Canadian Technician May 2010

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Canadian Mail Sales Product Agreement #40063170 Registration 10833. Return postage guaranteed. Newcom Business Media Inc., 451 Attwell Drive, Toronto, ON M9W 5C4

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ALSO: ■ Making Sense of Sensors and Modules

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Heavy Lifting How to choose a two-post lift

■ Sweating the Small Stuff ■ How to Fix an Unprofitable Shop www.canadiantechnician.ca

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FOR DRIVERS WHO WANT TO GET THE MOST OUT OF THEIR CARS

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VOL. 15 NO. 4

Departments Editorial . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Service Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Out & About . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 EyeSpy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Reader Rides . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Supplier News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 Auto Puzzle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

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Columnists The Greenwood Report . . . . . . . . . . . . . . . . . . . . 16

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

By Kelly Bennett

29

The Car Side . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

By Rick Cogbill

Features Making Sense of Sensors and Modules . . . . . . . . . . . . . . . . . . . . . . . . 21 Sure you can diagnose a water-corroded SJB (Smart Junction Box) on a Ford Freestar‌ but can you set it up?

Sweating the Small Stuff . . . . . . . . . . . . . . 26 Make no mistake: in business, the little things count.

Here are 8 tips for making your shop tops.

Heavy Lifting . . . . . . . . . . . . . . . . . . . . . . . . 29

38

In the market for a new two-post lift? Make sure you do your homework first.

Our new international calling card. by

MAY 2010

www.bluestreak.ca

CANADIAN TECHNICIAN 3

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Mobil and Mobil 1 are trademarks of Exxon Mobil Corporation or one of its subsidiaries. Imperial Oil, licensee.

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Editorial

Getting the little things right Being courteous costs nothing yet the payback can be huge.

By David Menzies On page 26, you’ll find a story written by Newcom’s hard-working intern, Farrah Cole. Entitled, “Sweating the Small Stuff,” the piece is essentially a run-down of the little things shop owners shouldn’t ignore.

Farrah pitched the story after a not-soenchanting visit to an auto shop.

Truth be told, I was originally hesitant about running the story as I was concerned the advice being offered was too basic.

But I eventually changed gears and decided Farrah’s piece deserved to run after all.

Why the about-face?

Recently, I accompanied my friend, Erik, to a shop as he needed an oil change for his truck. Alas, the customer experience Erik encountered was astonishing – for all the wrong reasons.

Here’s what happened: Erik was first waved into a bay by a technician who embraced all the enthusiasm of someone waiting to receive a colonoscopy. It should be noted there were no other vehicles being serviced at the time and to call the shop a pigsty would be an insult to hogs the world over.

Erik, by the way, is an all-around nice guy and the type of customer any shop would want as a regular. Yet, when he got out of his truck and greeted the tech with, “Hi – how’s it going?” the tech simply shrugged and said, “What do you want?”

What do you want?!

I kept my tongue holstered, but inside I was reeling. Erik was bringing business to this shop and this is how he’s welcomed?

Call me a fussbudget, but what happened to, “Hello, sir, what can we do for you?”

Erik responded he needed an oil change and like a well-trained Irish Setter, the tech pointed to the counter. Sadly, the service advisor also displayed the enthusiasm of someone who had just endured a double lobotomy.

When Erik explained he wanted an oil change, surely, I reckoned, this was the MAY 2010

service advisor’s opportunity to engage in conversation along the lines of, “What type of oil would you like, sir?” and perhaps inquire if Erik needed anything else, such as new wiper blades.

Incredibly, there was no response as the service advisor rummaged around for some paperwork. Erik again tried to get the ball rolling, asking, “What’s on the menu?”

The answer: “There’s conventional oil, there’s synthetic, and there’s a blend,” the service advisor said, barely suppressing a yawn.

ShamWow Guy, eat your heart out!

By this point I couldn’t restrain myself. So I did the service advisor’s job for him. I told Erik he should really go with the synthetic oil, and then recited a litany of reasons why synthetic is worth the extra expense.

Erik asked the service advisor if he agreed with my assessment. “Yeah, I suppose so...” he mumbled.

Gee, what a whiz-bang technique to sell a product that happens to be more than twice the price of conventional motor oil.

Also notable: during the entire process, there was no “please” or “thank you” uttered; Erik was never addressed as “sir”; and there was no “have a nice day” or “hope to see you again” upon leaving.

Rather, Erik got the distinct vibe that they were doing him a favour.

Bottom line: despite the shop being around the corner from Erik’s workplace, he won’t be returning anytime soon. And yet, had anybody in this shop treated Erik with a modicum of courtesy, this shop might’ve landed a new regular customer.

Moral of the story: it costs precisely zero to be courteous and act professionally. Yet, the payback in terms of repeat visits is potentially enormous. When it comes to getting the little things right, there’s absolutely nothing to lose. And everything to gain.

Sign up now at www.winwithmobil1.ca for your chance to win!

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CANADIAN TECHNICIAN 5

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Service Notes

People who get it There should be an award for owners, managers and techs who go above and beyond the call of duty.

By Allan Janssen

– OR –

At a conference recently, I heard about a hospital worker who cleans the rooms after trauma patients get their initial treatment. Not a pleasant job, right? But when asked if it was difficult to come to work some days, to see all that blood and gore, the evidence of someone’s suffering, this guy was actually surprised by the question. He believes he has one of the most important jobs in the hospital. Without the important work he does, patient care would be compromised. Selfdeluded? Self-aggrandizing?

I don’t think so. He simply knows how he fits into the larger picture.

The conference speaker who related this story, Warren Sarafinchan of Mars Canada Inc. said, “Here’s a kid who gets it!” And he encouraged the audience of managers to find and reward the people in their organizations who demonstrate an appreciation of the broader goals of their workplace, an attitude of excellence, and a positive influence on their colleagues.

I call it performing above their pay grade.

“Reward the behaviors you want, and correct the behaviors you don’t want. But catch people doing something right,” he said. “The easiest thing in the world to do is catch someone doing the wrong thing.

Catch someone doing the right thing.

Reward it. Celebrate it.”

I totally agree. So, at the risk of stealing a line from Bob Greenwood, who often talks about how important it is for people in this industry to “get it,” I’d like to propose that we all give out People Who Get It Awards when we catch people doing something right.

It doesn’t have to be a big honking prize. A hand-written note would suffice in most cases. Maybe buy them lunch.

Send them home early. At Canadian Tire Corporation’s A.J. Billes Distribution MAY 2010

Centre north of Toronto, they get preferred parking (which is a big deal when the parking lot is about a kilometre long!)

Steven Lakomski, a Canadian Tire service manager in London, Ont. is one of the many people in this industry who gets it.

And his good deed a while back certainly did not go unnoticed, not by the company, not by the city, not by the entire country.

Listen to this. Way back in 2008, he helped out a stranded traveler. His gas tank had ruptured (yeah… ruptured!) while he was driving his family to the Detroit airport for a flight to Florida. There were no rental cars to be had, so Steve drove them to Detroit himself. Not only did he also pick them up there on their return, but in the meanwhile he’d found the hidden service policy that covered the replacement gas tank.

Well this customer was overwhelmed.

He wrote a glowing letter to the local paper and radio station and suddenly Steve was the toast of the town. Literally hundreds of people were shaking his hand, sending him flowers, and treating him like a king. But just as all the buzz was dying down, a national radio show tracked him down to give him a special award for going above and beyond the call of duty.

Look, not every one’s going to be recognized for their good work the way Steve was. He says what happened to him was more dumb luck than exceptional service.

(That’s probably part humility, part embarrassment.) But we all know people who should be thanked for their great work ethic.

