Canadian Technician October 2009

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Accessorizing Boost your business by means other than repairs and maintenance

ALSO: ■ Calgary hosts WorldSkills 2009 ■ The ABCs of ABS diagnosis ■ CAR QUIZ - test your knowledge www.canadiantechnician.ca

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FROM BUMPER-TO-BUMPER

WE KNOW WHAT YOU’RE WORKING ON. . .

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With over 45,000 codes, data, tests and tips, Bundle 9.4 helps you make the critical connection between you, the tool, and the vehicle. > To see 9.4 in action, see your Snap-on Representative today.

Highlights of Software Bundle 9.4 for VERUSTM, MODISTM, SOLUS PROTM, ETHOSTM and ScannerTM 2000–2004 Ford cylinder contribution tests—quickly diagnose and repair Ford misfires without using Mode 6 or the expensive factory tool 2003–2009 GM crankshaft position sensor (CKP) relearns—perform required relearns without the need for the costly factory tool 2003–2008 Ford diesel EGR tests—this functional test helps you quickly identify problems without disassembly (common problems such as EGR drivability and check engine lights) 2004–2009 GM steering module coverage—complete GM alignments without the need for the costly factory tool 1998–2008 Chrysler transmission tests—determine if problem is electrical or hydraulic without performing a tear down Added systems access and coverage for GM, Ford, Chrysler, Honda, Kia and Mitsubishi New 2009 model year coverage for GM, Toyota, Lexus, Nissan, Infiniti, Scion and Subaru New and enhanced optional Euro coverage for Volkswagen, BMW and Mercedes-Benz

©2009 Snap-on Incorporated. All rights reserved. SNAP-ON is a trademark of Snap-on Incorporated.

All other marks are trademarks or registered trademarks of their respective holders. Pictures are for illustration purposes only. Specifications subject to change without notice.

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VOL. 14 NO. 8

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

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Management S.O.S. . . . . . . . . . . . . . . . . . . . . . . . . 16

By Kelly Bennett The Car Side . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

By Rick Cogbill

Features Peak performance . . . . . . . . . . . . . . . . . . . . 19 The best young techs from around the globe gathered in Calgary to strut their stuff at WorldSkills 2009.

Accessorizing . . . . . . . . . . . . . . . . . . . . . . . . . 22 Boost your bottom line by embracing an ancillary business that has nothing to do with repairs and maintenance.

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The ABCs of ABS diagnosis . . . . . . . . . . . . . 25 Don’t be confounded by an ABS conundrum.

Our new international calling card. by

OCTOBER 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.

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Editorial

Dude, where’s my bailout?

Introducing a New Line of Premium Engine Oils

There will be no U.S.-style “Cash for Clunkers” program in Canada. That’s a good thing.

Mobil Super 1000

By David Menzies I was thinking about the kudzu plant recently.

In the early 1900s, Quaker conservationists Charles and Lillie Pleas were the first to introduce the kudzu to the southern U.S. The reason for importing the kudzu from Japan was to ward off soil erosion in the American South. And, wow, did the kudzu ever live up to its advance billing. But not only did the kudzu stymie erosion, the creeping vine eventually went on the rampage. The warm climate of the South turned out to be very much to the kudzu’s liking – and it grew like wildfire.

Just a century after its introduction, the plant now covers some 7 million acres – about the size of Massachusetts. Far from being a savior, the kudzu is like something out of a horror flick – it creeps into gardens, it entombs abandoned houses, it displaces farmers’ crops, it climbs up telephone poles… Utility companies alone spend millions each year just keeping this veggie version of The Blob from disrupting power lines.

If anything, the kudzu’s introduction to the southern U.S. is a cautionary tale of what can go wrong when one engages in misguided tinkering.

I was reminiscing about the creeping vine in light of the U.S. “Cash for Clunkers” scheme that has mercifully come to an end.

Cash for Clunkers issued rebates of up to $4,500 to American consumers who traded-in old vehicles that got less than 18 mpg. Billions in new car welfare – er, “stimulus” – was paid out. Oh, joy.

What didn’t get a lot of press was how Cash for Clunkers hurt other industries – such as the automotive aftermarket.

“It [was] devastating,” Danny Anderson of Anderson’s Auto Repair in Bradenton, Fla., told a local Florida newspaper in

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9:39:28 AM

August. “Small businesses like me are getting whacked.”

Kathleen Schmatz, president and CEO of AAIA, is no fan of the program either.

“Doesn’t it make more sense to give a tax credit or other incentive to the majority of Americans to improve the fuel efficiency, safety and dependability of their current vehicle rather than taking their tax dollars to help a small minority of consumers and pump up new car dealer profits?” she says.

Despite the feel-good talk about “stimulus,” Cash for Clunkers was bad environmental policy and bad economic policy.

In terms of the environment, rebuilding an existing engine is a far greener proposition than removing a vehicle from the road that hasn’t been used for its entire lifespan.

The scheme was bad economic policy given the North American automotive aftermarket accounts for more than $50 billion annually. Eliminating vehicles in need of parts and service meant auto shops suffered. Gosh, I wonder if Anderson’s Auto Repair can apply for a federal bailout? Or do the powers-that-be favor some sectors more than others?

The good news is that on this side of the border, Ottawa has resisted pressure from lobby groups that were pushing for the federal government to launch a $350-million program that would mimic the U.S. scheme.

Thankfully, Environment Minister Jim Prentice said the government has no plans to beef-up the existing Retire Your Ride program.

A good thing, too. Be it Cash for Clunkers or the introduction of the kudzu plant, how does that old saying go about “good intentions” and “the road to hell”…?

Engineered to exceed OEM warranty requirements.

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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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www.canadiantechnician.ca Canadian Technician Online ■ New product info (Product Watch) ■ Industry News (Supplier News) ■ Canadian Technician Advisory Panel (help the direction of the magazine) ■ Online Features ■ Monthly email communication (Service Notes) ■ Online Polls ■ Technician/Shop Owner Forum ■ Much more…Pictures, Article Comments, etc.

Canadian Technician Forum ■ Free to Join ■ Canadian Focused ■ Canadian Issues ■ Issues Facing the Industry ■ Tech Tips ■ New Topics (Threads) Daily ■ Technical Issues ■ Diagnostic Problems ■ Industry Friends

www.canadiantechnician.ca has been developed to allow for quick, direct and easy access for individuals employed in the automotive aftermarket.

Join in and take a look…Post a short message…See the response!

See you on the Forum!

