N LN TECH TRAINING
NEW SERVICE: CAR SEAT INSTALL
inside this issue Features
Industry educators and aftermarket professionals are working hard to fill a looming employment gap in the automotive aftermarket by getting word out about training and employment opportunities.
HOW TO KEEP YOUR “A” PLAYERS
In a labor market growing tighter every month, employers must take steps to obviate the loss of their top performing employees to aggressive competitors.
SET GROUND RULES TO SQUASH TEAM CONFLICTS
With these four ground rules, you can help end team conﬂicts as quickly as possible.
HIGH-IMPACT, LOW-COST WAYS TO DRIVE MORE EMPLOYEE ENGAGEMENT
Eight ideas you can easily implement that will give you big lift in your levels of employee engagement with the lowest investment.
IT WASN’T RAINING WHEN NOAH BUILT THE ARK
Every family business is going to have conﬂict. Learn how to deal with these quarrels so they don’t cause lasting damage. 4
KEEPING YOUR YOUNGEST CUSTOMERS SAFE
Grease Monkey Idaho is offering a valuable new service to make sure all of their customers travel safely.
OIL LEVEL IS DOWN, BUT IT’S NOT ON THE GARAGE FLOOR?
When working with your customers on figuring out their mysterious oil loss, you’ve got a lot of bases to cover. Here are a few common ones to make sure you covered.
HOW MANY FLUSHES
Clearing up the world of ﬂushes.
AT THE HEART OF IT
One Chicago man is looking to help the industry make reliable transportation achievable for everyone.
TREASURE MAPPING SUCCESS
Sights from the 2018 Grease Monkey International Conference.
LIKE A BIG FAMILY OUR WINNER’S CIRCLE JUST KEEPS GROWING
IT BEGAN WITH A SPARK
Since 1907, we’ve been igniting the will to win in everyone and every machine that we support. To this day, our growing range of products is
designed to keep that spark alive. Now we’re
introducing wiper blades, batteries, lighting, air,
cabin air and oil filters that give you an important choice to make. When it comes to caring for your machine, you can either service it or Champion it.
IN EVERY ISSUE
inside this issue
10 42 46 62 64 65
AROUND THE INDUSTRY TECHSPEC RECALLS PRODUCTS & SERVICES CLASSIFIED ADVERTISING ADVERTISER INDEX
FROM THE PUBLISHER
Keeping a Pulse on Industry Needs By Steve Hurt
Servicing Fuel Filters: Neglecting a Filter Replacement Can Be Costly By Larry Hammer
ASSOCIATIONALLY SPEAKING Welcome to iFLEX By Kristy Babb
THE UNIQUE DIFFERENCE
Passing on Great Advice to Help Technicians Find a Higher Level of Performance By Pat Burrow
SELLING IS EDUCATING
Protect Your Customers’ Investments and Help Prevent Breakdowns By Amber Kossak
Calendar of Events September 17-19
QUICK, Presented by NOLN San Diego, CA 800.796.2577 www.nolnquick.com
N LN TECH TRAINING
Oct. 30-Nov. 1
AAPEX Las Vegas, Nevada www.aapexshow.com
NEW SERVICE: CAR SEAT INSTALL
On the cover: Students get hands-on training at Hennessey Tuner School. Photo by Kevin McCauley.
Join the Conversation /OilLubeNews
4/6/18 1:56 PM
LETTER FROM THE PUBLISHER
Keeping a Pulse on Industry Needs
The NOLN staff has been busy this spring researching the needs of the industry and new services being performed in the shops. There’s an interesting service being performed by Tyson Daniels at his five Grease Monkey locations in Idaho — after one of his technicians noticed an improperly installed car seat in one of their customers vehicles. Daniels decided to take action and got a few techs properly trained on how to install a child car seat. What a great idea, Tyson! Congratulations on thinking outside the box and taking care of your customers. Read the full story starting on page 32. Another discovery the NOLN staff made is the rise of car dealerships selling fleet vehicles. It is big business for dealers, and we all know fleet vehicle service providers require their vehicles to be serviced at the correct intervals. Better still, most fleet managers, as well as fleet company providers, are open to additional services, so they maintain the highest value for their vehicles. This month’s TechSpec features the 2018 Nissan Compact Cargo. Read about the requirements for this van starting on page 42, and make sure you are ready to service these vehicles when they roll into the shop. In March we lost one of our unsung heroes. John Read, of Oil Changers in California, passed away. John was a great influence on this industry and a friend to many of us. John was an icon in the quick lube industry during his 33-year tenure. He was president of LMC Construction Company and built 46 quick lube centers for Oil Changers, charter member of NAIL (National Association of Independent Lubes — forerunner of AOCA), president of EVAC Corporation, founder and past president of California Oil Change Association (COCA) and recipient of numerous industry awards. His most prized award was being presented with the AOCA Lifetime Achievement Award. John’s many achievements outside the oil change industry included past president and district governor of Active 20-30 International, president of local chapter of Toastmasters and a 27-year member of the Rotary Club with two Paul Harris Fellows from Rotary International. John will be missed by all of us who had the pleasure of knowing him. Our thoughts and prayers are with the Read family. Until next time keep on lubin’. S
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PUBLISHER Published twelve times a year (along with an additional Buyers Guide) by TKO Multimedia 2345 50th St., Lubbock, TX 79412-2336. Postage Paid at Shepherdsville, KY. Postmaster: Send address changes to NOLN, 2345 50th St., Lubbock, TX 79412. Editorial Information: firstname.lastname@example.org. Annual subscription rate to U.S. destinations is $39. Subscriptions to Canada and Mexico are $70. All other foreign destinations are $130 for postage. Prepayment is required on all foreign orders, paid in U.S. funds. ©Copyright NOLN 2018. Reproduction is allowed only with permission of publisher. Views expressed by columnists and guest writers do not imply NOLN endorsement. Every attempt is made to provide accurate and reliable information described or offered herein, nor can NOLN verify accuracy of advertising claims made herein. The purpose of NOLN is to open an active line of communication between lube shop owners and managers and to provide a link between lube shops, manufacturers and suppliers throughout the country. Authors — We welcome editorial proposals and submissions. Contact Tammy Neal for more information. Advertisers — Advertising rates are available upon request. Please contact Brian Ashley for display advertising deadlines, Internet advertising and other information.Contact Nikki Held for classified advertising information.
MAY 2018 Volume 33 s Number 5 ISSN 1071-1260 All correspondence and inquiries should be directed to our business offices: 2345 50th St. Lubbock, TX 79412 Phone: 800.796.2577 or 806.762.4464
FULL PAGE AD p. 9
AROUND THE INDUSTRY Take 5 Gives Hospitalized Children a Special Night Take 5 Oil Change has had a long commitment to giving back to those in need across Louisiana — the state where it was founded — providing thousands of volunteer hours and contributing millions of dollars to causes including children’s health, hunger, housing, transportation and more. It has supported the Children’s Miracle Network Hospitals since 2006.
Children and team members from Children’s Hospital – New Orleans join Take 5 Oil Change representatives for an evening of basketball and fun.