If you know someone who deserves a People Who Get It Award, send us their story. I’d love to reprint it in the magazine.

If nothing else, it might inspire others to see the big picture.

CANADIAN TECHNICIAN 7

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LETTERS VOLUME 15

NUMBER 4

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

Standing up for apprentices Re: “The Trouble with Apprentices” by Bob Kowal (March 2010.) All journeymen start as apprentices. The process actually starts in kindergarten and continues from there! Apparently some just don’t get as far along as others.

That column seemed to be about a dispute with an employer as opposed to the problems with an apprenticeship program. Sorry you guys are that desperate you had to print it.

Bruce Eccles Eccles Auto Service Dundas, Ont.

Tire debate keeps on rolling…

After reading the article about “Best tires on the Front”, I decided to poll the technicians in our shop (most of us have been around a long time) for their opinions.

Surprisingly, all of us were of the same mind: it’s best to keep the best tires on the front, period. To keep things clear, we’re talking about a front-wheel drive application to avoid the “drive” wheels versus “steering” wheels debate. I found an interesting article on the Tire Rack website talking about this very subject: http://www.tirerack.com/tires/tiretech/tec hpage.jsp?techid=52.

They drove two cars on Michelin’s Laurens Proving Grounds; one with new tires on the front and half-worn tires on the rear, and one with the tires the other 8 CANADIAN TECHNICIAN

way around. Here’s an excerpt: “Participants were allowed to drive around a large radius, wet curve in vehicles fitted with tires of different tread depths – one vehicle with new tires on the rear and half-worn tires on the front and the other with the new tires in the front and half-worn tires on the rear.

“It didn’t take long for this hands-on experience to confirm that the ‘proving grounds’ name for the facility was correct.

The ability to sense and control predictable understeer with the new tires on the rear and the helplessness in trying to control the surprising oversteer with the new tires on the front was emphatically proven.

“And even though our drivers had the advantage of knowing we were going to be challenged to maintain car control, spinouts became common during our laps in the car with the new tires on the front and the worn tires on the rear. Michelin advises us that almost every driver spins out at least once when participating in this demonstration!”

If you take this line of thought literally without common sense, then you would: Never rotate tires because the best tires would always be on the rear; Believe that a car with four bald tires would be safer than the same car with new tires only on the front; Believe that hydroplaning is the only safety concern and not traction or braking – even on dry roads.

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: $42.00 ($40.00 plus $2.00 GST); one-year subscription in U.S.: US$60; one-year subscription in all other countries: US$90.

Copyright 2010. 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

Applied for ABC Membership

Canadian Business Press

“An Uplifting Experience” by Will Enns Phone (250) 404-0411 www.canadiantechnican.ca/covers MAY 2010

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LETTERS In my opinion, tires need to be rotated regularly to keep the tread depth close. This will help maintain the balanced handling that’s important for safe driving. If the tread is getting down to the point where tires are prone to hydroplaning, those tires should be replaced. If you have a customer who wants or thinks they only need two tires, then it’s our job to use this information to educate and convince them why they should have all four tires replaced.

Randy Lehr Willowridge Certigard Calgary

It gets really cold in Whitehorse I have to side with Ryan Braaten on this one. I live up in Whitehorse, where we get winter for eight months of the year (-40 C is common). There’s no way I would put new tires on the rear .Oversteer is far more controllable than understeer.

We had a good discussion about this when we read the article.

At our shop, the consensus was: put the best tires up front.

That said, I personally prefer our customers to buy four tires unless two of them are in really good shape. Where I really have a problem is going to a tire shop and being told they won’t sell me just two tires. Hooray for lawyers – ha!

Buying four cheaper winter tires from a big box store is preferable to buying two name brand tires if money is tight. As for rearwheel drive vehicles, I put the best tires on the rear.

R. Blythe Whitehorse, Yukon

Folks are still rotating tires?

Having moved to Ontario 15 months ago, I found it strange tire rotation was still going on as this practice had died out in England in the 1970s.

Before I left England, I had been running my own shop for 30 years, doing body, mechanical and tires (or tyres as they’re called across the pond.) I remember tire reps advising against tire rotation as it causes accelerated tire wear and unpredictable handling until the tires have worn in to the new position. They explained to me that when most cars had beam axles it made some sense, but modern independent suspension systems have different dynamics. If you rotate tires, it makes sense to me, that new tires go on the front. Sure, in tests on wet roads, the end with the worn tires will break away first, but I would prefer to have the back come round on me than go straight on into trouble!

Chris Edwards Industrial Park Collision Orillia, Ont.

How to reach us

We love to hear from our readers. Whether its darts or laurels, please send along your opinions to editor David Menzies at david@canadiantechnician.ca.

10 CANADIAN TECHNICIAN

MAY 2010

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Your customers trust you.

Don’t steer them wrong.

A recent survey found 25% of consumers purchase shocks and struts on the recommendation of their technician.

That same survey also found that many consumers are waiting until they reach 193,000 km to do so. Experts like you know that replacing your shocks much sooner, at 80,000 km,* can signiÀcantly increase the safety and handling of their vehicles. When it comes to your customers’ safety and satisfaction, no one comes close to Monroe.® Recommend the best. Recommend Monroe.® They’re listening.

monroe.com * Actual kilometres may vary depending upon driver ability, vehicle type, and the type of driving and road conditions.

©2010 Tenneco

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&About

Trademark dispute prompts War of the Lubes It’s Mr. vs. Ms as a chain and an independent slug it out.

By Sarah Collins

W

illiam Shakespeare once asked, “What’s in a name?” Then again, the Bard posed this query long before such concepts as trademark protection and intellectual copyright were conceived.

The latest trademark tussle: Mr. Lube Canada is threatening legal action over a Toronto shop called Ms Lube by Mechanchik.

By way of background, when Ms Lube owner Jessica Gilbank opened her downtown Toronto auto repair shop last year, the shop received considerable media fanfare thanks to its all-female staff.

(Canadian Technician ran a profile of the shop in the August 2009 issue.)

But the folks at Mr. Lube are not impressed.

That became apparent when Gilbank was courted by CBC producers to appear on Dragon’s Den several months ago.

The producers allegedly gave Gilbank the impression that appearing on the show

would give her an opportunity to grow her business given that one “Dragon” was none other than Jim Treliving, a major investor in the Mr. Lube chain.

At the TV taping, Gilbank walked on set and began her pitch by saying, “We’re looking especially at you, Jim!” But things didn’t go quite as planned.

Treliving excused himself from the discussion, hinting a lawsuit might be in the works over the Ms Lube moniker.

Gilbank was subsequently grilled by the other panel members; Kevin O’Leary noted there was a good chance Mr. Lube would be coming after her.

Nothing happened for months after the taping, but once the episode aired, Gilbank received a cease and desist order.

According to Mr. Lube, the name of Gilbank’s company is contentious. The accusation is that Ms Lube sounds like a daughter company of Mr. Lube.

Georgia Dahle, who handles media relations for the Delta, B.C.-based Mr.

Give me a brake!

“With the winter road open to the communities in the north, we get to see some interesting ‘fixes’,” writes Al Longtin of Two Bay Enterprises in Moosonee, Ont.“This 1996 Ford Explorer came in for a transmission change, but we noticed it had no rear brakes as well.

Fixes like this don’t surprise us anymore, but we thought the use of electrical box clamps was interesting. Apparently they aren’t worried about having no brakes, which isn’t uncommon up here.”

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

MAY 2010

Lube, says since the names sound so alike, consumers might not realize the companies are completely unrelated.

“The name ‘Ms Lube’ is in front of the courts now,” says Dahle, who anticipates a judge will decide in Mr. Lube’s favour.