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Service Notes VOLUME 14

Reading an old playbook It turns out auto repair shops are not isolated from the effects of a faltering economy.

By Allan Janssen Well, it would seem the industry experts who suggested this economic downturn would be good for the aftermarket were looking at an old playbook.

J.D. Power & Associates has confirmed what many of us have been hearing from shop owners across the country. Motorists have largely steered clear of automotive maintenance in recent months.

The early word on the economic slowdown, reported here and broadly hoped to be true, was that consumers would be so worried about having to spend a lot of money on a new car that they’d spend a smaller amount of money to keep their old beaters on the road.

But as financial institutions crumbled, auto makers faltered, and credit tightened up, service bays never really got much busier.

In fact, according to the J.D. Power 2009 Canadian Customer Commitment Index Study, average annual expenditures on vehicle maintenance and repair services actually declined by approximately 7% from 2008. It went from $920 in 2008 to $856 in 2009. Further, consumers went in for service and maintenance an average of three times last year, skipping the fourth visit they’ve taken in previous years.

Anyone who thought the recession might be good for the auto repair business was anticipating a very different consumer response to hard times. The fact that less maintenance leads to shortened vehicle life did not seem to weigh too heavily on the minds of motorists. Let’s face it, they’re not used to drawing a straight line between vehicle service and vehicle longevity.

Details of the J.D. Power survey is available at http://tinyurl.com/jdpstudy. It’s comprehensive, but it doesn’t address everything. The question I still have is will the small annoyances like chirping belts eventually turn into safety issues that cannot be OCTOBER 2009

ignored. People may be living with spongy brakes right now, but when they start to hear metal-on-metal contact, well, they can’t ignore that, can they? Can we expect that sooner or later there will be an uptick in maintenance and repairs?

We’ll have to wait and see, obviously, but it’s an ominous sign to me that some consumers, responding on the web pages I’ve viewed, blamed shop owners for not dropping their rates during the economic downturn. Their attitude is that shops did not make themselves more inviting to consumers.

Auto dealerships certainly have. They’ve dropped the prices on new cars.

Unfortunately, that’s going to reduce the incentive to keep an old beater going!

There are recession-proof businesses out there. Restaurants seem to be doing fine. Grocery stores. Funeral homes. But auto repair shops are not in that category.

To survive a severe economic downturn, shop owners have to get creative.

The best-in-class shops have found a way to differentiate themselves from their competition and build a clientele that believes in preventive maintenance. I heard that message again last weekend when I visited a shop celebrating a significant anniversary.

The owners credit their success to a number of things. Among them is selling preventive maintenance packages that people understand and come to believe in.

We preach that message regularly in this magazine, because the most successful shops out there have embraced it and proved it to be true. If you’re not realigning your business to build repeat business from consumers determined to keep their car on the road as long as possible, you’re missing an opportunity.

And in this economy, you need every advantage you can get!

NUMBER 8

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

“Accessorizing” by Will Enns Phone (250) 404-0411 www.canadiantechnician.ca/covers CANADIAN TECHNICIAN 7

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LETTERS

Ms Lube article “offensive” Are you kidding me? I’m a woman who owns a shop and I was insulted by the Girl Power article (August 2009) for more reasons than I can write in this letter.

I believe in equalization. Not equality, equalization. This means whoever you choose to bring into your life or your business he/she should use their skills to their best capacity and share in your strengths.

One individual may be better at being a tech, another better at administrative work, etc. You use the strength of each person and work as a team. It’s not about being a man or woman – it’s about working as a team!

A good leader knows how to build the right culture with both sexes. To label women as more honest is sexist in itself.

Never mind that it’s also discriminatory to hire women only. I would like to hear from women if I held to the rule that I only hire men – and only good-looking men and then started advertising in a sexual manner. This is inappropriate, whether it pertains to females or males.

This industry has been working hard on removing those sexual overtones.

Shops are now required to be sensitive to women, henceforth no more Sunshine Girls or other pinups on toolboxes. (My two techs have pictures of their wives and children.) They are very honest and speak

in layman terms to anyone who may not have the knowledge to understand technical terms.

I won’t deny I’ve had some experiences in the past too, but I also know male friends who have as well. It’s not something that is sexually oriented. The fact that this article sends out a message that women are more trustworthy than men is reverse discrimination and I don’t believe in that, either.

People are people, male or female.

Males or females alike can be either honest or dishonest. And I totally disagree with Jessica Gilbank’s statement that men are most likely to cut corners – again, another insult to my techs.

I bought this shop knowing I was entering a man’s world and I have an amazing respect for my techs. I also know

from my colleagues in this industry they would go above the call of duty to make sure they do a job right.

Progress is when women stop feeling they can do things they fought for men not to do, as with the sexual signs explained in the article. We should be better than that. Or maybe I should just have my men without shirts and start going back to what women didn’t want to see to begin with. That’s unprofessional, and to me, unacceptable.

I’m happy to see another woman in this industry, but don’t agree with the comments in the article nor the marketing approach. It was offensive to me and my techs.

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

RIDES

Reader

Rick Gurton, owner of D&R Automotive Service in Waterloo, Ont., sent in this picture of his 1965 Comet Sedan. It features a mildly modified fuel injected 302 with T5 transmission, 8” rear with 3.50 gears, and disc brakes with custom power steering.

You can see more “Reader Rides” on our website, www.canadiantechnician.ca. And if you have a photo of your hot or unusual set of wheels, feel free to send it in.

We’ll put it up for all to enjoy!

Please send your picture to david@canadiantechnician.ca

8 CANADIAN TECHNICIAN

OCTOBER 2009

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&About

No government-funded “Cash for Clunkers” program for Canada Ottawa decides not to follow U.S. lead.

A

ftermarket auto shops rejoice: the federal government has decided it will not launch a Canadian version of a U.S.-style “Cash for Clunkers” program after all.

In recent months, both the Canadian Vehicle Manufacturers’ Association and the Canadian Automobile Dealers Association have lobbied Ottawa for a proposed $350-million program that would provide consumers with a $3,500 incentive to trade-in old, gas-guzzling vehicles for new and more fuel-efficient models.

Such an incentive was expected to remove about 100,000 vehiIf new car dealerships in Canada want to run a Cash cles from Canadian roads.

