making certain cooling components. Denso has announced that it is planning on changing the composition of the plastic used in the manufacturing of its radiator components.

Denso is shifting to a plant-based plastic material that will allow for 100% recycling and zero C02 emissions during the manufacturing process.

Bottom line: innovation continues to affect many areas in the automotive field. But most innovations are a direct result of the need to increase fuel economy and reduce emissions not just produced by the engine but in the manufacturing process as well.

Jeff Taylor is a technician at Eccles Auto Service in Dundas, Ont.

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PERFORMANCE YOU CAN TRUST Customers demand quality and reliability, and for years Goodyear Engineered Products has been there.

Dependable performance in every aftermarket product and service provided including Gatorback Poly-V belt.

Goodyear Engineered Products Belts & Hose is an official sponsor of NASCAR Sprint Cup Series. Ask about the 2009 Promotional Program business growth incentive with new merchandise and rewards.

W W W. G O O D Y E A R E P. C O M / A F T E R M A R K E T

NASCAR Performance is a registered trademark of the National Association for Stock Car Auto Racing, Inc. Goodyear Engineered Products in Canada is a proud supporter of The Children’s Wish Foundation of Canada. www.childrenswish.ca

The GOODYEAR (and Winged Foot Design) trademark is used by Veyance Technologies, Inc. under license from The Goodyear Tire & Rubber Company. Goodyear Engineered Products are manufactured and sourced exclusively by Veyance Technologies, Inc. or its affiliates. The Gatorback trade name is licensed to Veyance Technologies, Inc. by The Goodyear Tire & Rubber Company. ©2009 Veyance Technologies, Inc. All Rights Reserved.

Veyance Technologies Canada, Inc.

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Return of the

King

The last few years were challenging for Speedy Corporation.

But with a new franchise agreement and management team in place, the chain is now poised for expansion.

An artist’s rendering of a next-generation Speedy Auto Service shop.

T

hey say it’s always darkest before the dawn. That old adage was running through the mind of Steven Goldman on Dec. 21, 2007 (coincidentally, the shortest day of the year) when the former franchise lawyer launched an entirely new career as president and CEO of Toronto-based Speedy Corporation. And make no mistake: in late ’07, the once mighty Speedy was at its lowest ebb.

Indeed, at its zenith, the former Speedy Muffler King was a member of the automotive aftermarket royal family – at least in terms of sheer numbers. The company began in 1956, growing from one small Toronto muffler shop to more than 1,000 automotive repair facilities in Canada, the United States and Europe.

But the good times and boundless growth did not last. By the late ’90s, the company had divested itself into just a DECEMBER 2009

Canadian chain of 129 corporate and franchised shops. By 2004, the Alberta company that owned the Minute Muffler repair-shop network took over the struggling Speedy, which was then a publiclytraded company. Minute Muffler’s parent company paid $21 million in bank debt and $24 million in notes payable to shareholders to acquire Speedy.

But the Speedy acquisition turned out to be too onerous for Minute Muffler, which found itself in a liquidity crisis in 2007. The chain eventually required court protection after Speedy’s main lenders demanded immediate repayment of $2.5 million on a loan with a whopping interest rate of 19.5% annually.

Alas, when Goldman came on board in December 2007, Speedy had officially devolved from a “somebody” to a “nobody.” The chain had just emerged

from a painful insolvency process, and what remained of the company was certainly no Christmas gift. Goldman recalls walking into Speedy’s deserted 13,000-sq.ft. downtown Toronto headquarters, which had been previously staffed by 25 employees. Far from a beehive of activity, the sight that greeted Goldman was one of empty cubicles, withered plants and thousands of banker boxes bulging with documents. Goldman doesn’t mince words: the Speedy system, by this point, was “a mess.”

Actually, it was a cash-starved mess.

For starters, there was no royalty income, nor were there any royalties payable under the terms of the franchise agreement that was in place. Revenue generated from franchisees was supposed to be derived almost entirely from supplier rebates. But at this stage, suppliers were CANADIAN TECHNICIAN 25

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refusing to pay rebates because they hadn’t been paid for inventory ordered by the former insolvent Speedy franchisor.

Indeed, as Goldman notes in a report he authored for the Franchise Law Conference, “Surviving and Thriving in Tougher Economic Times: The Opportunities”, suppliers were “hostile.”

That wasn’t surprising given the suppliers were collectively owed millions of dollars which would never be paid due to the 26

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Even so, overhauling Speedy wasn’t a cakewalk. Even though the Speedy franchise system had huge potential to emerge as a valuable and healthy business, the first four months of 2008 “were among the hardest I have had since starting practice as a lawyer in 1982,” says Goldman.

The key to success was mapping out a strategy, putting together a capable team and executing the turnaround plan quick-

“I also had to face a group of extremely unhappy franchisees located across the country who felt they had been all but abandoned by the former Speedy franchisor.”

corporately-owned Speedy shops that had been shuttered earlier that year.

“I also had to face a group of extremely unhappy franchisees located across the country who felt they had been all but abandoned by the former Speedy franchisor,” recalls Goldman.