In March, Take 5 Oil Change continued those efforts, hosting eight children being treated at Children’s Hospital – New Orleans at the New Orleans Pelicans versus Charlotte Hornets game. “Thank you to Take 5 Oil Change for making a difference in the lives of the children in our community in and out of Children’s Hospital – New Orleans. We had a great time at the Pels game,” said Wendy Linebarger, parent of patient Adam Linebarger. Adam Linebarger added, “Thank you to Children’s Hospital – New Orleans and Take 5 Oil Change for such an awesome night at the arena watching the Pels beat the Hornets.” Take 5 Oil Change started collecting donations for Children’s Hospital – New Orleans in 2007, with approximately 30 stores participating in the fundraising efforts. To-date, Take 5 Oil Change has raised more than $700,000 to support the Children’s Hospital – New Orleans. “We are grateful for our friends at Take 5 Oil Change for creating an unbelievable experience for some of our patients and their families at the New Orleans Pelicans game,” said Kim Coniker, Children’s Mira10
cle Network manager at Children’s Hospital – New Orleans. “The Pelicans night out may have been a once-in-a-lifetime experience for some of our families, and as a Children’s Miracle Network Corporate Partner, Take 5 Oil Change made it happen.” This year, at all Take 5 Oil Change locations across the country, customers can add on $1, $3, $5 or even $10 to support sick and injured children in their local communities. Take 5 Oil Change aims to raise $500,000 by June 30, 2018. Through Take 5 Oil Change’s partnership with the New Orleans Pelicans, they were able to provide a once-in-a-lifetime “Bench Warmers Experience” for the children, including joining the team on the bench for warm-ups before the game, watching the game from a catered suite with a surprise visit from the Pelican’s mascot and the team cheerleaders and taking home a special Take 5 Oil Change gift bag. “Take 5 Oil Change is all about delivering an excellent customer experience, and we want to create those same unique experiences for children in need with an evening of fun away from the hospital,” said Summer Nunn, vice president of Marketing for Take 5 Oil Change. “As a longtime leader in the community, we’re excited to be associated with the New Orleans Pelicans and one of the region’s most popular sporting events.” Dates, Location for NOLN’s September QUICK Event Announced NOLN’s QUICK events have set a new precedent for getting business done. At QUICK, 20 vendors and 20 operators are invited to attend. Vendors and operators are paired together for one-on-one private meetings throughout two days of action. NOLN’s next QUICK event will be held September 17-19 in San Diego, California. The host hotel is Embassy Suites San Diego Bay – Downtown. Embassy Suites is adjacent to Seaport Village and is just blocks from the historic Gaslamp Quarter. During the day, QUICK invitees will attend meetings at Embassy Suites, but, of course, there’s plenty of fun on the schedule, as well. NOLN will be hosting a dinner and networking event right around the corner on Monday evening, and Tuesday
Port of San Diego
evening, everyone will head to PETCO Park. We will enjoy food, drinks and plenty of social time as we watch the San Diego Padres take on the San Francisco Giants. We’d love to have you join us in San Diego! At our last event, held in Nashville in February, 100 percent of attendees (both operators and vendors) said that they would definitely come back. If you’re interested, below is a little more info, depending on your industry classification. Auto Service Operators
During the two days of action, you’ll meet with 20 vendors who are ready to talk business. Each short meeting takes place in the privacy of a vendor’s suite, guaranteeing uninterrupted, productive discussions. Before the event, we will send you a binder with a full profile of each company you will be meeting with. That way, you can assess your own business needs to determine how each of the meetings planned for you can offer solutions for your business. During the event, you will get to meet with the 20 vendors in short meetings, in the privacy of their suites. You can discuss your business, your problems, your needs and uncover some of those solutions you’ve been looking for. Plus, we’ve built in networking time so you can talk to other operators attending, as well! One of the best perks of QUICK is that qualified operators will be fully hosted by NOLN — that’s right, we pay for the airfare, hotel, meals, transfers and scheduled networking events. That leaves more money in your pocket for you to do business with the great vendors we bring to you at QUICK! (One person is fully hosted by NOLN. A guest is welcome to attend for additional cost.)
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If you’re interested in attending one of our QUICK events, all you need to do is give us a little information about your business. Then, we will put you in our pool and invite you to attend an event with vendors who match the needs of your business. All you need to do is go to www. nolnquick.com and complete the form. We will contact you to let you know which event is a match for you! Industry Vendors
QUICK is an invitation-only event that allows qualified operators to meet with top
vendors in the automotive service industry. During the two days of action, we preset private meetings between pre-qualified, invited operators and highly sought-after vendors, with time throughout the day and evening to check in with the oﬃce or catch up on important business calls. Each 20-minute appointment takes place in the privacy of a vendor’s suite, guaranteeing uninterrupted, productive discussions. We save you time by doing hours of homework for you. You receive full profiles on operators, so you know about their business, needs and what they’re looking for infor-
mation on before the meeting ever starts. Plus, after-hour networking and group meals deliver an interactive forum to foster new relationships and connect with other high-level professionals. Both vendors and operators must meet high qualifications and requirements before they are formally invited. Only 20 operators and 20 vendors will attend the event. We have limited space available in each category of vendors. Vendor registration opens May 15. To register for the September event, go to: www.nolnquick.com/register You will be informed within 48 hours of your registration status: accepted, pending or wait-listed. Mr. Lube Selected as Best Managed Company for Sixth Consecutive Year Mr. Lube recently announced it has been named one of Canada’s Best Managed Companies in 2017. Mr. Lube also attained Gold Standard status for excellence in business performance for the third straight year, while again competing against some of Canada’s top firms.
The Best Managed award recognizes Canadian-owned and managed companies with revenues over $10 million for sustained growth, financial performance, management practices and the efforts of the entire organization. “On behalf of Mr. Lube’s board of directors, our employees, our franchise owners, our partners and our suppliers, we are very honored and humbled to have achieved the Gold Standard designation,” said Stuart Suls, president and CEO for Mr. Lube. “The past six years have been a period of tremendous growth, expansion and transformational change for our brand and operations. Throughout it all, every person on our team, from coast to coast, has risen to the challenge and set new standards for leadership, innovation and execution, while caring for the communities where we serve day-in and day-out.” Telematics Update – SiriusXM Launches Connected Car Product for Dealerships Editor’s note: Telematics is a hot topic in our 12
industry, and we aim to bring you the latest updates in the field. When we saw SiriusXM launched a new telematics product, we wanted to make sure all of our readers were in the loop. The release is below: SiriusXM recently launched an innovative and low-cost aftermarket connected car solution that it’s offering to automotive dealers across the country. This offering was developed by Automatic Labs, a SiriusXM company, and delivers an unprecedented combination of connected vehicle services for a net cost as low as $40/vehicle (including device and introductory six-month subscription.) Through the Connected Maintenance feature, dealers will be able to send service reminders and maintenance information, vehicle-specific recall notifications and more, directly to a customer’s smartphone. Using the Automatic mobile app, customers will be able to book service appointments and receive estimates from the dealership where their car was purchased. SiriusXM also announced that Automatic will be launching a brand-new hardware device available for distribution this summer. In addition to a sleek, low-profile design, the new 4G device will have best-inclass functionality, enabling a host of new features only available through Automatic. Among the important safety and convenience services that Automatic delivers to consumers are: • Crash Alert: Detects when a serious collision occurs and enables trained responders to contact you, send emergency services and contact a driver’s emergency contact • Real-time vehicle location monitoring and sharing: Shows where your car is parked in a crowded lot and can keep you connected with family out on the road • Vehicle health and performance monitoring • Direct recall notifications and service reminders: Gives you the ability to book service appointments with your dealer with a few simple clicks • Integration with smart home devices: Open your garage door, adjust your thermostat and turn on house lights on your way to or from home • Roadside assistance: Sends towing and repair services to your exact location when help is needed (available Summer 2018). S
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Diesel and Automotive Technician Training Programs by Lauren Henderson
At UTIâ€™s 12 campuses, students gain real-world, hands-on experience.
he world has started spinning at a new rate of speed. We’re talking lots of horsepower and enough torque to throw you into a new career trajectory before you realize you’ve been launched. Industry educators and professionals alike are working hard to fill a looming employment gap in the automotive aftermarket by getting the word out about training and employment opportunities. Today’s vehicles are powerful, highly intricate and meticulously engineered computers on wheels. In order to turn wrenches these days, you must be part electrician, computer programmer, mechanical engineer and, of course, gear-head. Qualified automotive and diesel technicians are in higher demand than ever before. Many shops and dealerships are offering sign-on bonuses, educational reimbursement or handsome compensation for promising automotive and diesel technicians right out of school. “North America is a mobile society. How do you keep the globe moving without the technicians to do do so? The opportunities available to automotive and diesel technicians right now are high-tech and hightouch, and that in itself is rare,” said Shell Lubricants director of North America Influence Strategy and Engagement, Nancy Bruner. Some would argue, society has perpetuated a belief that to be successful, you must graduate from a four-year university. But in the automotive aftermarket, that’s far from the truth. “Many educators still focus on everyone going to get a four-year degree, but there are just as many, if not more opportunities for people with a solid education in skilled trade,” said John Dodson, vice president of Business Alliances at Universal Technical Institute. “We have to overcome the assumption that everyone needs a four-year degree. The opportunities for our graduates are abundant and we take an active role in putting our graduates in those jobs. We’ve seen students who didn’t do very well in community college come here and make straight As because they are getting the kinds of high-tech, hands-on, education that fits their interests and their learning style.”