But Environment Minister Jim for Clunkers marketing scheme, they’ll have to do Prentice recently announced so on their own coin there are no plans in the works to beef up the existing program, Retire Your which cost the federal government US$3 Ride, which offers $300 (or other small billion, offered consumers up to US$4,500 incentives) for consumers to trade-in their to trade in old vehicles for new, more fuelold cars. efficient models. The sputtered to a halt in In the meantime, various automobile late August after running out of money. manufacturers such as Hyundai, Ford and The Automotive Industries Association Chrysler have launched their own interof Canada has hailed Prentice’s announcenally-funded Cash for Clunkers marketing ment as being “great news for the afterschemes for the Canadian marketplace. market” given that the U.S. Cash for While the government-run Cash for Clunkers scheme negatively impacted Clunkers program in the United States auto service shops south of the border. (and similar schemes in various European “AIA has lobbied vehemently against countries) indeed boosted new car sales, such programs because they are ineffeccritics of such programs have argued that tive at improving the environment and such incentives merely push sales forthey harm the maintenance and repair ward and that sales tend to dramatically business by removing vehicles that are a drop off as soon as the incentive program key niche for the aftermarket,” the organcomes to an end. ization notes.

The U.S. Cash for Clunkers program, OCTOBER 2009

CANADIAN TECHNICIAN 11

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The Car Side Presents…

“A Fine Day for a Drive”

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OUT & ABOUT

Tech finds fame as Speedy Glass spokesman

BOOK ONE

in the series about Slim Shambles Auto Repair …the early years!

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■ Discover how Slim first got into business…

■ Learn how he hired Tooner, Basil, & Beanie…

■ Find out why he puts up with customers like Buck Pincher…

■ Ride along on Slim’s first date with Cookie McDream, who later became his wife…

■ Read about the town of Slumberland, with characters like Mayor Dewgood, Baldy the Barber, Hooch Rambler, and more…

Available this fall!

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www.thecarside.com for more details on how you can order your copy!

12 CANADIAN TECHNICIAN

hen Dave Framst was a kid growing up in small town Ontario, he occasionally dreamed about being on TV. Framst’s dream has now come true: he’s currently starring as the English-speaking spokesman for Speedy Glass.

While starring in 30-second TV and radio spots airing across the country isn’t something Framst ever expected, he’s certainly enjoying the notoriety.

“People tend to do a double-take when they think they’ve seen you somewhere before,” he says. “My family’s getting a big kick out of it, for sure.”

But Framst is not an actor, nor has he taken a single drama class. He’s actually a professional auto glass technician for Speedy Glass in Stratford, Ont. And Framst notes he loves his job.

“I’m a real people person,” he says.

Of note, Framst wasn’t originally supposed to be in the Speedy TV ads. Thanks to his laidback demeanor, Framst was originally recruited to record some radio spots for Speedy Glass. But when he went in to read the radio scripts, he was recognized for being a natural and, as the saying goes, “a star was born.”

Chosen from a pool of more than 130 people who auditioned for the role, Framst takes it all in stride. “It was a great experience,” he says.

In the meantime, Framst has no plans to give up his day job doing glass repair and replacement at Speedy Glass.

“The great thing about my job is you’re always meeting new people and there’s always a new story,” he says.

Yabba-Dabba-Doofus!

Collin Stuart of Svendsen Bros Automotive in Kingston, Ont. sent in this photo of a Fred Flintstone Special.

“We had this ’88 Chevy pickup come in for emission diagnostics,” says Stuart.“The tech got in it to bring it in and the floor felt soft. We lifted up the floor mat and carpet and there is no floor at all – only the frame is supporting the floor mat. At least the park brake cable is within easy reach.”

Needless to say, notes Stuart,“Emissions are the least of this truck’s problems.”

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 OCTOBER 2009

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Yes, times are tough.

But don’t give in to individual faults and frailties.

By Bob Greenwood

Never SURRENDER S

hop owners from coast to coast are struggling with the changing times.

Never in the history of the aftermarket have so many changes and challenges appeared in front of us seemingly all at once.

Consider what the average shop owner has been faced with over the past five years: ■ The incredible technological change in the vehicles the shop works on from gasoline, to diesel to hybrid and all of their inherent electrical-based DNA. ■ The internal technological change of shop equipment as well as the ongoing 14 CANADIAN TECHNICIAN

cost and software complexity for each piece.

■ The new technology of internal methods and procedures to actually operate the business including front counter software capabilities, government-approved bookkeeping and detailed procedures.

And don’t forget those “customer relationship management” methods everyone must get their heads around.

■ Understanding how-to-measure the business in such a way that can actually tell the owner details that will lead to sound business decisions based on facts instead of emotions.

■ Discovering where and how to get vehicle technical information in a timely manner that is factual, reliable and affordable so that a technician’s valuable time isn’t wasted.

■ Dealing with the dynamics of personnel challenges including attracting and retaining competent staff.

■ Implementing a culture within the shop that brings staff together to operate as a team of competent professionals.

■ Working out how to retain the customers the shop really wants but making sure it also makes the right amount of net profit.

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Dealing with the dynamics ■ Figuring out exactly how the shop owners are going to create financial independence for them and their families, considering the business wasn’t as complicated when they first opened for business.

These tough times can be overwhelming to a lot of people who own and operate shops today and this added stress can indeed bring on anxiety attacks. But the first step forward is to step back, take a deep breath and then take a look at what’s truly going on with the business. Drop the word panic from your vocabulary.

The aftermarket has entered an exciting, new professional era. It is an era, however, that requires rethinking chosen plans and realigning business concepts.

The first point is to acknowledge that the business owner must have an inquisitive attitude and one that refuses to stop learning. No one shop owner today knows it all, and the better shops have created resources so they can source critical information and receive guidance and opinion before they make their final decisions. When a shop owner/manager stops learning or ceases to keep himself up-todate on management and operational concepts, the shop starts to move backwards.

The second step: acknowledge there are issues that have to be dealt with in a different timeframe today than how these issues were handled years ago.

No one can change his business overnight. It requires intimate knowledge in a number of subject areas... and rushing the process creates internal stress, which results in mistakes being made. Operating a modern aftermarket vehicle maintenance and service centre is a complex retail business today. Therefore, it’s important to acknowledge that a two- to three-year timeframe to reformat the business is very realistic. In a number of cases, I’ve witnessed management taking up to five years to get every cylinder firing properly – and there’s nothing wrong with that.

The third point to understand is that today’s shop owner cannot do it all by himself. The owner/manager must deleOCTOBER 2009

of personnel challenges including attracting and retaining competent staff.

gate duties throughout the shop and make sure staff are accountable for their responsibilities. If you want staff to be accountable then management must empower them to make their own decisions.