However, given this story has overtones of David versus Goliath (Ms Lube is one small shop whereas there are more than 100 Mr. Lubes in seven provinces), will Mr. Lube come out the loser in the court of public opinion?

For her part, Dahle says she hopes consumers “understand that a brand is important” to a company. She was unable to say if there is any quantifiable evidence Ms Lube has tangibly affected Mr. Lube, although she alluded to the possibility.

Gilbank declined to comment, although one can’t imagine this feisty operator is going down without a fight.

Stay tuned.

CANADIAN TECHNICIAN 12

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Now, We Do It All!

ValvolineÂŽ now offers a full line of Valvoline Professional Series automotive service chemicals. With Valvoline Professional Series, you get a comprehensive line of professional-grade products, services and solutions all backed by industry leading marketing programs.

Valvoline Professional Series delivers maximum value to consumers and helps grow your bottom line. Š, 2010, Ashland Canada Corp.

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Supplier News

OUT & ABOUT

Rotary Lift to Give Away 50,000th SmartLift

Average cost of repair work less than $900 per year during the past decade

Rotary Lift has announced a campaign to celebrate the 15th anniversary and the 50,000th SmartLift – equipment Rotary hails as “the original environmentally-friendly in-ground lift.”

As part of the company’s Proven 15/50 campaign, Rotary Lift is giving away its 50,000th SmartLift unit. Enter online at www.rotarylift.com/SLgiveaway.aspx until Dec. 31, 2010. Prior to Rotary Lift’s introduction of the SmartLift, in-ground lifts carried the risk of leaking hydraulic fluid underground. Rotary says it has addressed this concern by enclosing all of the SmartLift’s underground components in a polymer composite housing made from recycled materials. The containment unit protects the environment from any potential leaks while protecting the lift itself from corrosion and electrolysis.

Wakefield Canada purchases BP Lubricants facility

Bob MacDonald (left) of Wakefield Canada and Rafa Vecchio of BP Lubricants.

Wakefield Canada Inc. has signed an agreement with BP Lubricants USA Inc. to purchase the Castrol Canada blending and packaging plant located in Toronto. Under the terms of the agreement, Wakefield will assume ownership of the plant as well as the manufacturing responsibility for the plant, blending and packaging most Castrol products for the Canadian marketplace.

Wakefield will continue to have exclusivity with respect to the sales, marketing and distribution of Castrol consumer and commercial lubricants in Canada.

Valvoline and Cummins Filtration form alliance Ashland Consumer Markets (Valvoline) and Cummins Filtration have announced a new alliance to package, market and distribute Diesel Exhaust Fluid (DEF) in North America. Diesel Exhaust Fluid is required for Selective Catalytic Reduction (SCR) systems used to meet U.S. Environmental Protection Agency (EPA) diesel engine emissions regulations introduced in 2010.

Fleetguard-Valvoline Air Shield DEF will be offered through the Cummins and Valvoline distribution channels in Canada and the U.S. beginning this month.

Consultant says consumers are continuing to ignore “billions of dollars” in necessary repair work.

D

uring the course of the past decade, the automotive aftermarket was “very friendly” – to consumers, that is.

At least that’s the contention of automotive analyst Dennis DesRosiers, who recently released a report that examines repair data from the past 10 years.

DesRosiers notes the weighted average cost of repair work in 2000 was $812 per vehicle, only increasing to $867 per vehicle in 2009.

“Some of this is because of better-built vehicles requiring less repairs; some of it is because of intense competition in the [aftermarket] sector keeping costs down; and some of it is because of lean consumers,” who just want to have “certain work done” on their vehicles, he says.

“If consumers actually had all the work on their vehicles that needed to be done, they would be spending billions more,”

notes DesRosiers.

The Richmond Hill, Ont.-based consultant notes the “prime” aftermarket repair years for a vehicle are also being “pushedout.”

At the beginning of the last decade, the “prime” repair model years would tend to be in the 6-12-year-old category. But by the end of the decade, the prime repair model years were 8-15 years old.

DesRosiers expects this number to increase even further as the current decade progresses. He notes that more than 66% of light trucks and about 50% of passenger cars bought 15 years ago are still on the road today.

“This means there’s a huge portion of vehicles that will be on the road in the 20to 25-year-old range,” he says. “These vehicles will need repairs and [will] represent the fastest-growing element for the automotive aftermarket.”

RIDES

Reader

Now that’s a sunroof!

Gary Luck of Homestead Automotive in Mount Hope, Ont. just had to take a picture of this crazy Cadillac (which, let it be known, definitely doesn’t belong to Gary.)

Gary spotted the vintage Caddy in a Florida underground parking garage and was curious as to why it had a sheet of plywood mounted to the roof with metal brackets.

What’s more, Gary noticed the plywood stuck out from the windshield by about 18 inches. His first guess was the plywood served as a roof rack to transport a boat.

However, Gary happened to bump into the owner of the Caddy who explained all.

Apparently, the Cadillac owner is very sensitive to the sun, so he installed the plywood to serve as a supersized sun visor.

“In Canada, you wouldn’t get two blocks before you were pulled over,” says Gary.“I was puzzled why a person with [a sun-sensitivity] condition would choose to live in such a sunny environment.”

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! Send a pic of your ride to david@canadiantechnician.ca.

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MAY 2010

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35 25

$

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UP TO

UP TO

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PLUS

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Getting back in the game isn’t easy. But you really don’t have a choice: it’s either adapt or perish.

By Bob Greenwood

HOW TO FIX an unprofitable shop

D

id the above headline get your attention? I sure hope so. Indeed, if you’re still reading this column, then you’re either: A loyal subscriber who’s open-minded when it comes to changing the status quo (and for that, I thank you sincerely for your support); or Perhaps you’re really feeling the financial pinch and you’re desperate for a quick fix?

In any event, I have both good news and bad news to report. The good news: there are remedies for struggling shops. The bad news: this business is very complex and the quick fixes of yester-year are gone forever.

To begin with – and I must state this as bluntly as possible – if you’re not prepared to take the time to learn and understand how the numbers of your business work, it’s perhaps best to get out of this business. You must understand what those numbers are telling you and you must practice daily and weekly business rituals to move the business forward.

I don’t revel in taking a position of “change or leave” given there are so many good people in this industry. But too many folks are all too keen on becoming technicians, but in reality, have no interest (or could care less) how the numbers work in their shop to run a business. I’ve personally witnessed too many families and friendships destroyed financially over this attitude.

First: If the business is “dead” – meaning nobody’s coming into the shop – take a few days off and go through the entire database of the shop. This will be time well spent. When was the client last in?

What work was previously declined? What services should the vehicle receive at this interval of time based on the history of the vehicle and how it’s being driven?

As well, review Identifix to see what needs to be caught up in preventative maintenance. Document what needs to be 16 CANADIAN TECHNICIAN

done and then phone the client to discuss.

Let the client know you can get him a.s.a.p. or at his convenience. Management’s number one job is to build relationships with clients. As such, management must take the time to discuss all things with them completely. Simply put, this is your professional responsibility.

Second: Calculate the average billed hours per invoice in the shop. Refer to my article in December 2009 issue of Canadian Technician. If you’re below 2.0 hours (you should be averaging 2.5 for basic consumer work) then the front counter is not billing correctly for two reasons: either the service advisor isn’t discussing complete preventative maintenance of the vehicle with the customer and only doing what the customer requests. Or not enough time is being recorded by the technicians in the back because they’re not using the time clocks properly.

It is management’s job to slow the processes down in the bays and at the front counter to ensure each vehicle is being fully and properly inspected and then properly discussed with the client.

The automotive aftermarket is now a knowledge-based business; as such, the shop is being “hired” by the client to inform him as to what should be done.