Programs offered by schools like Universal Technical Institute, McPherson College and Hennessey Performance Tuner School, to name a few, all focus on professionalism, hands-on learning and intensive study. Each of them have their own unique focus of learning, depending on what you’re interested in and the level of certification you’re seeking.
Flexible Campus Learning With 12 campuses across the country, Universal Technical Institute offers prospective students a plethora of options. UTI’s flagship campus is in Phoenix, Ari-
zona, while its home office is in Scottsdale, Arizona. Other campus locations include: Rancho Cucamonga, California; Orlando, Florida; Norwood, Massachusetts; Houston, Texas; Sacramento, California; Mooresville, North Carolina; Long Beach, California; Dallas/Fort Worth, Texas; Exton, Pennsylvania; and Lisle, Illinois. Campus No. 13 is coming soon to Bloomfield, New Jersey. UTI features motorcycle institutes in Orlando and Phoenix and a marine institute in Orlando. UTI offers seven core education programs: automotive, motorcycle, diesel, marine, collision repair, welding and CNC machining.
“Many educators still focus on everyone going to get a four-year degree, but there are just as many, if not more opportunities
for people with a solid education in skilled trade.” –John Dodson, UTI
“Our core curriculum for an automotive technicians is 51 weeks long. The diesel technician course is 45 weeks. We have a lot of students who take the combined course of auto and diesel, which is 75 weeks, before going on to a Manufacturer Specific Advanced Training (MSAT) program where they can earn certifications and credentials from specific OEMs,” said Michael Romano, president of UTI’s Avondale, Arizona, campus. “More than 30 of the industry’s leading brands including, Cummins, Ford, BMW, GM, Porsche, Volvo, Freightliner and Peterbilt partner with us and hire our graduates.”
Once students complete MSAT, they receive their credentials and certification. “That’s a major way the industry has changed over the years,” Romano said. “In the past, it was ASE (certification). But now, if a student is educated specifically on a manufacturer’s vehicles and technology it adds value and opens up warranty opportunities. Obviously, the opportunity to do warranty work comes with a higher revenue stream.”
Revving Up Performance John Hennessey, president of Hennessey Performance and Hennessey Tuner
“Our goal for a Tuner School graduate is to come out of the program with the basic skills to gain an entry-level job at our
–John Hennessey, Hennessey Tuner School
At Hennessey Tuner School, instructors like John Hennessey (pictured above left) equip students with skills join the crew at a performance shop. 16
School, has been in the business of making fast cars go faster since 1991. These days, he lends years of knowledge to the next generation of techs at Hennessey Tuner School, located in Sealy, Texas. According to Hennessey, all that’s needed to enroll in Tuner School is a passion for performance and a high school diploma or GED. “Students can enroll in our 14-week program. We have three different semesters to choose from: January-April, May-August or September-December. Each week is comprised of the basic building blocks of performance — not only knowledge and theory, but also hands-on work turning wrenches,” Hennessey said. “The first couple of weeks, they may start out with an oil change. (Hennessey likes to think of it as a right of passage for some who may not have ever done that before.) After that, we get into more advanced things. They’ll get exposure to welding and fabrication, engine calibration and finally conclude the class by putting a supercharger in.” At Hennessey Tuner School, students don’t work on just any run-of-the-mill cars. “The vehicles we have at the school are typically late-model 2010-2015 Camaro SS. They come from the factory with V8 engines that have around 400 horsepower. When the students are done with them, they are a little over 700 horsepower,” Hennessey said. “We have a quarter-mile drag strip right outside our Tuner School facility. Students get to take their cars to the drag strip to test the performance on their vehicles once every four to six weeks. If they made a tweak to say, the chassis dyno for example, they might want to go to the track to see if they increased the power; they can investigate why it may have changed or if it picked up a certain level of performance at one speed over another.” Hennessey has one main mission for students who graduate from Tuner School — for them to be equipped with the skills to move on to the next step in their career, no matter what that may be. However, Hennessey isn’t giving away all his secrets. “Our goal for a Tuner School graduate is to come out of the program with the basic skills to gain an entry-level job at our business or another performance shop,” Hennessey said. “One of our sayings is, ‘We teach our students everything they know, but we don’t teach them everything we know.’”
The Restoration Path If you would rather make a rusty treasure shine, perhaps your path points to McPherson College in McPherson, Kansas. McPherson College is the only school in the country that offers a bachelor’s degree in Automotive Restoration Technology. McPherson’s four-year program provides students with many advantages, including internships with national museums and restoration shops, in-depth learning and dedicated instructors who provide a personalized experience. Aaron Milam, a 2011 McPherson graduate, wrote about how the program helped steer the trajectory of his career in a recent automotive restoration alumni newsletter. “In 2014, I opened an automotive restoration shop in the Austin, Texas, area called Aaron’s Paint and Upholstery,” Milam wrote. “It started by working on side projects after my full-time job at another restoration shop. Word-of-mouth got around quickly, and I realized I had enough work to go out on my own. We do everything required for frame-off restorations except machine work. The majority of our work consists of body and paint on older vehicles; however, we usually have one or two frame-off restorations that include mechanical, as well.”
Incredible Employment Opportunities Educating and training s tudents is only the first step. Schools like UTI also help make sure students will have opportunites for employment after they graduate. “There is a significant demand for our graduates in diesel and automotive [positions]. Of dealerships I’ve spoken with, they estimate they lose about $40,000 per month by not having a credentialed technician in a bay. As you can imagine, when they are down a technician it’s a huge hit to the shop’s revenue,” Romano said. “We set up career fairs so students and potential employers have a chance to connect. Our career fairs consist of about 50 different employers per day conducting about 200-250 interviews on one of our campuses. Many of our students will receive job offers, and some, on occasions, have offers six months before graduation — because of the demand for the skill sets we give students.” Students choosing a diesel or automo-
tive education program should be sure the program they choose helps match them with potential employers. Good questions to ask a prospective school include: How many of your graduates are employed directly after graduation? Who is employing your graduates? What is your course completion rate? “We’ve created contractual agreements with more than 3,800 dealerships and shops to offer our students some level of tuition reimbursement or incentive program. That may mean working for a company that handles your tuition payments every month until it’s paid in full or them saying, ‘We’ll pay a portion of your tuition and give you a tool incentive,’” Romano said. Location relocation services and sign-on bonuses are very common, as well.
An Industry Effort Trained technicians keep shops open and cars on the road. Automotive education programs keep good techs in those shops, and vehicle manufacturers, as well as suppliers, funnel the latest and greatest technologies to the automotive education programs. They supply learning labs with vehicles, parts and funds, so students never lack resources or the ability to learn something new. “Having partners like Shell Pennzoil, providing their technology to us, and the OEMs, that make sure our students have industry-aligned technology and vehicles to work on, are very important,” Dodson said. UTI’s partners feel the same way. “If something is interesting to my customers, it’s fascinating to me,” said Mark Henry, team lead for Shell Lubricants
Brand, Influencer and Digital Teams. “If all I do as a supplier of lubricants is go in and try to sell lubricants, then my customers are not getting a bang for their buck. We need to understand our customers and help solve their problems.” A problem facing the industry today is the pending shortage — or current shortage, depending on location — of trained technicians. “I have a vested interest in making sure (shops have) the best person possible doing that job; because on the flip side, if I don’t have a trained technician installing my products correctly, it reflects on my brand, too,” Henry said. “The profitability and success of my customers and their ability to grow, directly impacts my bottom line. We all have a stake in making sure there are good people in the pipeline to hire. I want to make sure the jobs associated with this industry that don’t have the label ‘high-tech’ right now get that label one day soon.” It’s time pursue change and get excited by it. Say yes to more things that excite your passions. Now is the time to dial in, throttle down and dive head first into your new — or more advanced — automotive technician career.
On the quarter-mile drag strip outside Hennessey Tuner School, students get to test the performance of the vehicles they work on.
“A” Players By Phillip Perry
t’s a nightmare scenario for any business: A star employee suddenly decides to jump ship for the competition. “Customers will often follow a departing employee out the door to his or her new employer,” says Richard Avdoian, an employee development consultant in Metropolitan St. Louis. “People like to stay with employees they trust.” Longer range, the ghosting of a top performing employee obviates any plans for grooming that person for a management role. “When you lose your best employees, you lose not only their skills but also their leadership potential,” said David Dye, president of Lets Grow Leaders, a management consulting firm in Washington DC.