Years ago, every decision was essentially made by the shop owner. But when the business is operated that way today, the owner becomes chained to the business as he can’t get time off for some rest and relaxation with family and friends.

Please note that what happens off the job has a direct effect on what happens on the job. If your life becomes the shop, surely this wasn’t the original game plan when you started your career. This is why it’s important to bring the staff into the inner circle of the business. Staff members must be taught how the business works and how it is measured.

By keeping staff in the loop, your employees will begin to understand and see a vision they can buy into. As well, a team concept will start to gel and honest team input will come to the foreground during staff meetings.

The fourth step is to understand the type of business we are in today. Too many shops still embrace the hard sell, low-price, get-the-job-now approach. This is antiquated thinking and merely creates suspicion and mistrust in the consumer’s mind. Consider that with complex vehicle technology, the average consumer has no idea how the vehicle’s computers work – but he does love driving his machine. The consumer wants to develop and have a trustworthy long-term relationship with his technician – the same sort of relationship he has with his doctor. The automotive service shop is the entity he relies on for honest advice and guidance.

Shop owners today must look at them-

selves as professionals who are being hired by their clients. And it is the shop’s responsibility to make sure the client is fully informed and given all the options.

Counseling the client completely by understanding all the issues thoroughly leads to better billed hours in the shop and improved client satisfaction compared to the hard sell, low-price method.

The fifth point is to believe in your shop team and to never give up. It is irrelevant what formal education you have today. If you want to learn, the information and methods are available. Slow down and get focused. It can and will be very rewarding. Lay out a timetable for the next year as to what you want to change and how it will be done. Set realistic target completion dates for each task. Talk to your peers that have made some of the changes you desire and get their guidance of what they experienced doing right and what they discovered they did wrong.

The biggest step here is to openly acknowledge that you don’t know the complete solution but you are open to listening and learning how it can be done.

Don’t let your ego hold you back. Once you acknowledge you want to move forward, I believe you will find more support than you ever expected.

Bottom line: the aftermarket will be embarking upon an exciting new journey over the next decade and there will be many opportunities for savvy operators.

Don’t allow any of your self-defined faults or frailties stand in your way – you are the only person on earth who can use your ability.

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.

CANADIAN TECHNICIAN 15

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MANAGEMENT

S.O.S. THE PROBLEM with micromanagement

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.

Managing the shop with obsessive control is counterproductive and self-defeating.

alking ho are t loyees w p m e m o r hear f you over ons that i t a s r and the e v : n ly about me on on co s i Dear Kel y n a i b p ut o e h r ou like abo ees in t to get y we don’t n employ s e g e n w I wanted i t h e t b d “It woul comments bout the u. uch as, several people a s d l , r l f a e f about yo e t o h t ’ve ffice t shrug we don’ years, I n that o ts I jus ait that Over the is sit i e commen h o human tr t d d f o r o t i e e t his s w he seem lse. Som guys tha . It’s a or “All rybody e ell the e t business ” v , e r e o i l s p few l i e v s e t I call a rvice ad of Erol’ stead, w e shop, d the se h r er slice t a g them; in e g m h i o r b r e f v a get k, I o ’m away nice to this wee n when I sure be However, said eve ” e .

H k r . o e w cromanag m end to ehard mi job was i . d s e i u a h r t h n and pret c i s p to g for su ruption ause it’ ing it u t workin ne inter inly bec can’t br he wasn’ number o urt – ma I h f i o t s a e h n s way? , T o . ging thi heard it e work d ery hour top mana oom and much mor s r times ev t o s e t t g r g a d n p l cou traini in the said he is there ow I was He also way? And idn’t kn y d n a y e r h e t g ourse romana er. Of c is a mic the heck t a h w t them. Bu –Erol

Dear Erol: I’ve often thought about writing down all the comments I overhear from employees and including them in a speech at the Christmas party. I’d make it a contest along the lines of, “Guess which employee said the following statement?”

I know how such comments can hurt and on several occasions a hurtful comment has kept me up thinking at night.

And yes, the worst comments are the ones that ring true. In this particular case, I’d have to say they’re pretty darn accurate. I should know, because I micromanaged my business for years and it was one of 16 CANADIAN TECHNICIAN

the hardest habits to break.

When I was first told I was a micromanager, I was clueless about what that meant, but I knew it couldn’t be good.

Webster’s Dictionary defines “micromanage” as “to manage with great or excessive control, or attention to details.”

I used to be guilty as charged!

I had a consultant perform an onsite evaluation for my shop several years ago. I commented on my concern that employees were stealing pop from the fridge. The sign clearly said $1.25 each. The pop disappeared and the cash never materialized. I complained about the microwave not being

cleaned. I got upset about all sorts of things. The consultant listened and asked if these were big problems for me. Of course they were, I told him. He said, “Well, you’re complaining about soda pop going missing and your financials statements are a mess.

You have given away $205,000 in discounts in the last five months alone!”

Trust me: the pop issue was suddenly irrelevant.

He also revealed other glaring errors pertaining to how I was running the business: I wasn’t keeping proper parts inventory control; my office was very disorganized; and my recordkeeping was terrible. I OCTOBER 2009

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Larry Dickison

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was so embarrassed – I had been stepping over $100 bills to pick up pennies!

Micromanagement is actually a pandemic in many small businesses. Certain managers think or say things like: “Get out of my way and watch the pro,” or “Better to just do it yourself now rather than end up fixing another person’s mistakes later.”

I’ve seen this very clearly at our management groups and at training sessions.

I’d witness shop owners arriving late for the meeting and apologize for being late saying they had a hard time getting out of the shop on time as they had fires to put out. They would have their phones on vibrate mode and constantly excuse themselves to take calls.

Then there were others who were almost never on the phone. They chatted with other shop owners/managers over coffee breaks and lunch. One day one shop owner asked why I was always on the phone. I said I couldn’t seem to get away from my shop for even an hour without a distraction. He told me that’s a big problem.

He explained he never calls the shop or gets calls from the shop even if the meeting is three days in length. Even when he’s on vacation, he doesn’t call the shop, nor does he receive calls. I was stunned!

He also said he had great people that were empowered to do their work and he trusted them implicitly to run the business. He even said that sometimes the business actually runs better when he’s not there. I told him he was lucky to have such great employees. I explained that my OCTOBER 2009

workers weren’t reliable and couldn’t possibly function without me. I even recall referring to them as “morons.” I’ll never forget what came out of his mouth next: “Who hired these morons?” Luckily, my phone rang so I could avoid answering this painful question.