Third: Have a complete staff meeting as to the necessity of the shop to work as a team on behalf of the client. This means if certain technicians have some skills or knowledge of how to complete things properly but faster then that knowledge should be shared throughout the shop.

Tell the staff the current status of the average billed hours in the shop and the importance of that number when it comes to serving the client completely and professionally. Every Monday morning, inform the entire staff about the previous week’s average billed hours per invoice.

Keep a whiteboard in the back with a graph showing the progress of billed hours for the month.

Complete vehicle inspection documentation, proper time recording, clear communication with the front counter and the service advisor having detailed discussions with clients are crucial if you want to see consistent results.

Fourth: Book yourself into a full shop business management class even if you have to fly somewhere to get into one. Do not use the excuse you can’t afford it or don’t have time. If you want to stay in business, you can not afford not to. Make sure the class comes with a money back guarantee so you know your time will not be wasted. Stop procrastinating on this issue; management procrastination is killing the business and creating huge amounts of stress. It’s time to get on with managing the business properly in order to make the business profitable for not only today but for years to come.

When a shop owner really puts in the concerted effort to concentrate on the above mentioned issues, the results will far exceed the time spent shopping for pricing on parts. Commodity pricing will not save the business, but increased shop productivity will change your life.

Take control of your shop’s purpose for being in business and focus on the processes that will allow the shop to be one of the most outstanding ones in your community. If you do this today, you will reap the benefits tomorrow.

Bob Greenwood AAM is founder and president of Automotive Aftermarket E-Learning Centre www.aaec.ca.

You can reach him by phone (800) 267-5497; fax (905) 331-6180

greenwood@aaec.ca.

MAY 2010

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MANAGEMENT

S.O.S. Keeping Employees Happy 101

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.

Craving a harmonious work environment? Don’t make the big mistake of treating your customers like gold and your employees like dirt.

discilly lack at I rea h t e z ore i m l now rea n being orking o done – I w f n f e u e t d that b s e n getting er, I’ve lly lear ly: f. Howev ation on e painfu e m v i r ’ r o I g f Dear Kel , it n , e d i e m n r o u reat ed me s ome gro hat’s mo or the g has caus gained s kills. W s t e a v p h ’ Thanks f i t I h s d e r n l a e. Whi er leade my life, sacrific ing bett pline in asure of d embrac e n m a a d e ome. t n h u i cipl y or witho amily at self-dis hop happ nor my f e easily m k o r c o w t ’ at the s t n a s e e n m o o a d y e r t e oe g e v chan keep e d by my f the p unnotice rying to e some o t s e a n e s o l i g p w t o o ’ t n hasn time g able for some out bein ghts? aying ab ering me s h t d o l b o n Any thou t e a e he time. that’s b ed of th t d n e f i u o m s e s l r i l ’m One eople a basis. I of the p sistent not all t u on a con b , e m i of the t ple some –Erol

Dear Erol: Glad to hear you found the information I sent your way helpful. I’m still learning and developing in this area as well. I wish I could just go on eBay and bid on a can of discipline – ha. But I guess that would work as well as paying someone to workout for you and expecting to benefit from that person’s exercise routine.

At our last management group, held off-site, the topic was employee management. The shop we visited had a sign in the staff room that stated: “The beatings will continue until morale improves.” It was a humorous sign to be sure, but it’s 18 CANADIAN TECHNICIAN

worth noting there was a lot of positive reinforcement signage as well.

At another shop last week, I saw a sign on the back of an employee restroom stating: “Customers… the most important people that walk through our doors.”

Another sign stated: “Customers are the reason I come to work and get a pay cheque.” OK… I get the idea, but I felt as though these messages were a bit demeaning to the staff.

Don’t get me wrong – customers are incredibly important. They visit a business to have their needs met and we are meant to serve them. But I’ve seen far too

many businesses over the years focus too much on CSI (Customers Satisfaction Index) yet ignore the ESI (Employee Satisfaction Index). Companies like Starbucks and Southwest Airlines have figured out how to strike a balance between the CSI and the ESI. Put another way, treating customers like gold and employees like dirt doesn’t work.

Indeed, consider these anecdotes: 1. One shop was concerned about how hot the bays were getting during the summer months. To remedy this situation, MAY 2010

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Larry Dickison

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“Involving the employees’ families is a brilliant strategy as family members actually become fans of the business.”

management increased their shop supplies and environmental fees by 1% of sales for a period of time. When they had enough money saved, an air conditioner was installed.

Another shop purchased water polar cooler fan units which brought down the temperature significantly. The shop then came up with an even cooler idea (pun intended) to cool down even more: an ice cream machine was obtained via Craigslist (it was being sold by a local restaurant going out of business.) Filling the unit with water and ice, the temperature was further reduced.

Another shop bought an ice cream machine with lots of flavourings for the employees to use to cool down during breaks. Yet another shop kept the freezer stocked with various ice cream treats to help with the cooling-down process.

The employees were thrilled to have a better work environment.

One of our members who had sustained brain trauma injury from a serious automobile accident had spent quite a bit of time researching how the brain functions. He learned that even a healthy brain can operate as low as 30% capacity when it becomes dehydrated. He purchased a large chest-type beverage cooler, which he now keeps amply stocked with bottled water and Gatorade. Keeping everyone hydrated pays off in production and employee morale. And implementing such measures is proof positive that management actually cares about the employees.

MAY 2010

Another shop sets goals each month for sales, gross profit percentage, hoursper-work-order and/or effective labour rate. The shop also organizes an event that serves as the reward for hitting those specific targets. The prizes are all teambased rewards. Some of the events have included a day at the fair with everyone’s family members attending; go-karting/laser tag for all staff; trips to sporting events, and dinner theatres for the employees and their spouses.

Involving the employees’ families is a brilliant strategy as family members actually become fans of the business. One employee told me there was no way he could ever leave the shop – his family would never allow it thanks to the royal treatment everyone experienced.

Another shop provides every employee with a day off on their birthday (if the birthday falls on a day when the shop is closed, the employee can choose another date.) At our shop, we have two days a year in which we plan dinner for all of the staff and their employees at our shop after we close. We arrange to pick up employees’ family members if they need rides and I do the barbequing. We buy good quality steaks with all the trimmings.

I hire my son and his band to play music.

At the end of the night we give away prizes in random draws. We made sure we had a prize for everyone, and every time a winner’s name was drawn, that person got to choose their prize; that way, nobody was stuck with a gift they didn’t want.

We also have a “wheel of fortune” in the lunchroom. We asked the employees at one of our team meetings to make a list of $25 gift ideas. They created four cards to place on the wheel of fortune, typically gift certificates for magazine, sportswear, clothing, etc. Each week, we set up a contest and the winner got to spin the wheel of fortune to win a prize. The categories included biggest invoice of the week, highest CSI rating, the person voted the most helpful in assisting another technician that week, the best documentation on a work order, etc. We’d change it up every week to keep it interesting.

The key isn’t about doing all of these things. Rather, each shop has its own culture and personality types. It just takes a little creativity to see what works for you.

The bottom line is that we can greatly bolster our chances of satisfying our customers if we’re able to better satisfy the people we’ve hired to serve our customers. I have seen firsthand how employees will treat customers like gold if we treat them like gold.

Well, Erol, it’s vacation time, and I’m off to enjoy a little spring break R&R as I do every year. This year, we’re heading out to a quiet cottage on the coast with the whole family. And I’ve laid down the law: there will be no cell phones, videogames or TV allowed. I’m just trying to figure out where I can hide my Crackberry.

As always, Erol, I’m only an email away (except for the next two weeks.)