Tight Market Expect more star employees to seek greener pastures in the months ahead and fewer quality replacement prospects. With the nation’s unemployment level hovering just over the 4 percent level, most economists believe the labor market has reached a condition of full employment. As top-quality talent grows scarce, other employers in your region will try harder than ever to lure away your best people. “When demand for personnel is high and supply is low, people have more choices for where to work,” Dye said. “Employers have greater diﬃculty retaining the best performers, and the value rises for those individuals’ work skills.” In rural areas especially, where employers reside far from large cities with concentrated pools of talent, quality employees come at a premium. How about your own business? Do you think your top performers will hesitate to jump ship? Maybe so, but the fact remains that people who perform the best in the workplace tend to suffer the most from wandering eyes. A survey by SAP and Oxford Economics, published in The Harvard Business Review found less than half of high performers were satisfied with their current duties. One in five is likely to seek a greener pasture in the next six months. “Top performers are often less than content with their jobs,” Avdoian said. “Many want to further their careers by moving on to more promising positions.”
Spot the Stars So how do you keep your own best people from jumping ship? The first step is to make sure you focus on the brightest stars. Avdoian suggested looking at your employment pool as a complex of three classes of workers on an escalating scale of value: slackers, foundationals and high achievers. Slackers are easy to spot: They do the bare minimum to collect their paychecks. Foundational employees, in contrast, perform their duties in a conscientious and dependable manner, serving as reliable anchors to your business. The final category consists of people who outperform the norm. “High achievers are driven go-getters,” Avdoian said. “They are your most productive employees.” These individuals can deliver up to 400 percent more productivity to a workplace than other employees, according to the HBR report. With this short list in hand, make sure you give your best people the specific things they need to keep
them on board. And just what do they want more than anything else? The answer is probably not surprising. The HBR report found that top performers care significantly more than average or low-performing ones about competitive compensation. You must offer them a salary commensurate with their skills and at least equal to what other employers in your region provide.
Pay for Performance High performers also care more than their slacker or foundational coworkers about the ability to earn bonus pay based on performance. “The opportunity to make more money through their achievements is an incentive for your top performers to stick around,” said Donna Cutting, CEO of Red Carpet Learning Systems in Asheville, North Carolina. A pay for performance system is a far cry from old familiar reward relics of the past, such as the annual seniority-based salary hike and the automatic yearend bonus. The problem was that the conventional system wasn’t getting the job done, basically because it did not incentivize better performance. Moreover, high performers resented the fact they were not rewarded for their superior productivity at a rate any higher than others. Meanwhile, ongoing salary increases bloated payrolls until the business risked becoming uncompetitive. Besides its direct financial component, such pay serves to highlight the connection between employee actions and organizational success. “It’s important that people understand their overall part in the success of a business,” Cutting said. “Performance-based pay does that.” At some companies, performance compensation represents 20 percent or more of take-home pay. Valuable as it is as a retention tool, performancebased pay carries the hazard of unwittingly rewarding the wrong behavior. “You need to be careful that the performance objectives you set are in alignment with your business values,” Cutting warned. She pointed to the recent experience at Wells Fargo, a bank that rewarded its employees for burdening customers with unwanted accounts, as a textbook illustration of a performance-based pay scheme gone bad. “You have to make sure the objectives you set are not just based on sales or revenue, but also on the way customers and colleagues are treated,” she said. The technician who is making a great number of add-on sales may also have a rushed, impatient manMay 2018 | NOLN 19
ner that irritates your customers. Gear your bonus plan to reward employees for quality service. Use the telephone, a mailed survey or the Internet to assess customer satisfaction. On the other side of that coin, performance-based pay won’t work if employees are unclear about how their actions directly contribute to the organization’s bottom line or lack suﬃcient know-how to perform to their maximum potential. “You need to make sure employees have a suﬃcient measure of control over meeting the described objectives,” Cutting said. “And they must be given the proper tools to do so.”
Include Everyone One more hazard for performance-based pay: Employees left out of the program may resent their inability to earn bonus compensation. That’s why it’s important to include everyone, even those for whom it’s difficult to measure quantifiable workplace results. Designing an effective program is more diﬃcult for some members of the support staff who do not perform in quantifiable ways. However, it is not impossible. “You can make pay for performance work for receptionists or any kind of support staff, as long as they are given the necessary tools by management,” Cutting said. The biggest challenge is finding a way to measure support staff performance that is fair and reasonable. One approach is to ask, “What is this person’s job, and how well are they doing it?” Perhaps a receptionist answers the phone before three rings or greets customers in a cheerful and professional way. If you ask employees how they measure their own performance you may hear good ideas that can be translated into a quantifiable system. Assure success by continually expanding your plan’s scope. Include more people, and develop more refined performance assessment parameters while soliciting feedback from participants.
Healthy Environment Vital as it is, performance pay is not the only tool for retaining top employees. You also need to cultivate a respectful and supportive work environment. “It’s important that people understand what the business wants and that they feel valued when they meet the employer’s expectations,” Cutting said. “The ability to contribute and to feel involved with the success of the organization can be its own motivation.” Top performers expect the employer to help them advance in their fields. “You need to create a culture where people want to work with you because of what they are going to learn and have 20
a real clear-cut career ladder so they see how they can move up,” Cutting said. Sometimes clearing a path for advancement is easier said than done. In a perfect world, a business would have enough open management positions to accommodate every deserving person. Reality is often much different. What can you do? “You need to create a growth path for top performing people that keeps them feeling challenged even though they are not advancing into management positions,” Dye said. One solution is to feed the craving of top performers for new skills. “High achievers have an insatiable need for self-development,” Eanes said. “They have an ingrained need to develop themselves, so the more opportunities you can provide them to learn, the more loyal they will be.”
You need to create a culture where people want to work with you because of what they are going to learn and
have a real clear-cut career ladder so they see how they can move up.
–Donna Cutting, Red Carpet Learning Systems
The opportunity for advancement combined with a robust pay for performance plan, should go a long way toward keeping your best people from jumping ship. Monitor how well you are doing by asking your staff for feedback. And observe how employees perform: Are they acting in more motivated ways and paying closer attention to things really important? Creating a program to retain your top people takes time and effort. The payoff, though, can be considerable and letting things slide is unacceptable. “Businesses that fail to retain their best people will be stuck with a majority of their employees being slackers and overtaxing the foundational employees whom they rely on for productivity,” Avdoian said. “And that will lead to a decline in employee morale, which will impact productivity and devastate profitability.” S
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Set Ground Rules to Squash Team Conflicts By Chris Ciardello 22
orkplaces are full of diverse personalities who communicate in unique ways. These differences in personalities are what make conﬂict resolution an uncomfortable and touchy subject. The first step to successfully deal with conﬂict is to bring both parties together and have a meeting of the minds. The parties involved in the conﬂict need to sit down and talk it out. Prior to this meeting the ground rules need to be explained. There are four ground rules to successful conﬂict resolution.
Rule No. 1:
Each side must listen fully to the other side before responding. Often when one party is explaining something that is bothering them, the second party will feel defensive and want to jump in and explain why they did XYZ to justify their actions. There is nothing more frustrating when someone interrupts you, especially when trying to resolve a problem. The first person listens to everything the other person has to say, and then the second person will have their opportunity to explain their side. This process is repeated until both sides have suﬃciently made their case.
Rule No. 2:
Identify the issues clearly, professionally, and concisely. Unless the issue is identified, a resolution cannot be found. In some cases, tension can simmer and slowly build up to a boil, making it extremely important to have open communication with your co-workers. You may not always know what is going on in another person’s life, so try not to jump to conclusions.
Rule No. 3:
When both parties meet to discuss their issues, they are only allowed to use “I” statements. “I felt ignored at the meeting this morning when I was trying to explain the details about being understaffed.” Framing an issue you have with another person with an “I” statement helps to bring their defenses down, so a resolution can be found among the conﬂict. “You” state-
ments tend to put people on the defensive because they feel like their integrity is under attack. “You always put the tools back wrong.” “You never take out the trash.” When someone starts to get on the defensive, they stop hearing everything that is being said. Instead, they are focusing on how to defend their integrity. “I” statements diffuse anger and assault. “I get upset when I can’t find the tools I need.” “I do not like it when a harsh tone is used when answering a question I have.” When you bring the problem back to how it makes you feel, it will bring guards down and a conversation can begin..