Another challenge: while the company had purchased some inventory for a nominal sum, the reality was Speedy had a large amount of accounted inventory in nearly 30 locations across the country.

Goldman had to negotiate with more than 30 landlords, many of whom were owed several months’ rent. “We were aware that the failure to get the landlord’s consent could mean that we would lose the location,” he says.

Another hurdle: Speedy’s head office no longer had any employees. They had either quit during the months preceding the receivership sale or had been fired by the receiver.

Yet, amidst the despair, there were indeed some silver linings. Says Goldman: “We had just acquired a great brand, $1.7 million in vendor take mortgage, $300,000 in accounts receivables, very valuable intellectual property, an inventory of exhaust systems, mufflers, and brakes, 16 closed corporate shops that I could resell as franchised operating shops, and proprietary computer software which had cost many millions to develop.”

26 CANADIAN TECHNICIAN

ly and efficiently. All of which, notes Goldman, “was easer said than done.”

Indeed, Goldman says he had to face a large number of “very hostile parties” and had to negotiate new deals with almost everyone seemingly at the same time.

Nevertheless, he got to work. The head office was dramatically downsized from 13,000 sq. ft. to about 3,000 sq. ft., meaning that rent plummeted from $35,000 monthly to $6,000.

Some key head office and field employees were rehired and negotiating new supply agreements with 30 key suppliers began in earnest.

Most importantly, Goldman set up meetings with franchisees across the country. The task at hand: to convince them to enter into a new form of franchise agreement that would have a business model containing a 4% royalty. As well, 16 of the 26 corporately-owned stores were reopened as franchised operations.

Still, in dealing with the franchisees, Goldman says he realized that “open and frequent communication was going to be key” if he was to secure their trust and support. After all, Goldman was an outsider with no experience in the automotive aftermarket.

“And as one of my Quebec franchisees told me, he woke one day to learn that a ‘Jewish lawyer from Bay Street’ was now in charge of the Speedy system… I had

my work cut out for me.”

To develop consensus with the opinion leaders among the Speedy franchisees, the Speedy Franchise Advisory Council (FAC) was formed. Franchisees on a regional basis appointed representatives to be on the FAC who were then given authority by the franchisees to negotiate with Goldman.

After two months of seemingly endless travelling, numerous meetings, and “sleepless nights”, by late February 2008, Goldman had the majority of franchisees agree to a new deal under which they would pay a 4% royalty, share supplier rebates on a 50/50 basis, and gain substantial control over advertising in their geographic regions.

The road to recovery was not without a few speed bumps along the way. Some meetings with franchisees and suppliers went very poorly. Some franchisees had lawyers who threatened litigation and even a class action lawsuit. Other franchisees were highly skeptical and threatened not to cooperate.

Yet, overall, Goldman says the Speedy restructuring was such a success that when the Minute Muffler franchise system went into receivership and was put up for sale in March 2008, Speedy Corporation was itself able to acquire those assets (there are about 90 Minute Muffler franchised shops in Canada.)

Minute Muffler, he notes, was a strategic acquisition as the suppliers for both Speedy and Minute are “virtually identical.”

To guide future expansion, David Lush was appointed president of Speedy in mid-September (Goldman remains CEO.) Lush has a rich background in the automotive aftermarket, having held senior executive positions at Carstar Automotive, Midas International, Canadian Tire and Goodyear Canada. Lush also has extensive knowledge in strategic marketing and brand positioning.

The company now plans to open 11 new stores across the country next year with an additional 18 stores slated to open in 2011-’12.

“Our biggest challenge these days,” says Goldman, “is finding good locations.”

Then again, given the turmoil of recent years, finding good locales for new and improved Speedy shops is one problem Steven Goldman is only too happy to endure these days.

DECEMBER 2009

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Car Quiz

Hooray for Honda Chances are, if you’re in the automotive aftermarket industry, you have a passion for cars. Having said that, welcome to our new feature, Car Quiz, in which we challenge you to test your Automotive I.Q.

According to a recent survey published by the U.K.’s Fleet News, the Honda Civic is the most reliable company car.

The survey covered 840,000 cars run by the U.K.’s 50 largest contract hire and leasing companies. Each company rated vehicles according to the number of breakdowns per 1,000 vehicles in their fleets, and the Honda Civic edged out the BMW 3 Series. In fact, each of the top five cars is either a Honda or BMW. In honour of Honda snagging this award, this month’s Car Quiz is dedicated to the various vehicles produced by Japan’s second-largest automaker.

Good Luck. And please – no Googling!

1. Name the Ontario town that is home to a Honda manufacturing plant.

2. Which Honda model briefly offered four-wheel steering?

“It has made a huge impact on our business, and how we operate.

A lot of our success is due to what we’ve learned through Bob.” – Steve Booy, a member of the Automotive Aftermarket E-Learning Centre

3. Honda has sold three two-seat models in Canada.

Name them.

4. What is different about the Honda print logos in Canada and the United States?

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8. Which year did Honda’s luxury division, Acura, debut? a. 1984; b. 1986; c. 1989.

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CANADIAN TECHNICIAN 27

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continued from page 30

stalled on Main Street the other day? Why, you had traffic backed up for two blocks!” She tottered over for a closer look. “I almost missed my hair dresser’s appointment because of you.”