I thought back to a former boss I had who was a micromanager. It was so frustrating working for him. He was always looking over my shoulder, constantly asking questions and checking up on my progress. Even when he was away from the shop, he’d call several times a day to see how things were going. He made me feel stupid, and it was like a huge weight off of my back when I quit.

Yet, inexplicably, I found myself operating in the exact same fashion for several years. I didn’t know what was going on.

A trainer once said, “It’s sad when we do stupid things; it’s far worse when we’re ignorant about our stupidity.” I was acting stupidly and didn’t even know it! How does one fix things when one isn’t even aware something’s broken?

Too often we give people a lot of responsibility with little or no authority. But employees should be allowed to make decisions – and mistakes. Put them to the test of being trusted to do something – a project, a sales goal, a productivity goal. When they prove themselves, up the ante and give them more responsibility and authority.

One day I had a service advisor nervously tell me he had to appease an irate customer by discounting the bill by $35. He

was afraid I’d be upset. But I wasn’t angry; in fact, I ended up putting a policy in place that permitted any advisor to discount an invoice by up to $300 without my authorization. When staff is empowered this way, it leads to better customer service.

Micromanagers hate delegating. But I learned that a manager has to delegate, and that by doing so, the shop functions better.

The book that has helped me the most in this area is Greater Than Yourself. It’s a brilliant and well-written book about leadership, training, coaching and empowering people to become the best that they can be.

Speaking of this topic, I plan to focus on one person for my GTY (Greater Than Yourself) commitment. I recently hired an executive assistant. Alex is a bright, young motivated man who’s very talented.

But he suffers in one major area: he lacks confidence in his abilities. He asks permission to do almost everything. I simply tell him, “It’s your system, you choose.”

It turns out he’s been micromanaged in his last few positions and he was simply never allowed to make any decisions.

Does he make the right decision every time? No. But most time he makes better decisions than I would have made.

Indeed, he has found that his training is quite different than any place he has worked at. For example, part of his training involved watching inspirational movies such as Remember the Titans, Invincible, Cinderella Man, and Rudy.

He has also completed the strengths finder test from Now Discover Your Strengths. His confidence grows every day. In fact, when he starts to ask me a question, he’ll stop himself and say, “Oh yeah, I should make the decision.”

Erol, it’s an amazing feeling to see someone grow, expand, achieve more, and let them do what we he was hired to do.

As always my friend, 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.

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K A PE

PERFORMANCE

The best young techs from around the globe gathered in Calgary to strut their stuff at WorldSkills 2009.

By Steve Macleod

A

car horn blares and instantaneously 28 auto technicians hunch over their workstations. They’re on the clock.

Key information for the task ahead is attached to a clipboard. The mechanics skim through the pages and prepare to diagnose the mechanical issue.

The technicians have three hours to beat the clock – and each other.

After a few minutes, many of them turn and hold up their worksheets to a supervisor to ask a question. There’s a lot of pointing and hand gesturing, and an obvious language barrier. It’s just one of the obstacles competitors face during an international competition.

This isn’t the Olympics though – it’s WorldSkills 2009.

WorldSkills is held every two years and features competitors aged 17 to 22 from all over the world competing in 45 different skilled trade and technology categories such as carpentry, IT network support, mobile robotics, bricklaying, and cooking.

The 40th edition of WorldSkills was

OCTOBER 2009

Roman Telser of South Tyrol, Italy, is concentrated on the task of disassembling this internal combustion engine and will have to measure the components before using proper torque procedures to put the engine back together.

recently hosted in Calgary. It’s only the second time in the history of the competition that Canada has hosted the international event.

In total, more than 900 youths competed in WorldSkills 2009, as about 150,000 people passed through the grounds to watch the competitors in action.

One of the skill categories is Automotive Technology, which featured 28 auto technicians from 28 different countries.

For the auto competition, the technicians work their way through seven different stages during four days of competition.

“Competitors get three hours at each

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WORLDSKILLS 2009 TOP 10 AUTO TECHNICIANS 1. Colm Corcoran – Ireland 2. Jack Frederick – U.S. 3. Kim Yong Chan – Korea 4. Wang Hung-Chih – Chinese Taipei 5. Dan Van Holst – Canada 6. Dean Jones – United Kingdom 7. Roman Telser – Italy 8. Lukas Bollhalder – Switzerland 9. Perrin Bouna – Australia 10. Marcel Woods – New Zealand

station, but a big part of it is procedure, procedure, procedure. It’s not necessarily about speed,” explains Gilbert Renaud, skills ambassador for Automobile Technologies.

The competition is broken up into seven stages: petrol engine management, steering and suspension, electrical systems, engine mechanical, braking system, diesel fuel system, and transmissions.

Each stage starts with a safety orientation of the workspace and then the competitors get 15 minutes to become familiarized with the work area. Then they have to diagnose the problem and fix it.

Each competitor supplied his own tools.

You might think that there would be some home field advantage for the technicians from Canada and the U.S. working on North American cars, but that wasn’t necessarily the case in Calgary.

“The Ford Focus is essentially a German car, so the system is in Europe,” notes Renaud. “And then there’s the diesel system stage, which isn’t widely used in cars over here.”

Chad McConnell knows exactly what the competitors are going through. He’s currently working as a heavy-duty technician for Finning CAT in Edmonton. But he was the Canada Skills national champion in 1999, and went on to compete in WorldSkills 2001 in Seoul, South Korea.

“It was awesome and overwhelming. It was an incredible experience,” says McConnell. “A guy my size will never win the 100-metre dash, so this is the closest to the Olympics I’ll ever be in. It’s some20 CANADIAN TECHNICIAN

Canada’s Dan Van Holst gets a diagnotic read on the car under his care during the Petrol Engine Management stage of the WorldSkills 2009 competition. Van Holst placed fifth out of 28 competitors.

thing you do for a living and you get to show off and brag a bit.”

For the actual competition, McConnell finished 14th out of 26 competitors, but it was a close race as only 25 points separated 9th and 16th place. Still, there’s more to WorldSkills than the competition.

“It was a big cultural experience,” adds McConnell. “We did quite a few team meetings in Montreal before going over to South Korea, and I also went to South Korea in 2000 as part of a Pacific Rim Youth Conference to get prepared for the food and culture.”

The chance to meet and talk shop with other young mechanics from around the world is also a tremendous experience, says McConnell.

The Alberta government is likely hoping the experience of the WorldSkills rubs off on some of the 150,000 attendees who took in the event.