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The final and most important rule is that there are no personal attacks, name-calling or fingerpointing. These are sure fire ways to get the other person on the defensive and do not lead to anything constructive. When voices raise, the control of the conversation is lost. This prevents both parties from being able to continue the conversation with a level head. As soon as the voices raise, each side needs to pause — maybe even step aside for a few moments — to gain their composure so a civil conversation may continue. Having conﬂict in a shop is OK; in fact, it’s actually healthy. However, preventing conﬂict from turning into heated conﬂict is crucial to avoid division in a team. If a resolution cannot be found with the two parties sitting down and talking it out, then it is time to bring in a mediator. Often times this will be the manager. Whomever it is, they need to remain as neutral as Switzerland. The mediator cannot and should not pick sides, and the same ground rules apply. Everyone wants to work in a happy, peaceful environment, so it’s important to talk it out and end conﬂict as quickly as possible. S CHRIS CIARDELLO is a practice management consultant with Global Team Solutions. Passionate about sharing his expertise in technology and marketing, Ciardello has a distinctive knack for understanding the needs of work environments and assisting companies in building productive, cohesive teams. For more information on Ciardello, visit: www.gtsgurus.com
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High-Impact, Low-Cost Ways to Drive More Employee Engagement By Curt Redden
e all seem to get it by now â€” more engaged employees perform at a higher level. The organizations that get their strategy right in this area provide a superior customer experience, have lower levels of employee churn, higher morale, and, ultimately, much higher financial performance. Their customers love them more! What are some things you can easily implement that will give you big lift in your levels of employee engagement with the lowest investment? First, hire right. Making the right hire is well over half the battle in your employee engagement levels. Hire people who believe what you believe, and have the attitude you want. Get that right, and the following eight ideas can help them thrive.
Embrace and Adopt a Strengths-Focused Culture. People excel in their areas of talent and strengths. You can find many assessments to help you in this area. But the key is focusing on people’s strengths first. Identify them, and then figure out how you can stretch them in those areas. It does not mean you ignore their weaknesses, but your people become more engaged when doing what they naturally do best.
Really Celebrate Successes and Wins. When someone does something awesome, find ways to recognize and reward the behavior you want. It is amazing how many employees still only get feedback primarily when they have done something wrong. So many leaders simply expect great performance, and then think they are providing fantastic coaching and leadership when they rip apart the performance of someone who screwed up. That management style is already going the way of the dinosaur, if you are really looking to attract and retain the top employees of tomorrow.
Volunteerism and Company Support from the Top-Down. It’s important to help the communities in which you serve. You cannot underestimate the impact of allowing your people to volunteer (yes, even on company time). It is beyond giving back, it is team building, networking and uniting around a common problem to overcome obstacles. In regard to engagement levels, this is one of the highest-rated items on many employee engagement surveys, and it is a multiplier in terms of return on happier and more satisfied employees.
Extend Trust to Get Trust. Play a game of “What Rule or Outdated Process Can We Kill?” Once a quarter, include in a shop meeting, “Keep it or Kill It” as an exercise. Employees get to nominate rules or processes they believe do not add value. Leadership still has veto authority, but the goal should be able to kill at least one (and you can’t add one to replace it). There are many areas you can see this have impact.
Make Friends At Work. According to the 2017 Gallup Study of the American Workplace, having a best friend at work has a high correlation with engagement and higher productivity. But how can your company help support this? Formally, you can embrace deeper mentoring programs and relationships. This should be aligned in initial onboarding, so the mentor can assist with training and facilitate introductions. Informally, the more in- and out-of-work activities that you can schedule aids in bonding, networking and, ultimately, friendships. Establish “Fun” Committees. Whatever you call or brand your internal efforts to schedule fun stuff, give it to the people who are passionate, and let them run. Never underestimate the impact of happy hours, food trucks, bowling and other fun activities to help your people get to know each other better on a personal level, and perform better in teams.
These tips can help you immediately in your employee engagement efforts at a relatively low cost. The key differentiator for organizations moving forward will be in how they become an employer of choice for a pool of top talent. It is not just about happy and satisfied employees — it is about those who are able to bring their best effort and energy to work each day. S 26
Extend Trust to Get Trust (Part 2). Your people are on social media. While there are some specific instances of needed prohibition of access to some sites and/or personal devices, the best companies are moving toward the understanding that people are increasingly not separating their work and personal lives. Embrace this! Regarding social media specifically, encourage and help your people to be brand ambassadors on all platforms, not just the ones you think are for business. Let Your People be Authentic, and They Will be Their Best for You. We have finally reached a tipping point where the vast majority of organizations understand the value of diversity in their teams. They not only get it, but they also strive to leverage it for a competitive advantage. Appearance standards have shifted drastically of late, as many companies are allowing unique looks and individuality in their employees. Some companies are hesitant to permit their staff to work with visible tattoos, facial hair, or body piercings, but, where possible, allow your people to be themselves. The key is getting and keeping the best talent, not the talent you think looks the best (unless that’s your goal). You should seek employees who are passionate, talented and believe in what you believe. Those are the ones who become truly engaged, deliver the ultimate customer experience and help build the brand you deserve. CURT REDDEN is a speaker, talent-development expert, and co-author of “Going Primal, a Layered Approach to Creating the Life You Desire.” Redden has spent more than 25 years working to support and encourage employees as they strive for success. He currently is the head of global talent development for a Fortune 50 company. He is also certified by the Association for Talent Development as a master trainer and performance-improvement consultant. For more information on Redden, please visit: www.primalsuccess.com
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It Wasn’t Raining When Noah Built the Ark:
Prepare for Family Business Quarrels Now By Mitzi Perdue
here’s no such thing as a family business without conﬂict. If you Google “family business feud,” in less than a second, you’ll get roughly 1.2 million hits. And that of course is the tiniest fraction of the number of family business disputes that do not show up in the Google search engines. At their worst, a quarrel in the family business can become a threat to everything the family business holds dear, including relationships, wealth and position in the community. Seventy percent of family-owned businesses won’t make it to the next generation, and the biggest reason for this sad fact is family quarrels. Since every family is going to have conﬂict, the fundamental question is, how do you deal with these quarrels so they don’t cause lasting damage?
Develop a Covenant Culture An answer that has worked for many family businesses is to create a covenant culture. Do it long before it’s needed. In a family business, this means that family members covenant with each other that while they have a right to air their disagreements, when a decision is made, they come together. They agree ahead of time to close ranks and move on. Part of a covenant culture is, everyone gets to be heard. Participants agree to listen to all sides and to value robust discussion. Another essential element — possibly the most important — is a commitment that issues will be resolved within the group. The reason for this is, in cases where members of a family business go to the media or get into litigation to resolve a conﬂict, they are likely
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to unleash an uncontrollable chain of events that predictably will endanger the entire family enterprise. By the time a family business member exposes a conﬂict to the press or initiates litigation, there’s usually no turning back. The chances of reconciliation are so slim that many family business professionals will not take on as a client a family business that has reached this stage. At this stage, when the family is in litigation or dueling it out in the press, chances are that family business is on its way to joining the 70 percent of family-run businesses that don’t make it to the next generation. What’s all important is preventing conﬂicts from reaching this stage.
1. Take a moral stand that it’s wrong to move disagreements outside the family.
Ways to Prevent Out of Control Family Business Conﬂict
4. Put relationships ahead of ego.
Since conﬂicts are inevitable, what can members of a family business do to support having a culture that commits to keeping quarrels within the family? The answer is that the business family needs to consciously work on developing a culture for resolving conﬂict. Culture is, “How we do things,” and if the important work of developing a strong, supportive culture is left to chance, members of the family business may never learn key attitudes they’ll need to keep disputes from escalating. Without ways to keep conﬂicts from escalating, a covenant culture is not possible. Developing a positive family business-friendly culture requires time together, discussions and above all, role modeling. To prevent disputes from getting out-of-hand, practice these six attitudes and techniques.
The experience of many thousands of family businesses shows that once a family starts down the road of a public dispute or litigation, the usual end result is the end of the family business. Positions harden, reason goes out the window and it’s a rarity for any members of any family business to change course. The usual end point is either severe weakening of the business or its complete destruction. Members of business families need to know that it is morally wrong to be the cause of this.