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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Making sense of sensors and modules

By Jeff Taylor

Sure you can diagnose a water-corroded SJB (Smart Junction Box) on a Ford Freestar... but can you set it up?

I

was recently given what I thought was a simple task: diagnose a power window problem on a 2002 GMC Envoy. At first glance, it seemed like a pretty straightforward job. But after finding the problem, the fix wasn’t so straightforward for the average shop after all.

Here’s what happened: After pulling the truck into my service bay, I verified the problem. The power windows didn’t work just as the customer had stated. I did some routine basic checks of the fuses and a visual inspection of the harness. No problems were discovered. After a quick review of the wiring diagrams, I realized there could be a problem with the DDM. (DDM is short-form for “driver’s door module.”) After seeing the word “module” I started to think about using a scanner. I’m fortunate enough to have the proper GM Tech 2, which has served as the factory scan tool for quite some time.

However, after hooking it up and getting to the DDM, I found no trouble codes to aid me in my diagnosis. I was also unable to make the windows work using the scanner’s bidirectional controls and once again found myself looking at the wiring diagrams. What was I missing – power or ground control?

I pulled the switch out of the door panel and performed more checks. The power circuit was fine, the ground circuit was fine and I could see on the scanner that the DDM was getting the command MAY 2010

A body control module on a ‘98-03 GM pickup.

from the switch to open the windows. I came to the conclusion that the DDM (the switch assembly, that is) must be internally defective.

A quick call to the customer and the repair was authorized and parts were ordered. The DDM showed up later in the day. I was busy on another project, so the repair order was handed off to one of our junior techs for replacement. Naturally, I felt I had diagnosed the problem properly and I was confident that I had ordered the correct part and the required repair would boil down to a routine replacement.

Off the car went to another service bay where our junior tech replaced the switch. When it didn’t work, I was pulled aside and told that I had “misdiagnosed” the problem. I asked if the proper procedure for the DDM replacement had been followed, and was assured that it had been.

At this point, I asked the junior tech to tell me what the procedure was and he told me he had simply popped out the switch and popped in a new one. He also cleaned up the door panel, but the win-

dows still didn’t work, and by this point, the power door locks weren’t working either. I reckoned there must be a wiring problem in the door that I had missed.

Still, I was confident in my initial diagnosis and was sure that there were no problems with the wiring in the door. The problem was this: the DDM replacement procedure had not been followed. The replacement procedure had not even been looked up using our information system, for if it had the following would’ve been noted: “The DDM/PDM must be programmed with the proper RPO configurations. The DDM/PDM stores the information regarding the vehicle options. If the DDM/PDM is not properly configured with the correct RPO codes the DDM/PDM will not control the features properly.”

The new module – in this case, the DDM – needed to be programmed (or as we say in the industry, “flashed.”) It is supplied blank; it has no idea what vehicle it’s in or what it has to do until we tell it. I was aware that some modules come blank and I’ve installed many PCMs/ECMs over the years and had to flash the info onto them before they would work. But a window switch?

The simple answer is: Yes! I had to flash the DDM. I have the factory tool and access to the factory information that was needed to get the program. I logged onto continued on page 24 CANADIAN TECHNICIAN 21

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the GM website, hooked up the scanner, typed-in the required information, downloaded the information onto the new DDM and presto – the windows worked just fine.

This procedure also fixed the power door locks and the power mirrors (no one had noticed these parts weren’t working either.) The vehicle was repaired, the windows worked, the bill was paid and everyone was happy.

But what if you didn’t have the factory tool or a good information system that told you the module had to be programmed? You probably would’ve sent the switch (DDM) back, thinking the part was a dud and requesting another one only to encounter the same result (parts folks says this happens all the time.)

Module replacement is becoming the norm; the window switch is just an example. The number of different modules in the modern vehicle is increasing all the time, and it’s not going to stop. Modules control comfort, safety, engine management, brakes, steering, wipers – you name it. And I’m sure that some manufacturer has a module controlling it. Most of the modules are now linked to one and other using any of the number of communication systems that are now available. CAN (Controller Area Network) networking has increased the speed of communication and that will lead to the modules making better and faster decisions with more information.

The problem for the average technician and shop owner now is not the diagnostics or the actual repair/module replacement, but the programming and initialization of these new parts. PCM and TCM modules have been taken care of with the full implementation of the J2534 protocol, and we now have the ability to program them.

But what about the other modules?

We’ve all experienced the replacement of a part only to find that a warning light is still on and we have no way of turning it out. You now need to know what you can and can’t repair before you even start the task. Sure you can diagnose a water-corroded SJB (Smart Junction Box) on a Ford Freestar – but can you set it up? Can you tell the SJB that the vehicle has DRL? Or if you’re installing a new SIR 24 CANADIAN TECHNICIAN

10:13 AM

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GM body computer.

(Supplementary Inflatable Restraint) module in a Honda do you have the ability to write the vehicle’s serial number so it knows it’s part of that vehicle’s airbag/seatbelt system?

These are just two examples of module setup or programming that might have to be performed after a repair. Are you equipped for these steps? The answer might be yes – but not without a huge

GM engine control module.

investment in tools, software, and possibly a high-speed Internet connection to the factory computer. And access to the factory computer for the proper programming/initialization information usually isn’t free (although access to Hyundai and Kia information is indeed free of charge.)

Still, the access and availability to the needed tools and information has been a problem for some time. Toyota has taken a bold step forward by offering Techstream Lite – an inexpensive factory scan tool that is PC-based and costs less than $600 (a special cable and an old laptop will work just fine.)

A shop has to subscribe to Toyota’s information service, and a tech will receive just about everything a Toyota

tech gets (although security and key-coding isn’t available yet). The service isn’t that expensive (US$55/two days) and if you set it up so that you have two or three vehicles at the same time it can make it more cost-effective. (I hope other manufactures will follow Toyota’s lead in this regard.)

GM is also trending this way with its new PC-based GDS (Global Diagnostic System). Meanwhile, Vag-Com is a PCbased software solution that has been available for quite some time and it allows for the coding (VW’s term for initializing/programming) of most modules in the VW/Audi family.

The scan tool manufacture aren’t going to be all that happy about the approach of basing a scan tool on a PC, but it’s well under way. Remember the implementation of J2534 was to allow the programming modules, but the initial protocol was only for the engine and transmission modules. SAE is currently working with the manufacturer to come up with and use the J2534-2 protocol for the programming of other modules, and some manufacturers such as GM are using it. While this allows many modules to be programmed, do take note: it doesn’t always allow the entire setup procedure to be completed.

Manufactures are looking to cut costs any way possible and one way is to make fewer parts work in more applications.

Manufacturers can do this by standardizing the modules/switches and control units and writing different software for each application. Software is cheaper than engineering different parts for each function, so the number of parts decreases but the job of the repair technician gets somewhat more complicated.

Now, more than ever, we need to have access to the correct tools, proper up-todate information systems and access to the manufacturers’ data so that we can properly repair the customer’s vehicles.

The dealers have had this advantage for some time, but with the PC-based software scanner solutions that are becoming available, maybe it’s going to finally get a bit easier for all of us employed in this ever-evolving business.

Jeff Taylor is a technician at Eccles Auto Service in Dundas, Ont. MAY 2010

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Sweating the small stuff

Make no mistake: in business, the little things count.

Here are 8 tips for making your shop tops. By Farrah Cole

I

wanted to turn around as soon as I stepped inside the auto shop’s waiting area. Two black chairs sat side-by-side, identical save for the fact that one was bereft of a backrest. A stack of forgotten paperwork and a collection of unwashed coffee mugs sat on the desk. A table sported a collection of magazines from yesterdecade, heavily marked with oily fingerprints and various unknown stains. In the corner was a plant, or rather, the corpse of a plant hanging over the side of the pot.