To help host the event, the province invested $24 million, which was nearly half of the operating budget. High school children from all over the province started classes a week early just so they could be organized to attend WorldSkills.

Part of the money provided by the province was used to purchase equipment needed by the competitors to perform during the competition. Following the event, the equipment and tools were

donated to publicly funded high schools that offer career and technology studies.

McConnell knows firsthand a career in trades provides good life experience. He has five tickets under his belt and all have served him well.

“It’s good to see young students in trades. I made a good living and will for a while,” says McConnell. “Even if you get into a trade and don’t stick with it, it’s good experience. I’ll never forget how to change a tire, or do an oil change. It’s good life experience and beneficial for everybody.”

As far as life experience goes, it doesn’t get much better than Ireland’s Colm Corcoran’s time at WorldSkills 2009.

Corcoran won the gold medal in Automobile Technology, barely holding off Jack Frederick of the U.S. who finished 14 points off the lead.

Kim Yong Chan of Korea won the bronze medal, while Canada’s Dan Van Holst finished in fifth place.

The top score any competitor in the WorldSkills competition can achieve is 1,000 points. In the Automobile Technology competition less than 100 points separated the gold medal winner from the 25th place finisher.

As Renaud sums it up: “Like the Olympics, win or lose, they’re all winners.

These guys are all champions.”

OCTOBER 2009

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ACCESSORIZING

You can boost your bottom line by embracing an ancillary business that has nothing to do with repairs and maintenance.

By David Menzies

J

ohn Cochrane doesn’t want to give his customers any excuse whatsoever to stray elsewhere for their automotive needs. And for good reason: once departed, those customers might never come back to Cochrane Automotive.

While the lion’s share of billings for Cochrane’s 10-bay Toronto shop is for maintenance and repairs, Cochrane also sells and installs a complete line of auto accessories to keep customers happy in case they have a sudden urge to upgrade their vehicles.

Thus, if a client wants heated seats installed – no problem. iPod integration?

Piece of cake. Engine immobilzer, remote starter or a kick-ass stereo system? All one has to do is ask.

Indeed, the list of accessories goes on – and on. Cochrane’s shop will also install indash navigation systems and overhead DVD players; satellite radio and cruisecontrol; power windows and power locks; security systems and rearview cameras.

You name it, Cochrane Automotive likely 22 CANADIAN TECHNICIAN

sells, services and installs it. And there’s a sign strategically posted in the shop’s waiting area reminding customers of this fact.

Indeed, while Cochrane doesn’t remotely resemble Xzibit, he’s ready, able and willing to pimp your ride.

“It [accessory line] is all about offering our customers bumper-to-bumper service,” says Cochrane. “I don’t want to give my clients any reason to leave my shop to get accessory work done elsewhere.”

Cochrane notes that due to the electronic and computer complexity of today’s modern vehicles, an increasing number of consumers want aftermarket accessories to be installed by qualified professionals. Meanwhile, installing such equipment doesn’t require any additional training or skill-set development by Cochrane’s technicians as the work is outsourced to MASS Electronics.

“They [MASS installers] really know their game,” says Cochrane.

In addition to selling and installing various aftermarket automotive accessories,

sometimes it makes sense for a repair shop to piggyback the core business with a sideline.

Three years ago, Christine Henderson, owner of Henderson Automotive in Hampton, Ont., noticed it was hard to source NASCAR paraphernalia in her area. So, Henderson took a gamble and purchased a complete inventory of NASCAR products, ranging from baseball caps and T-shirts to die-cast models and leather jackets. She also purchased time on a couple of local radio stations to promote the shop’s NASCAR merchandise.

Henderson’s hunch paid off. Today, the NASCAR product line accounts for 10% of her shop’s overall revenue. And Henderson says she’s snagged at least four new regular automotive customers who were originally drawn to her shop to purchase NASCAR items.

“We always have these great discussions in the shop about how can we get more people in the door,” says Henderson.

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first big idea – and it worked.”

Likewise, George Soros of Universal Auto Techs in Richmond Hill, Ont. was looking for something to lure would-be customers into his shop. His solution: Soros operates a subsidiary business wherein he rents U-Haul vehicles and sells moving supplies.

While he admits that running the UHaul business “can sometimes be a pain in the ass,” the moving supplies business has proven to be extremely profitable.

Better yet, Soros estimates that in the past five years, his side business was responsible for bringing in 30 new regular customers to his auto shop.

“It [U-Haul business] has been a good thing because they [U-Haul clients] discover we’re also here for their cars,” says Soros. “It’s all about creating awareness for our shop.”

For Rob Scott, owner of Glenwood Auto Service in Saskatoon, running an ancillary business is a key component when it comes to attracting a whole new type of clientele.

Hoping to snag more maintenance and repair work from high-end Asian and European vehicles, Scott decided to open a detailing shop. While the detailing business was a money-loser for the first five years, it nevertheless served a marketing purpose.

“We could tell the owner of a late-model Lexus that he didn’t have to take his car to the dealership for maintenance work – we could do it all right here for him,” says Scott, noting that owners of high-end imported vehicles are likely candidates to take advantage of detailing services.

If anything, the investment in the detailing business as well as other marketing initiatives has paid off for Scott’s shop. Six years ago, foreign nameplates represented about 18% of his business; today, this figure stands at 35% – and growing.

Sometimes a piggybacked business might have absolutely nothing to do with the automotive trade. For example, later this month, Jessica Gilbank, owner of Ms Lube in Toronto, is opening a yoga studio/art gallery on the second floor of her shop.

Gilbank says she’s renting out the 2,200-sq.-ft. space to yoga and Wen-Do instructors for a nominal fee. All of the OCTOBER 2009

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classes will be booked by the instructors, which means Gilbank won’t have to divert her attention from the automotive business. As for the art gallery, Gilbank says this is her way of creating goodwill by “giving back to the community.”

However, Gilbank isn’t entirely being motivated by altruism: she predicts the yoga studio/art gallery will mean Ms Lube will capture “10 new customers a

month – easy.”

As well, later this year, Gilbank is dedicating an area in her shop that will be dedicated to dent and scratch removal. In addition to being a profit centre for her shop, she notes that customers are so time-famished today that if a shop can be a place that caters to one-stop shopping, “they [customers] will love you for that.”

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ABC

s of The ABS diagnosis Confounded by an ABS conundrum? Read on…

By Jeff Taylor

Graph of the wheel speed sensors.

pretty sure the following scenario has already happened to most techs. But when I was recently asked by a colleague how I got to the root of the problem, he seemed surprised by my answer. The scenario in question plays out like this: a good customer comes into the shop and says her brakes “don’t feel quite right” and there’s sometimes a funny noise occurring when she’s driving or when she’s slowing down.