2. Let family members know this isn’t just about their wishes. Because any public acrimony in a family business so often leads to the company’s failing, it threatens the well-being of innocent bystanders including the company’s employees, stockholders, lenders and even the tax base of the community. Members of family businesses need to know they have a responsibility to large numbers of people beyond themselves.
3. Emphasize the concept of “Family First.” Family businesses are unlike regular families, because in the tug of war between individualism and being a member of the group, there needs to be a different balance. Members of a family business have a different level of responsibility, because their actions inﬂuence all the stakeholders involved with the business. Members of family businesses need to know that there are times when they have a choice between getting their way and having a relationship. Being a member of a family business at times means sacrifice, and for the business to continue, this can mean giving up the ego gratification of getting their way. However, in return they’ll get something of vastly greater importance — the chance for the family legacy to continue and thrive.
5. Compromise is key. Members of a family business need to learn to listen to each other, and they need to avoid the temptation to “stand on principle.” In the context of a family business, “standing on principle” is a synonym for “being stubborn.” It means, “I’m not going to listen to you.” It also tends to shut down discussion because virtue signaling can shut down the give-andtake that’s essential for compromise.
6. Be careful of what is said in anger. Angry words can be self-fulfilling; for example, disparaging someone’s competence or expressing preference for a sibling. A person may say something in momentary anger, but the person hearing what was said may remember those words for a lifetime. Garbage can come out of Pandora’s Box that can’t be stuffed back in again. Done right, the family and all its benefits will endure. Done wrong, the family business blows up. By considering and practicing these six attitudes and techniques, you can quell any family business dissent before it jeopardizes the health of the company as a whole. S MITZI PERDUE is a celebrated speaker, businesswoman, and author of “How to Make Your Family Business Last.” A cum laude graduate from Harvard University and holder of an MPA from George Washington University, Perdue draws from her direct experiences in two long-lasting family enterprises to assist businesses in preparing for lifelong success. She is a past president of the 35,000-member American Agri-Women, a former syndicated columnist for Scripps Howard and the founder of CERES Farms. For more information on Perdue, please visit: www.mitziperdue.com
KEEPING YOUR YOUNGEST CUSTOMERS SAFE:
xpecting parents face a lot of challenges as they prepare for the arrival of a new baby, but car seats — especially those for infants — can sometimes be an afterthought. New parents may know car seats are required by law but give the actual installation little attention. However, that can actually put the child at risk if the car seat isn’t installed properly. 32
Offering Car Seat Installation and Inspection By Peter Suciu
In February, Grease Monkey of Idaho offered its first car seat safety check — and became the first oil and lube company in the state to offer this valuable service. It happened because last September Hilary Gregson, a team member and parent, found that a customer’s car seat was incorrectly installed. She asked Tyson Daniels, the franchise
owner of the Grease Monkey Idaho locations, if she should correct the problem. “She asked me if she should offer to fix the issue with how the car seat was installed,” Daniels said. “I actually said not to do anything. At first, I didn’t want to touch it, as we could create a liability issue in case there was an accident.” On the way home, Daniels realized he
was wrong. In the future, he wanted techs to speak up, and he decided car seat installation was a service his locations should offer — at no cost to customers. Ensuring his youngest customers were safe became a priority for Daniels. “It was on the way home that night I thought about it and realized this was a service we should provide to our clients,” he added. “I wasn’t sure what was involved, but I researched the issue. What I found out was surprising, to put it mildly.” Daniels discovered that the vast majority of car seats are improperly installed. Many others are old and should be replaced. It was time not only to speak up, but also time to make sure his team knew how to perform proper installations. “This isn’t something techs can learn by reading up on manuals,” Daniels noted, adding that he and his team were surprised to learn that upward of 84 percent of car seats are installed incorrectly and that 96 percent of parents assumed the car seats were properly installed. He decided he needed to make sure his team knew better. Daniels sent five members of the Grease Monkey staff to a fourday training program in Butte, Montana. To help ensure that car seat installation is performed correctly, the National Highway Traﬃc Safety Administration (NHTSA) developed the Child Passenger Safety Certification curriculum that is administered through Safe Kids Worldwide, which acts as the certifying body. The National Child Passenger Safety Certification Training Program (CPS certification program) began in 1997, and to-date, more than 161,000 people have successfully completed the course. There are currently more than 41,000 CPS technicians
— many of whom are trained health and safety professionals. Today, the CPS certification program is offered in all 50 states, the District of Columbia and all U.S. territories. It is considered the gold standard of certification programs for proper car seat installation. Those taking the program, which is offered for $85, go through a rigorous three- to four-day course, which provides insight and instruction on car seat installation. “We sent a number of techs to the CPS certification program with the NHTSA,” Daniels said. “This is a serious training program.” Daniels added that car seat installation isn’t something that one tech can learn about and then pass on this knowledge. Anyone actually performing the car seat installations needs to attend CPS certification training. “There is a reason the class is three to four days,” said Kerry Chausmer, certification director at Safe Kids Worldwide, which helps run the programs. “You have to work with all sorts of cars and car seats. This training is really crucial, because if someone tries to help a parent and doesn’t have this training, you can really put the child at risk.” Daniels’ five Grease Monkey locations in Idaho have been offering car seat installation as a courtesy service for the past six months. He added that he sees this as something that can help build relationships with customers — yet because it involves child safety, it still needs to be handled accordingly. Many parents may not like to be lectured to or told that their car seat has been installed incorrectly, but, in most cases, a helpful acknowledgement of a problem can be most welcomed.
“It is a sensitive issue, and we understand you don’t want to lecture the customer,” Daniels said. “Instead, we want to inform the customers that this is a free service we offer and that our techs have been properly trained and certified to handle the installation.” Currently, if technicians see a car seat during a service that isn’t installed properly, they can offer the recommendations to customers. In other cases, parents have learned Grease Monkey is offering car seat installation and inspection and have come in for help. As noted, many of the people with the CPS certification are currently trained health and safety professionals, but Chausmer suggested that the auto service industry could certainly take advantage of offering this service. “It is a great way to build that relationship with a parent or caregiver,” she said. “This is something people might not expect when they get their oil changed, but it could certainly bring them back again.”
Understanding the Importance of Proper Installation
Some people may question why car seat installation needs to be learned in a threeto four-day class — it’s because there is no universal standard for installation. Depending on the make and model of the vehicle, installation can be cumbersome. Being in a car seat is as important for a young rider as it is for a teen or adult to wear a safety belt. According to NHTSA, car crashes still remain a leading cause of death for children aged one to 13. For this reason it is recommended that parents and caregivers alike utilize car seats — as
Grease Monkey Idaho now offers car seat installation for its customers. Hillary Gregson (pictured installing a car seat below) was one employee behind the launch of the program, which was sparked when she noticed a customer’s car seat was incorrectly installed.
required by law nationwide — whenever a child is in a car. “Research on the effectiveness of child restraints has found car seats to reduce fatal injury by 71 percent for infants younger than one year old, and by 54 percent for toddlers, one to four years old, in passenger cars,” said a NHTSA spokesperson via email to NOLN. However, it is not just having the car seat that is crucial, but ensuring that it is properly installed. “Misuse, or incorrect installation, can reduce the effectiveness of child restraints to various degrees depending on the criticality of misuse,” the NHTSA spokesperson added. A study conducted by Safe Kids Worldwide in 2015 found that installation could be a problem with more than 80 percent of all car seats. This often occurs because parents believe they are just booster seats that are meant to keep a child from moving around in the backseat. “We see that because car seats are typically used in the backseat that parents or caregivers don’t think that this is as important or as obvious as you might think,” Chausmer said. “But it provides a lot of benefit.” Even with proper installation there can be other problems with car seats — and
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here too is where shops can provide value to customers via insight on this subject. “We see many car seats aren’t even buckled in and, instead, are just placed in the backseat,” Daniels warned. “But, we also see many are expired or too big or small for the child.” There are several factors in car seats that users need to understand — including the fact that upward of 16 percent of rearfacing infant car seats are installed with incorrect recline angles. This can affect an infant’s breathing and can be a problem in normal daily use. The problem with forward-facing car seats that are intended for use with older children can often involve improper use of the top tether, which is meant to be a third point of contact and secures the top of the car seat to the vehicle. When properly installed, the car seat’s tether will keep a car seat from pitching forward in a crash. When improperly installed, the entire car seat can move forward — resulting in the child’s head possibly hitting the back of the front seat and potentially causing serious harm. “I’m really glad that Hilary spoke up,” Daniels said. “And I’m proud that we now offer this service. This is a beneficial service that I’m glad we can offer, and it is something that can truly make a difference in our customers’ lives.” S
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Oil Level is Down, But It’s Not on the Garage Floor? By Michael Belluomo
Lower oil levels at oil change time used to be an indicator of ei-
ther an oil leak outside the car or burning oil inside the engine.