So far, so bad.

“Otto” (not his real name) offered me a cup of ebonyhued liquid he referred to as “coffee.”

I politely declined, and hesitantly sat down on the chair… the one that was still in one piece.

I rummaged through my bag for reading material that had been published within the last calendar year. Ten minutes later, I had to use the bathroom. I went into the garage.

“Can I…?” I gestured to the dark bathroom at the side.

Otto nodded his consent. I kind of wish he hadn’t.

I ventured into the bathroom and shut the door after turning on the dim light. I went to lock the door, but due to the romantic ambient lighting, there was no lock to be found. But that was the least of my worries: Are you kidding me? I thought to myself incredulously. No toilet seat!?

Somewhat slightly miffed, I “hovered” above the porcelain. After taking care of business, I washed my hands. I gazed in the mirror; I looked as pissed-off as I felt.

What’s more, I made a vow: “I’m never 26 CANADIAN TECHNICIAN

coming here again”, I mumbled as I dried my hands with toilet paper thanks to the absence of proper hand towels.

Suffice to say, a negative first impression is hard to overcome – especially when it pertains to a business relationship. Dr. Ann Demarais, co-author of First Impressions: What You Don’t Know About How Others See You, is an expert at coaching businesses on how to create a great first impression.

The good news is doing quality work on a car will get you repeat business, but the bad news is you won’t get near an owner’s car if they don’t get a good vibe from you or your shop right off the bat. Here are some tips to make sure your shop conveys the right impression every time.

Cleanliness will never fall out of fashion. There are simple ways to keep your garage looking tidy, especially when the shop isn’t busy. This could mean anything from labeling the shelves for parts to making sure the office paperwork is filed away. Believe it or not, customers do take notice if an area isn’t tidy.

“If you look like you’re together, that you have things organized and clean and neat, that conveys a sense of being on top of things,” says Demarais.

1.

Harness the power of the Internet.

While it may sometimes seem like a waste of cyberspace, having a website can attract people who have recently moved into the area who aren’t willing (or can’t) go to their old shop. Creating a group page on a social networking site like Facebook helps keep customers informed and is an easy way for them to refer their friends or family to your shop. Having a business email also provides customers with an alternate way to contact you with questions about services or pricing.

2.

“If you’re running an automotive business, you want people to feel that they can trust you,” she says. “A core thing a customer wants is [a technician who is] competent and trustworthy.”

She adds it’s important for a customer to get a positive impression as soon as they walk in.

“Even before you open your mouth and meet the person, they’re going to make some assumptions based on the way you’ve arranged your physical space,” says Demarais. “It’s going to tell a story about you and your business without any words at all.”

Have an appropriate waiting area.

Repairs can take 10 minutes or a few hours. Be prepared by leaving a small stack of recent (i.e., less than a year old)

3.

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magazines on an end table.

“You want to look like you’re organized and able to address customers’ concerns without it being lost in chaos,” says Demarais.

Also, larger stores offer beverages to their customers while they’re waiting. Try to keep a supply of coffee and bottled water for those who might get thirsty.

“Please” & “thank you”/“hello” & “goodbye.” This might seem pretty basic, but customers get pretty irritated at only being spoken to when a technician is a) asking what services you need; b) telling a customer are needed to be done; and c) asking how they want to pay.

Being the first to say hello is important, especially if it’s someone you don’t recognize. How you greet them will likely be the deciding factor in how many services you can up-sell them on.

4.

Bathrooms are for customers, too.

We’ve all been to public restrooms that almost resemble something right out of a Saw movie. The bathroom in your shop should be somewhere between what you have at home and what you would expect at a public restroom in a restaurant. Make sure the essential supplies are well-stocked; try to avoid the loo as a makeshift storage area; and keep it clean.

And don’t forget to replace missing toilet seats as soon as possible.

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Your appearance does matter.

Whether we like it or not, we all make snap judgments based on how people look.

“When you show up for a meeting, people are going to make assumptions about you based on the way you’re dressed, your hygiene and your style,” says Demarais.

An auto shop may not the board room, but making sure your staff is dressed for

your shop’s success is essential. Avoid wearing shirts with offensive logos or slogans, especially if staff wears their coveralls unbuttoned.

REVENU REVENUE UE B UILDER R BUILDER

REVE REVENUE ENUE U SA AV VER SAVER

8.

Farrah Cole is a third year student in the journalism program at Centennial College in Toronto.

She is completing her 15-week internship with Newcom Business Media.

5.

Speak their language. There’s nothing more frustrating to a customer and a technician than miscommunication. That being said, there’s a fine line between using a lot of jargon and talking to a customer like he/she’s an idiot. Be very clear with what you’re saying and double-check with a customer so they understand what services you will be carrying out.

6.

Have your employees follow the same code of conduct. The saying about one bad apple spoiling the entire bushel couldn’t be truer when it comes to business. It just takes surly staff member to ruin or injure a longtime customer relationship.

Be clear with your staff what your expectations are when it comes to reasonable customer conduct. Also, any issues that have to be addressed about customer service should be addressed in private.

7.

MAY 2010

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HEAVY LIFTING

In the market for a new two-post lift?

Make sure you do your homework first.

T

he number of lifts now on the market is almost as diverse as the types of vehicles being hoisted aloft. Indeed, lifts run the gamut – from two-post and four-post to mid-rise, low-rise, parallelogram and scissors. The selection can be downright baffling for the shop owner in the market for such heavy-duty equipment.

It would be impossible to cover every lift in this space. Thus, our focus will be confined to the most popular lift category: the two-post, above-ground lift in the 9,000-lb. to 20,000-lb. capacity range.

(According to the Automotive Lift Institute, these lifts account for about two-thirds of all lifts sold in North America.)

“A vehicle lift is the centrepiece of most service and repair bays,” notes John Rylee, director of marketing for Rotary Lift. “As an integral part of vehicle maintenance and repair tasks, it is used more times every day than just about any other piece of shop equipment. Perhaps because of this universality, there is a general perception that all lifts are pretty much the same, differentiated only by price – but the lift-buying process is about much more than buying steel.”

Indeed. Thus, without further ado, here’s what you need to know when shopping for a lift:

Safety When engaged in heavy lifting, safety is always paramount – after all, technicians are working underneath lifts all day long.

MAY 2010

Steve Perlstein, sales and marketing manager for Mohawk Lifts, notes it’s important to understand that two-post, side-by-side frame contact lifts are made to equally raise vehicles with the vehicle’s weight evenly distributed upon the four lifting arms. “Evenly” being the key word.

“A 9,000-lb. truck will frequently overload a 10,000-lb. capacity lift,” notes Perlstein. “Some 9,000-lb. trucks have a 2,500-lb. front axle with a 6,500-lb. rear axle. Considering the maximum load per arm on a 9,000-lb. lift is 2,250 lbs., loading

such a vehicle on arms made for a 2,250lb. maximum capacity isn’t safe.”

Overloading is also abusive to the lift, and might cause the arms to sag and possibly lead to premature wear.

Perlstein says a lift needed to hoist an 11,000-14,000-lb. Super Duty truck “is probably a 15,000-20,000-lb. capacity lift.”

Another key safety consideration: the mechanical locks.

When looking at lifts, inquire how high the lift rises before the safety locks start engaging. Do the locks start kicking in right away? Is it a multiple position lock?

Or do the locks start only after the lift is halfway up?

Perlstein notes it’s important to verify the lift you’re using has mechanical locks engaging all the time rather than a lift with locks that don’t start engaging until a height of 20”or 36” is attained.

As well, David Facciol, VP of operations with ADG Forward Canada, notes it’s seldom a good idea to buy a used lift for safety reasons.