Buck backed up a step. “Uh, you must be mistaken, lady. Never been near Main Street…”

At that moment Tooner poked his head in through the door from the shop. “Hey Buck, I tried to back yer Topaz out of the shop, but one of yer thread-bare tires blew out. I’m gonna have to replace it.”

Buck blew a gasket. “What! Now you’ve ruined my tires!”

I shook my head. “No, you did. If you’d gotten that front end alignment last year like we’d suggested, your tires would have lasted longer.”

Daisy glared at him suspiciously. “A Topaz? A Mercury Topaz?

You’re not one of those numbskulls who drives around on wornout tires, are you? Harrumph. People like you are a danger to other drivers!” She waggled her umbrella threateningly in Buck’s direction.

Buck looked at me desperately, though for the life of me I don’t know why. Friend or not, he was on his own with Miss Daisy.

“Slim,” he whined, “you know the old saying, ‘If it ain’t broke don’t fix it.’ Well, that applies here, right?”

“Sorry Buck, but a large fleet company did an analysis recently, comparing the cost of preventive maintenance versus neglecting the vehicle. They discovered that even if you over-maintain the vehicle, it works out cheaper in the long run.”

“Exactly what I’ve been trying to tell you, young man,” chimed in Miss Daisy. “I’ve been following the manufacturer’s suggested maintenance schedule ever since my 1999 Cherokee was brand new, and it rarely lets me down.”

I nodded in agreement. “And not only that, Buck, but her Jeep is so nice and clean, she’d get top dollar if she ever chose to sell it.”

Buck was defiant. “Well, I ain’t falling for it, Slim. You can just put that list in the garbage can and…yikes!” Buck’s eyes bulged out as Miss Daisy positioned the point of her umbrella squarely and firmly in the middle of his spine. Beads of sweat formed on his forehead.

“Excuse me, sonny, but I don’t believe I heard you properly,” she muttered in a threatening voice. “Would you care to rephrase that?”

Buck’s eyes darted frantically from side to side, looking for a way to escape, but he was trapped between the umbrella and the counter. He gulped. “Uh, well, maybe we could do a couple things on that list…since you’ve got the car in here anyway…”

With a grin I headed for the service bays. It’s always nice to see another customer convert to the preventive maintenance mindset. Some folks just need a little more convincing than others.

Rick Cogibll is a licensed technician and former shop owner in Summerland, B.C. Be sure to check out his new book, A Fine Day for a Drive, now available on his website at www.thecarside.com.

DECEMBER 2009

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The Car Side

Page 30

By Rick Cogbill

Cheapskate Buck Pincher proves how it’s self-defeating to ignore preventive maintenance.

Maintaining… the discussion I’ve known Buck Pincher for so long that I can tell what he’s thinking just by looking at his ears. Right now there was smoke coming out of them, so I knew he was in his “somebody’s after my money and they ain’t gettin’ it” mood.

“Something wrong, Buck?”

He looked up from the inspection checklist that I had given him. “I’ll say there is!” he thundered. “I come in for a simple oil change and you hand me this shopping list of maintenance work.

According to you, there’s so many things about to go wrong with my car that it’s a miracle I drove it up here at all!”

“You took the words right out of my mouth,” I replied. “Buck, your old car is suffering from a serious case of neglect.

It’s no wonder it spends half its life on the back of a tow truck.”

“Excuse me, gentlemen, but is there a problem here?”

Our terse discussion was interrupted

by Miss Daisy Middleworth, an elderly spinster who brought her vehicle in like clockwork for maintenance and repairs.

She rarely had a breakdown, and that’s just the way she liked it. Miss Daisy had been sitting by our coffee counter reading a romance novel as she waited for her Jeep, but Buck’s noisy complaints had broken her concentration.

Buck glowered in her direction. “A problem? I’ll say there is!” He shoved the list in Miss Daisy’s direction. “Slim here purports to be my friend, yet he’s trying to drain my pocketbook with a list of unnecessary maintenance work.” But if Buck was looking for sympathy, he wasn’t going to find it with Miss Daisy. She was a firm believer in preventive maintenance.

30 CANADIAN TECHNICIAN

Daisy took the list and studied it.

“According to this, your transmission fluid is burnt and should be changed.”

“See? That’s exactly what I’m talking about,” exclaimed Buck. “Why should I change the fluid? The car still moves!”

Miss Daisy frowned. “But for how long? Sonny, overheated transmission fluid can’t protect your clutch plates properly. Before you know it, you’ll be calling the tow truck to bring you back here. If I were you, I’d get that looked after right away.”

Buck’s mouth dropped open. He hadn’t counted on a little old lady who knew more about cars than he did. “Uh, well, never mind that one…what about that next item? Tooner says it’s time to replace the spark plugs, but I haven’t even felt a single misfire yet!” He crossed his arms triumphantly. “If that ain’t overselling, I don’t know what is.”

Daisy studied him closely. “Say, you look familiar. Didn’t I see you kicking the front bumper of a blue Mercury that was continued on page 29

DECEMBER 2009

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