The problem has been there for quite some time and she wasn’t really worried about it until someone else borrowed her car and said something seemed wrong. That’s when she brings the car into the shop.

You get the repair order and following the very first step in any good diagnostic process, you take it for a test-drive to verify the complaint. Without going very far, you notice the ABS is activating prematurely. You have seen this before and it should be easy.

I’m

OCTOBER 2009

Scan data.

Scan it, read which wheel has set the code and you’ve got it fixed.

After driving back to the shop, you grab the scanner and quickly check for codes. Yet, inexplicably, there are none. Now what?

To recap, we know the ABS is working OK. As far as the ABS computer is concerned, it has performed its self-check and has determined there’s no reason to believe anything is wrong (which is why there are no codes).Based on past experience, we’re sure one wheel speed sensor (WSS) must be acting up. We have seen this many times before, but it almost always sets a code that leads us in a certain direction.

I remember when ABS started to show up on vehicles with the talk of analog wave forms and seeing what a good and bad pattern looked like. Most ABS systems used a two-wire setup that generated an AC signal that we could test. And this sensor had a resistance value that we could look up.

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ABCs

Honda made it really easy. They put a test connector under the hook up a scanner, drive the vehicle, and record a snapshot of the front seat, allowing a tech to easily hook up test equipment. But ABS event. What surprised me the most was that the tech knew things never stand still in the automotive field and ABS isn’t what was wrong (a false ABS event) and how to fix it; he just didimmune to such changes. We now see n’t know what WSS to fix. three-wire and two-wire sensors that He’s not alone. output a digital signal. We’re no longer Several studies conducted by major able to test resistance and they don’t tool manufacturers have concluded Studies conducted by output any AC voltage, they generate a that the average tech only uses about major tool manufacturers square wave that the ABS controller 10% of any given scanner’s ability. deciphers. You are still able to back Capabilities not being used include have concluded that the average probe the harness to see if there’s a siggraphing techniques, the ability to nal being generated (but remember to record data, or using the scanner as a tech uses only about 10% of any have the key “on engine off” to power scope. up the sensor.) The problem is that We know that the ABS system is given scanner’s ability. unless you are an ABS controller, what working properly (no codes), so use is the pattern supposed to look like? the vehicle and the ABS controller to Sure you may have a square wave but help diagnose this problem. The fact is the amplitude correct? I have yet to there are no codes tells us that the find any specs on these and without the ability to graph or watch wiring should all be OK. An integrity check of the other systems the data, you’re really in the dark when it comes to a no code sitinvolved found no faults, so we can assume (even though I hate uation. that word!) that we have a sensor acting erratically. When you get So how do you go about fixing this problem? back to the shop either download it to your computer or use the This is the very question I was asked recently. Here’s my reply: scanner to play it back and watch the data. I find graphing easier to read if you choose the data that you really need; in this case, it’s the wheel speed sensor data.

After downloading the info and watching the graph, it’s pretty easy to pick out the WSS that we should concentrate our efforts on. After a thorough check of the connector integrity and the wiring going to the WSS sensor (this should be OK, but spend some time looking.) If the wiring is the problem, you usually will see a code for an open.

At this point, you’ve narrowed it down to a hub/sensor but remember what triggers the sensor. The tone ring! It has to be intact in the correct spot (air gap) and not cracked.

Don’t forget the importance of a painstaking visual inspection.

The last thing that you want to do is miss that broken tone ring that is buried deep inside the hub on a few vehicles (i.e., Toyota Highlander.)

The other problem we’re starting to encounter is the effects of corrosion pushing the sensor away from the tone ring under certain conditions such as hub flex in a turn. The air gap can change enough to cause a false ABS event. The repair of a new backing plate or rust removal can be a real nightmare.

Most scanners offer the ability to record a snapshot of a road test and play it back, so you can see what’s going on.

Some give you the ability to download it to your computer and print it out. And the old saying of a picture being worth 1,000 words holds true: many customers like the ability to see the problem, and that alone can make the explanation of the repair that much easier.

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

26 CANADIAN TECHNICIAN

OCTOBER 2009

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Car Quiz

Famous Cars of TV Land 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.

1. Name the car driven by Jim Rockford in The Rockford Files.

2. Knight Rider’s KITT is an acronym for what?

3. What number can be found on the door of the General Lee from The Dukes of Hazard?

4. Magnum P.I. got around town in this exotic car.

5. True or false: TV’s Batmobile was

based on a Lincoln concept car.

6. What brand of van did the A-Team travel in?

7. Green Hornet’s ride, the Black Beauty, was based on what car?

8. Who owned “The Striped Tomato” (Ford Gran Torino) – Starsky or Hutch?

9. Nash Bridges drove this iconic muscle car.

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Break Time with Complete the puzzle and enter for your chance to WIN A PRIZE PACK • FRAM® BRANDED HAT • RETRO T-SHIRT • 75TH ANNIVERSARY FRAM® 1934 FORD STREET ROD (1:24 scale) DIE-CAST MODEL 1

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Road-trip guides Specially-modified movie vehicle (5,3) Given name, NHRA Top Fuel driver Muldowney Nissan's competitor for Toyota Tundra New-car display venue (4,4) With 26-Across, Hazzard County ragtop driver Rural-road surface, sometimes "American Graffiti" yellow hot-rod driver One of many tire tread slits Jan and Dean song, "_____ Curve" Car-rental company '08 Buick model Crew's device to signal racer (3,5) See 12-Across clue

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Bond's "Diamonds Are Forever" car-chase ride Body-shop supply Surname, TV's hot-rod building Tool Man Bolts' counterparts Maker of 2CV and DS19 models Jewelry for pistons Dash-gauge grouping Dashboard conduit (3,4) Paving material Surname, F1 racer Keke Vehicle vendor '70s Plymouth for a rascal '02-'07 Suzuki model Lawn mower and garden tractor brand

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ENTER FOR A CHANCE Send your solved puzzle to Canadian Technician We’ll draw a winner on December 17, 2009.

TO WIN A FRAM Send to 451 Attwell Drive, Toronto, ON M9W 5C4. Or fax to 416-614-8861 PRIZE PACK.

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Congratulations to Perry VanderGulik of SEM Auto Service in Coquitlam, B.C., for solving our June 2009 puzzle.