“Used lifts aren’t really a deal,” he says.

“We’ve seen used lifts with frayed cables, worn pads… you just don’t know what you’re getting sometimes.”

Hydraulic Safeties To meet current standards for lifts, a hydraulic safety must be built into the lift in the event of failure. With some brands of lifts, these safeties will stop the lift in the event of a failure. Others will only slow the descent of a lift in the event the mechanical locks aren’t operational.

CANADIAN TECHNICIAN 29

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Column Construction Mohawk’s Perlstein notes the design and construction of the lift column has as much to do with lift safety as the mechanical and hydraulic locks. Columns come in many shapes, thicknesses, widths and sizes. Some columns are made of 1” steel while some only use 3/16”. Some lifts have a 48” base across the floor, while some have a 12” wide base. Finally some lifts are 24” wide, while some may only be 8”.

Note that a heavier-built lift with a wider column and larger contact across the floor offers greater stability – especially when loaded near capacity or when beating out a ball joint.

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ger cars. But at the same time, adaptors are required for trucks (to enable the arms to reach around tool boxes and gas tanks to make frame contact.) The fastest of these three pads is the quick connect stack pad, as it saves time over the screw pad and offers a larger lifting area for frame contact.

A key consideration when considering a new two-post lift is the types of vehicles

you typically work on.

“The lift arms and adapters you choose must be able to properly reach the manufacturer’s recommended pick-up points on all of these vehicles,” notes Rylee. “Ask your lift supplier to show you arm sweep diagrams illustrating the pick-up point coverage for various lifts and arm types under consideration. This becomes especially important if you service cars with

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Carriage Construction and Design Carriages hold the swing arms in the columns and move up and down with the lift. Like the columns, some are built heavier than others. Some carriages are built short and solid, riding up and down on self-lubricating, steel ball bearing rollers. Others carriages are long with the idea of spreading the vehicle’s weight across the column length. These carriages don’t ride on roller bearings, but slide on UHMW polyurethane slide blocks.

Look at how the carriage secures the arm as certain designs deliver much less arm flex and more rigidity depending on design.

“A lift that is properly matched to its application can enhance technician productivity for increased profitability,” notes Rotary’s Rylee. “A well-made lift can provide this enhanced productivity for years without costly downtime. On the other hand, a lift that cannot properly lift the vehicles being serviced, that hampers technician productivity or that is down for frequent repairs can cost a shop much more than its purchase price over its lifetime.”

Swing Arms Swing arms come with three different ends to them: a flip-up pad; a screw adjustment pad; and a stacking pad.

Given the wide range of vehicles that need to be lifted, it’s critical that the swing arms are able to service all passenger cars and trucks. That means the arms must be low enough for the lowest-riding passenMAY 2010

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low profiles, short wheelbases or wide track widths.”

Seal of Approval Alan Vigneux, president of ADG Forward Canada, notes that it’s important for lift buyers to look for the gold-hued “ALI Certified/ETL Listed” sticker on lifts. If that sticker is AWOL, there’s no guarantee the lift meets the performance/safety standards of the Automotive Lift Institute.

As well, ALI certification requires that complete instructions, manuals and safety documents must be included with the lift.

Different lifts have different warranties.

What’s covered? What’s not? Who services the warranty? Is there a local service rep, or will you need to do the warranty work yourself?

Warranty Different lifts have different warranties.

What’s covered? What’s not? Who services the warranty? Is there a local service rep, or will you need to do the warranty work yourself?

“A warranty can range from two years to 25 years, but make sure you know exactly what’s covered during the warranty period,” notes Mohawk’s Perlstein.

ADG’s Vigneux agrees. “Warranties are all over the place, and you have to ask, ‘If I need replacement parts, where do I get them?’” he says.

Vigneux notes the Forward Lift DP10 features a three-year parts warranty and a one-year labour warranty, although a fiveyear extended warranty is also offered.

Bottom line: choosing the right lift for your shop requires some research. A good first step: talk to the users of the brands you’re considering. After all, investing in a quality lift is important given that such equipment is critical to your shop’s reputation and your employees’ safety.

MAY 2010

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All lift inspectors are NOT created equal Considering that the safety and productivity of your shop’s technicians ride on your lifts, you want only a qualified lift inspector to make sure your equipment is functioning properly. But how do you know if you’re getting Sherlock Holmes rather than Inspector Clouseau?

Rotary Lift notes that many provincial regulations require vehicle lifts to be professionally inspected by “qualified lift inspectors” at least once a year. However, there are no official lift inspection licensing or certification programs in Canada.

Some guidance is provided by the ANSI standard covering vehicle lift operation, maintenance and inspection, ANSI/ALI ALOIM-2008, which is incorporated into several of the regulations.

The Automotive Lift Institute recommends contacting the lift manufacturer to find a qualified lift inspector.

At a minimum, in order to be considered qualified under the ANSI lift inspection standard, a lift inspector must meet the following requirements: 1. Knowledge of personal safety practices necessary to perform routine and periodic inspections of existing equipment.

2. Familiarity with industry terminology, including the terms defined and used in the ANSI/ALI ALCTV lift safety standards.

3. The ability to read and understand equipment manuals, drawings and parts lists.

4. Knowledge of the purpose and function of all components, devices and accessories commonly employed on automotive lifts.

5. Working knowledge of electrical and electronic control circuit principles as applied to the operation of pumps, motors, valves and switches.

6. Working knowledge of mechanical principles as applied to structures, machines, mechanisms and the effects of traction on wire ropes, chains and sheaves.

7. Working knowledge of hydraulic principles as applied to the operation of valves, pumps, cylinders and piping.

8. Working knowledge of pneumatic principles as applied to the operation of valves, compressors, cylinders, pressure vessels, air-bags, bellows and piping.

CANADIAN TECHNICIAN 33

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BRINGING US TOGETHER

Muscular Dystrophy Canada Ambassador Danielle Peers Carries Olympic Torch Edmonton, AB - Muscular Dystrophy Canada Ambassador and Paralympics’ bronze medalist Danielle Peers wheeled the Olympic Torch through Edmonton streets on Wednesday, January 13, 2010. Danielle used a wheelchair equipped with winter tires and a specially designed torch holder to make the 400-metre trek down Groat Road.

The Olympics can bring together nations. Each year for the last 36, generous individuals, volunteers and member companies from the Automotive Aftermarket community have also been coming together in support of a great cause - Muscular Dystrophy Canada. This year, won't you consider making a difference in the lives of those affected by neuromuscular disorders?

Mark your calendars for the 37th Annual Golf Tournament on June 10th with all proceeds to Muscular Dystrophy Canada.

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e-mail: 1. This location is a (check one only): A. ❑ General service and repair shop B. ❑ Specialized service and repair shop C. ❑ Service station with repair facilities D. ❑ Automotive rebuilder E. ❑ New car/truck dealer F. ❑ Body shop with repair facilities G. ❑ Fleet owner with repair facilities H. ❑ Other (specify): ________________________ 2. I am provincially licensed to repair vehicles: ❑ Yes ❑ No

3. I specify, select, approve or influence/recommend the purchase of automotive replacement parts, tools, or equipment (check all that apply): ❑ Specify ❑ Select ❑ Approve ❑ Influence or recommend ❑ None of the above 4. The type of work we do here includes (check all that apply): 1. ❑ Oil / filter / lube service 2. ❑ Battery sales / service 3. ❑ Brake service 4. ❑ Engine repair / overhaul 5. ❑ Engine performance / emissions / tune-up

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Electrical service - chassis Electrical service - engine Exhaust / muffler / catalytic converter Shock / strut service Steering / suspension service Wheel alignment / wheel service Transmission / transaxle service or overhaul (automatic) 13. ❑ Transmission / transaxle service or overhaul (manual) 14. ❑ AC service 15. ❑ Cooling system / radiator service 16. ❑ Emission control service 17. ❑ Clutch service 18. ❑ Fuel injection service 19. ❑ Diesel engine service 20. ❑ Tire sales / service

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What would you like to see more of in Canadian Technician?