Locating an oil leak under the car was a simple affair, and an
How do you solve the problem? Many shops load up their customers’ trunks with extra quarts of oil to top-oﬀ the crankcase at each tank fill-up. That’s not a solution. It’s a band-aid. When working with your customers on figuring out their mysterious oil loss, you’ve got a lot of bases to cover: Why are new cars burning oil?
engine that was burning oil suffered other symptoms, including
What is causing the loss in this particular car?
cloud of white sacriﬁcial smoke when starting the car that let
Can changing the brand or viscosity of the oil reduce this oil loss?
wear on pistons and rings. There was also a rather suspicious folks know something was up.
Is there anything you as a technician can do to slow the loss of oil?
day one, partly due to the tight tolerances inside the engine
Are there driving changes the customer could make to conserve oil?
However, many modern cars now suffer internal oil loss from
while it’s under load. Depending on the make and model, “nor-
At what point does this become harmful to the engine?
oil every 700 miles.
Once the people who take care of the cars know more about oil loss, they can educate drivers about oil loss.
mal” oil loss between changes can be as much as one quart of
Here are 8 key points:
Consider what oil does inside the engine Your customers may not understand the many tasks of oil in their engines. Yes, lubrication is key, but their oil has to do more. Engine oil surrounds and protects the metal components of the engine and seals the rings that are meant to keep oil and gas separated. Engine oil is enhanced with detergents and corrosion inhibitors that protect the car from dirt and rust. This oil is then pumped and filtered, carrying away contaminants and, most importantly, heat. The filtered oil is then put back to work. Each batch of filtered oil is lower in volume; in some cars, a lot lower.
Consider what new cars do to oil Modern car manufacturers have to jump through a lot of hoops to get a car to market. To get to the required fuel economy, engines must generate more power on fewer cylinders. These engine configurations are often constructed of lighter weight metals and alloys, each with their own heat tolerances. Oil is under more pressure than ever inside modern engines, and if it slips past the piston rings, oil will enter and burn in the wrong part of the engine, fouling plugs and leading to deposit buildup and engine misfire.
Piston rings under pressure Modern efficiencies in engine design include low tension piston rings designed to increase fuel efficiency. However, in some engines these piston rings can’t handle the high temperatures and pressures inside the engine. When these rings buckle, gas blows past the piston rings, limiting the protective capabilities. The oil also blows past the piston rings into the combustion chamber, clogging fuel injectors. If you’re finding dirty fuel injectors and low oil levels, it’s time to talk to your customers about fortifying their engine oil to keep it protecting their engines eﬀectively. 38
Thicker oil will not solve the problem If new cars are coming in a quart low or more, it may be time to suggest a change to a synthetic. Selling a synthetic oil change can be met with resistance, so you may need to discuss volatility as well as viscosity. Cheap oils are simply more volatile. Under high temperatures, they break down and evaporate more quickly, leaving more varnish on all of the engine components. Worse, the next time the engine gets hot, there is less working engine oil in the pan to actually do the work needed to keep the engine running. Changing to a thicker oil is not a good option if the engine is burning oil. Oil is designed to be the proper weight, to be put to work, and to be replaced when it breaks down. Extremely thick oil won’t protect the engine on start-up and may lead to further damage. It will also cause more oil pressure in the engine, building up friction and generating even more heat, as thick oil is not able to migrate into tight tolerances.
Conserve oil by driving differently Your customers can do themselves a favor by changing up their driving style to reduce heat and load pressure on the engine. Customers driving standard transmission cars would be well served to keep an eye on their RPMs and getting through the gears quickly for best fuel efficiency and optimum temperature. Those driving automatic transmissions can give their engines a break by following the rules for gasoline efficiency: avoid flooring the gas pedal when possible, and drive gently as the car warms up.
Get on a maintenance program Oil loss between oil changes in a new car may be a recent phenomenon, but it is controllable. You can help your customers monitor the amount of oil loss between changes by discussing driving habits and conditions and review service bulletins from manufacturers. You can also encourage them to be diligent about oil changes and to keep all of their service records. Unfortunately, a new car that burns oil will
become an older car that burns more oil. Short of an engine rebuild, there are few things you and your customers can do to magically stop oil burn. If oil burn only mattered at the tailpipe, the problem would be more manageable. Unfortunately, blow-by can result in fouled plugs, poor engine efficiency, and may even leave your customers stranded due to a failed engine. If a customer brings you a vehicle that’s chugging along on fewer cylinders because of oil deposits left by burned oil and additives that slipped past the seals, you may need to get them in for a mid-oil change check. This will give you a chance to check the oil level and locate where in the engine the oil is getting lost.
Things are getting better The only constant in automotive technology is that standards will keep changing. Designers are under ever increasing pressure to build cars with even better fuel efficiency, and regulations on lubricants will continue to narrow the window on formulating lubricants that will protect the car engine and the environment. A quality synthetic oil will oﬀer your customers the best and most consistent long-term protection for their vehicle.
Efﬁciency can be added back in Technicians can oﬀer their customers a great deal of relief with products specially formulated to remove deposits from pistons and to clean up the carbon deposits that can form inside new engines. If oil is disappearing from the engine but isn’t showing up on the garage floor, a thorough clean-out with a BG Performance Oil Service can reinvigorate a new engine coated in sticky carbon deposits. Don’t just give your customers a bandaid. Educate them on what’s actually happening inside their engine. And oﬀer a BG solution with Lifetime BG Protection for their engine and fuel system. S
MICHAEL BELLUOMO is the Technical Product Manager for BG Products, Inc. Content brought to you by BG Products, Inc. For more information, visit: www.bgprod.com
How Many Flushes? By Steve Swedberg
he first thing I need to state is that this is not a plumbing discussion. Rather, it deals with a question that many have raised about flushing engines, cooling systems and transmissions. There are many good reasons to flush any of these systems. New engines run more efficiently, but over time, they gather harmful deposits that cause power and performance loss. Stop-and-go driving, prolonged idling, short trips that do not allow the engine to reach full operating temperature, towing, the ingestion of airborne dirt, fuel dilution, water condensation and oxidized oil all can promote sludge build-up in motors. As it settles, sludge clogs narrow oil passages, restricting oil flow to vital parts, especially the upper valve train area. In transmissions, deposits can form on clutch plates, causing hesitation and erratic shifting. Ultimately clutch glazing can set in, reducing the life of the transmission. Deposits in engines and transmis“Sealed” transmissions, such as Ford’s 10-speed on late-model F-150s, should be referred back to the dealership for service.
sions can accelerate wear, causing power loss and increased fuel consumption. Rust and dirty coolant that circulates in a car’s cooling system can lead to a clogged radiator, resulting in overheating and engine damage. Draining the radiator alone does not sufficiently remove old coolant, as the radiator may contain 40 percent or less of the coolant. Over time, coolant breaks downs and works less eﬀectively to keep the engine cool. This places stress on the radiator and causes the engine to run hotter. Prolonged use of old coolant may result in major radiator and engine damage. So the question becomes, how can we prolong engine and transmission life. One of the most popular ways is flushing the various systems. Engine flushes help restore fuel economy, increase operating efficiency and reduce emissions in gasoline and diesel engines. They are additive top-treats, normally added to engine oil prior to draining, and contain detergent-based formulas that clean
out sludge and deposit build-up, which help to reduce fuel and oil consumption. Cleaning up a transmission is a diﬀerent story. It’s often not practical to drain a transmission due to the way they are designed. The torque converter holds oil that doesn’t drain easily, and there are literally hundreds of nooks and crannies where oil hangs up. Transmission flushes are accomplished by circulating new fluid throughout the transmission. This carries away the sludge and varnish that collect in all those inaccessible places. Some of these systems periodically take a portion of the flush out and add more new oil until the flush oil looks clean. Coolant flushes are normally made with water plus a coolant flush additive to clean the oxidized coolant and accumulated rust and scale. The water and flush additive are circulated throughout the coolant system (including passenger compartment heater cores). Once the mix has been circulated and is clean, new coolant/water mix is added to the system.