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NO PURCHASE NECESSARY. To enter, residents of Canada who have reached the age of majority according to the law of the province in which they reside, should complete official entry form and post it to Canadian Technician Magazine, 451 Attwell Drive, Toronto, ON, M9W 5C4. Or fax it to 416-614-8861. Canadian Technician is the Sponsor of the sweepstakes. Chances of winning depend on total number of eligible entries received.

For this month’s drawing, entries must be received no later than 8:00 pm EST on December 17, 2009. One entry per person per month. Prize valued at approximately $100. Void where prohibited. Subject to full, official rules and regulations. For full, official rules and regulations visit www.canadiantechnician.com.

QUESTION OF THE MONTH: What do you say if someone asks to borrow one of your tools?

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continued from page 30

“Nothing, at first.” Riley wiped the sweat off his forehead.

“But then the Check Engine Light started coming on.”

“I assume you’ve had the trouble codes checked?”

“Yeah,” he said sheepishly. “My buddy Bernie read them with his scanner, and it had code PO121, for the TPS being out of range.”

“And…?”

“And so I replaced the TPS. Should have been simple, right?

But now it won’t start at all!”

I got in the car and tried it myself. It would sputter once and then just crank, which was odd since according to Riley it ran fine before. Getting out, I ran a few quick tests on things like the fuel flow and spark – everything appeared to be working. “Have you still got that scanner around here?” I asked.

Riley hurried over to the workbench. “Yep. Bernie left it, just in case. What do you think it is?”

“I haven’t a clue,” I replied. “But I want to check the range on that TPS...” But before I even got that far, the scanner informed me that we now had two new trouble codes: one for the mass air flow sensor and one for the idle air control motor. “Hmm. Did you have these codes before?”

Riley looked at the screen.” Nope. Those are new to me.”

It didn’t make sense. The car ran before, so it had to be something simple. I began looking at the wiring circuits, checking for pinched wires or blown fuses. Then I remembered that several of the sensors used the same 5v reference voltage, so I borrowed a volt meter from Riley and began pulling the connectors to check for power.

That’s when I noticed that the connectors for the mass air flow sensor and the idle air control were very similar. In fact, they were exactly the same. And what’s more, the sensors were only four inches apart, allowing the harness to reach easily to either component.

I showed the connectors to Riley before reversing them.

When I turned the key, the car fired up immediately like it didn’t have a care in the world. And why should it? There was nothing wrong in the first place – Riley had just hooked the sensors up backwards by mistake.

“Don’t feel too bad,” I said somewhat smugly, patting him on the shoulder. “Usually the manufacturers make each connector different so you can’t confuse them. I guess Kia doesn’t bother doing that.”

Riley hung his head. “Sheesh, I still feel bad for wasting your time,” he said. “You must think I’m an idiot!”

I was about to make a smart remark about the difference between technicians and machinists, when I suddenly remembered my recent golf game – especially the thirteenth hole. “Not at all,” I mumbled. “It can happen to anyone.”

Special thanks to Mark Purdey, owner and head technician at AutoPro Alignment & Maintenance in Kamloops, B.C. for this month’s technical challenge. You can reach Rick Cogbill at rick.cogbill@shawcable.com.

OCTOBER 2009

ADVERTISER INDEX AAEC.............................................27 www.aaec.ca 800-267-5497 AIA Canada.............................18,23 www.aiacanada.com 800-808-2920 Bars Products – Rislone ..............11 www.rislone.ca Blue Streak-Hygrade.....................3 www.bluestreak.ca Cardone Industries .....................13 www.cardone.com Carquest Canada .........................21 www.carquest.ca Contact Local Representative Delphi Products ..........................31 www.delphi.com Honeywell – Fram .......................28 www.fram.com Honeywell – Autolite ....................9 www.autolite.com Imperial Oil – Mobil...................4, 5 www.mobil.ca 800-567-3776 NAPA ............................................10 www.napaonlinecanada.com 866-GET-NAPA

w w w. r e d l i n e d e t e c t i o n . c o m

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The Car Side

Page 30

By Rick Cogbill

Solving a Kia conundrum much easier than going par for the course.

The same… only different I flexed my knees and took a couple of practice swings before stepping up to the tee. C’mon, Shambles, I said to myself. This hole is a walk in the park. A straight shot down the fairway – not a hazard in sight!

I was taking some time off, which was a rare treat. I’d played Slumberland’s two golf courses many times over, so I decided to drive over to Panicton and try out their new course on the Indian Reserve. I was alone, but it was better that way – it eliminated the annoying disputes that usually took place when I tallied up my score.

My shot was beautiful, straight down the middle of the fairway and landing three feet away from the pin. Feeling proud of myself, I sauntered up to the green with my putter in hand, trying to ignore the two golfers standing 10 yards off to the right. Having an audience always unnerves me.

I was lining up my putt when one of the golfers actually spoke to me – the height of impropriety on a golf course.

“Hey, buddy,” he laughed. “You’re on the wrong green.” He point to my left. “The thirteenth hole doglegs over that way.

Now, would you mind getting out of our way?”

“So, how was your golf game?” inquired Quigley when I returned to the shop later that morning.

“Fine!” I snapped. “And it’s not my fault if the greens all look alike!”

He raised his eyebrows in surprise.

“Did I touch a nerve?”

“Oh, never mind.” I changed the subject. “Any messages for me?”

“Yes.” He reached for his notepad.

“Riley over at Block Busters called for you – said it was urgent.”

Re-man Riley worked over at the local 30 CANADIAN TECHNICIAN

engine rebuilders. He was a great machinist, but whenever he ventured into the area of actual mechanical repair, more often than not we’d get a call to come bail him out.

I sighed and headed back out to my truck. Might as well make the day a total waste, I thought.

A few minutes later I pulled up in front of the machine shop. Bypassing the front door, I entered from the side and found Riley in the back shop, standing in front of a 2001 Kia Rio, looking as lost as a bunny rabbit in a shopping mall.

“What’s up, Riley?” I asked.

His whole countenance lifted immedi-

ately. “Slim! Am I glad you’re here!” He rushed over and grabbed my arm, pumping it vigorously in greeting. “Thanks for coming by!”

“N-no problem.” I stammered, my teeth rattling. “W-what seems to be the problem?”

“I got this Kia for free off a customer,” he explained. “The timing belt broke and wiped out all the valves and pistons. My daughter is heading back to college, so I thought I’d rebuild the engine in my spare time and give it to her.”

I shrugged. “Well, that’s right up your alley. So what went wrong?” continued on page 29 OCTOBER 2009

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