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Snowmobile Belts The only snowmobile belt with CARBON FIBRE REINFORCEMENT for MAXIMUM PERFORMANCE and MINIMUM BELT WEAR

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Congratulations to Alan Elliott of Elliott’s Service Station in Shelburne, Ont. for solving our February 2010 puzzle.

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DeLorean design feature (8,5) Items listed on window sticker Bonnie's companion in bullet-ridden Ford In-and-out dash compartment Dealers' “previously enjoyed” Third-generation Petty family racer UK maker of Devon and Dorset models '08 GMC pickup Point in race-track turn '08 Hyundai SUV (5,2) Isuzu SUV for a pal Model replaced by Mazda3 Engine lubricant, commonly (10,3)

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Responsible choices & smart maintenance keep you coming back for more.

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ENTER FOR A CHANCE TO WIN A GOODYEAR PRIZE PACK.

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Send your solved puzzle to Canadian Technician We’ll draw a winner on July 16, 2010.

Send to 451 Attwell Drive, Toronto, ON M9W 5C4.

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Name: Workplace: Work address: Phone:

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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 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

to find a distributor near you. Or, visit

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Goodyear Engineered Products are manufactured and sourced exclusively by Veyance Technologies, Inc. or its affiliates.

The Gatorback trademark is licensed to Veyance Technologies, Inc. by The Goodyear Tire & Rubber Company. ©2010 Veyance Technologies, Inc. All Rights Reserved.

QUESTION OF THE MONTH: What is the story behind your shop’s name?

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continued from page 38 “Calm down, everyone! Obviously we need a little more time, Mayor. This problem is proving to be a little elusive.”

Mayor Dewgood grunted.

“What’s elusive is how I’m going to get all my work done when my vehicle’s in the shop!” And with that he stomped out to make life miserable for Hank Brink, the town clerk, who had the dubious privilege of driving the mayor around while his Blazer was in the shop.

“I can’t work under all this pressure, Slim,” muttered Tooner.

“Ya better keep that stuffed shirt outta here, or somebody’s gonna get hurt!”

Searching the service bulletins didn’t help, other than to reveal a recall due to insufficient fuel volumes in some models. But we had plenty of that. Tooner’s stress levels were mounting by the hour, so I went to consult our lifestyle guru.

Basil was humming to himself as he assembled a constant velocity joint at his workbench. I coughed politely.

“Don’t mean to disturb you, Bas, but I think Tooner’s losing it over there. Got any suggestions?”

The humming stopped as Basil closed his eyes, deep in thought. Finally he opened them.

“Seems to me I’ve heard about this once before. In that case, it was an under pressure problem.”

I threw up my hands.

“Tell me something I don’t know! Tooner’s already under all the pressure he can handle and…”

Basil smiled and held up a hand.

“No, I don’t mean that. The problem is that the fuel pump isn’t creating enough pressure to open the poppet valves in the fuel injection system when it’s cold. Tell Tooner to hook up the battery charger directly to the fuel pump to give it a little extra current, and then see what happens.”

The extra electrical boost snuck the pump pressure up to just over 60psi, and to our surprise, the truck started instantly. Once we installed a new pump assembly, the pressure was a consistent 62psi.

“Well, I’ll be a Tibetan monkey’s uncle.” Tooner rubbed his aching forehead. “So much for going by the service specs.”

Basil agreed.

“These engines will run all day at even lower pressures than what you had before, but it’s not enough to get them started in the mornings, especially on a cold day.”

But Beanie was shaking his head.

“I just can’t believe that a couple of psi can make such a big difference.”

Basil grinned.

“It’s like I said before, Bean. Life’s too short to live it under pressure.”

Rick Cogbill is a licensed technician and former shop owner in Summerland, B.C. To read more about Slim and the gang, check out Rick’s book A Fine Day for a Drive at www.thecarside.com.

MAY 2010

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Atlas Tire Wholesale Inc.

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WORLDPAC

WorldPac .........................................................40 www.worldpac.ca 800-463-8749 CANADIAN TECHNICIAN 37

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The Car Side

Page 38

By Rick Cogbill

A Chevy Blazer that won’t turn over and a mayor that won’t shut up create a pressure-filled environment down at the shop.

I paused in the lunchroom doorway.

“Basil, what are you doing?”

My lead technician opened one eye and gazed calmly in my direction.

“Just a simple relaxation technique, Slim – picked it up during my travels out East during my college days.”

Beanie’s eyes bugged out.

“Wow! You mean east like China?”

Basil chuckled as he unfolded his arms and unlocked his legs.

“No, I mean east like in New York City… Greenwich Village, to be exact.” He bent down to lace up his work boots.

“That’s where I discovered that life’s too short to live it under pressure.”

Tooner grunted and rooted through a box of stale donuts.

“When I wanna relax, I go for the Lotus.”

Basil shot him a curious glance.

“You mean the yoga lotus pose?”

“Naw, I mean the Lotus bucket seat – most comfortable thing I ever sat in.” He sniffed at a rock-hard Longjohn. “One day I’ll buy me a pair for my ol’ Chevy truck.”

I shook my head. Sometimes I really wonder about this crew.

“All right, break time is over. Tooner, bring in Mayor Dewgood’s ’96 Blazer – he’s having a hard time starting it cold.”

He groaned and gave up on the pastries.

“Mayor Dewgood! Now there’s someone who lives under pressure. Ya couldn’t give me that job.”

“So here’s your chance to lower his stress levels,” I said, tossing Tooner a set of keys. “Do your magic.”

But magic tricks weren’t in the cards today. A thorough investigation of the Blazer failed to turn up any clues – having been started already, the little 4.3-litre V6 wouldn’t miss a beat. So we decided to let it cool down overnight with a bunch of diagnostic gear attached.

The next morning Tooner was still rubbing the sleep out of his eyes as he got into the Blazer and turned the key. Sure 38 CANADIAN TECHNICIAN

Under Pressure

enough, it cranked, but wouldn’t fire.

Mumbling some homemade meditations of his own, Tooner checked the fuel pressure gauge.

“Huh! Says here we got 58psi, and she’s holding pressure too.” He glanced at Beanie who was standing by. “D’ya remember what the specs were for this fuel system?”

Beanie consulted his clipboard.

“Well, for the CSI models it’s supposed to be 60-66psi. But this is a SFI engine, and the specs for that are 56-62.” He looked up. “I’d say you’re fine.”

Tooner agreed. Further testing showed that he had a good spark, as well as good readings on all the sensors.

“Back in a minute… ” Disappearing into the shop, he soon returned with a can of starting fluid. “Let’s see what she does with a whiff of this joy juice up her nose.”

Seconds later the Blazer roared to life.

Unfortunately, Tooner was unable to make it falter for the rest of the day, and that didn’t sit too well with the mayor when he stopped by to check out the progress. Our primary elected official is not what you’d call large in stature, but he more than makes up for it with his forceful personality.

“Shambles!” he demanded as I came into the service bay. “I’m told nobody knows what’s wrong with my truck yet!

What kind of staff do you keep here anyway?”

Tooner bristled “Hey, watch yer mouth there, Mayor, or next time I’ll have t’ vote with my conscience!”

I quickly stepped between the two men. continued on page 37 MAY 2010

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Page 39

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Page 40

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