One of the questions often asked by fast oil change and other vehicle service providers is, “Can I use my flushing fluid on more than one car?” It’s a good question, and there is a simple answer, no. For engine oils it’s pretty simple; the drain oil plus flushing additive is already used up, so dispose of the drain oil and move on. The transmission drain issue is more complex. An old contact in the transmission fluid business noted that it is not a good idea to reuse the same fluid again and again for flushing. Each flush just gets out a portion of the old fluid and replaces it with a small portion of new fluid. The best way is to drain what you can, add new fluid, circulate and then drain again. A single flush only replaced something like 17 percent at a time, and multiple flushes with fresh fluid were required. New techniques for transmission drains probably are not much diﬀerent. That is because a lot of service places at dealers are using the ATF flush systems that actually run new fluid into the transmission while pushing through (and out) the old fluid. When the fluid is circulated, it removes a great deal of sludge and varnish. If it is used on another transmission, the debris and sludge will be pumped into the new transmission. That will result in sticking valves and clutches. It could even degrade the frictional properties of the transmission. The best practice is to dispose of the flushing fluid. One recommendation is to use an engine oil flush additive for transmissions. That’s not a good idea either. The additive system in engine oils is not the same as transmission fluids. It can actually cause problems with clutch surfaces and degrade transmission performance. Coolant flush is the same as transmission flush. The flushing fluids will pick up a lot of rust and sludge and shouldn’t be used again. It will simply deposit the old debris in a diﬀerent engine. The last question to answer is, how often should any of these fluids be exchanged? For engine oils, the change should occur according to the owner’s manual or sooner. As far as flushing is concerned, if oil changes have been on schedule and with the right oil, there shouldn’t be sludge buildup, so flushing is probably not useful. If the oil hasn’t been changed often enough or incorrect oil has been used for an application (e.g. on a turbocharged en-
gine), there may be some sludge accumulated. Usually, it accumulates at the top of the engine and tends to stay there. How about coolant? Many service shops that service cars with “lifetime” coolant, say you should do it more often than the maintenance schedule recommends, such as every 30,000 or 50,000 miles. Most vehicles use long-life engine coolant (usually a 50/50 mixture of antifreeze and water) that will provide protection for several years against boiling in hot weather and freezing in cold weather, with little maintenance. Modern vehicles also have longer intervals between fluid changes of all types, partly because environmental regulators have pressured automakers to reduce the amount of waste fluids that have to be disposed of or recycled. The transmission gives out some signs that it might need a new fluid flush. They include strange noises or even grinding coming from the transmission, problems
shifting gears, some slippage when shifting gears, unexplained surging of the vehicle or delay in movement after placing the vehicle in gear. The general recommendation is to flush the transmission every two years or 30,000 miles. There’s a whole world of flushes out there. S STEVE SWEDBERG has over 50 years of experience in the oil industry. He has a Bachelor of Science degree in chemistry and graduate work in business administration. He also has extensive training in petroleum products technical service as well as total quality management. His work experience includes lubricants research and development with ARCO and UNOCAL, oil additive marketing at Edwin Cooper (now Afton) and Chevron Oronite and lubricants marketing with Pennzoil. He managed technical groups related to oil marketing, product quality and technical services. Swedberg has also been involved with several industry organizations including STLE, NLGI, ASTM and, most notably, SAE, where he was Technical Committee 1 (Engine Oils) chairman from 1992 to 1996. While in that position, he was able to help influence industry direction as well as make many valuable industry contacts. Swedberg is currently consulting on lubricating products and additives and is a technical writer.
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The 2018 Nissan Compact Cargo was designed to help business owners. It combines a small exterior footprint and excellent fuel efficiency with a large cargo capacity and versatility. The NV200 Compact Cargo is designed to be the right size for fleet operators wanting smaller, more efficient work vans. It is highly maneuverable in traffic or when negotiating city parking spaces. The tall rear doors are a 40/60-split design and are solid (no windows) to accommodate advertising or business signage. A selection of five exterior colors is offered: Fresh Powder, Brilliant Silver, Super Black, Cayenne Red and Graphite Blue. The Nissan NV200 Compact Cargo offers Mobile Office functionality with a center console featuring laptop/hanging file folder storage, pen/pencil tray, CD holder and dual cup holders. Recessed storage areas are provided on the upper instrument 42
Tech Spec: 2018 Nissan NV200 Compact Cargo
panel for folders and documents. In addition, the passenger seat folds down to serve as a worktop or lunch table, or it extends the cargo space for hauling longer items such as pipe or lumber. Available technology includes standard Bluetooth hands-free phone system, rearview monitor and available SiriusXM satellite radio. Standard safety features include the Nissan Advanced Air Bag System, roof-mounted curtain side-impact supplemental air bags for front occupant head protection, front seat-mounted driver and passenger side-impact supplemental air bags, vehicle dynamic control and tire pressure monitoring system. The Nissan NV200 Compact Cargo is built on Nissanâ€™s compact commercial platform and features an efficient 2.0-liter and 16-valve DOHC four-cylinder engine rated at 131 horsepower and 139 poundfeet of torque. The engine is matched with
an Xtronic transmission. Fuel economy is rated at 24 mpg city, 26 mpg highway and 25 mpg combined. The NV200 Compact Cargo suspension utilizes independent struts and stabilizer bar in front and a leaf spring design in the rear. Front disc/rear drum brakes with anti-lock braking system, electronic brake force distribution and brake assist are standard, along with electric powerassisted steering and 15-inch steel wheels mounted with 185/60R15 high-load allseason tires. The 2018 Nissan NV200 Compact Cargo is available in two well-equipped models, NV200 S and NV200 SV, in a choice of five exterior colors, matched with a gray cloth interior. In addition to the long list of standard features on the NV200 S, the SV model adds power heated outside mirrors, remote keyless entry with two key fobs,
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cruise control with steering wheel-mounted controls, additional 12V power point in the rear of the center console, six floormounted tie-down D-rings in the cargo area, body-color bumpers, outside mirrors and rear license plate finisher, full wheel covers and chrome grille. Several option packages are available, including back door glass package; cruise control package (S grade only); navigation package (SV grade only); sliding door glass package (passenger side); and rear sonar system. The entry-level Nissan NV200 S carries a starting price tag of $21,900. A fullyloaded NV200 SV with the rear door glass package, rear sonar system and navigation package will cost a buyer about $24,865. Servicing the 2018 Nissan NV200 Compact Cargo To help ensure safe, smooth and economical driving, Nissan provides two maintenance schedules that may be used, depending upon the conditions in which the vehicle is usually driven. These schedules contain both distance and time intervals, up to 120,000 miles (192,000 km)/144 months. For most people, the odometer reading will indicate when service is needed. However, if the vehicle is driven very little, it should be serviced at the regular time intervals shown in the schedule. Additional maintenance items for severe operating conditions should be performed on vehicles that are driven under especially demanding conditions. Additional maintenance items should be per-
formed if the vehicle is primarily operated under any of the following conditions (severe maintenance schedule): • Repeated short trips of less than five miles (8 km) • Repeated short trips of less than 10 miles (16 km) with outside temperatures remaining below freezing • Operating in hot weather in stop-and-go “rush hour” traffic • Extensive idling and/or low-speed driving for long distances, such as police, taxi or door-to-door delivery use. • Driving in dusty conditions • Driving on rough, muddy or salt spread roads • Using a car-top carrier STANDARD MAINTENANCE Every 5,000 miles (8,000 km) or six months: • Replace engine oil and filter Every 10,000 miles (16,000 km) or 12 months: • Inspect brake lines and cables • Inspect brake pads, rotors, drums and linings • Inspect CVT fluid • Inspect front drive shaft boots Every 20,000 miles (32,000 km) or 24 months: • Inspect fuel lines • Inspect EVAP vapor lines • Replace brake fluid • Inspect steering gear and linkage, axle and suspension parts • Inspect exhaust system
Every 30,000 miles (48,000 km) or 36 months: • Replace air cleaner filter At 40,000 miles (64,000 km) or 48 months and then every 10,000 miles (16,000 km) or 12 months: • Inspect drive belts Every 105,000 miles (168,000 km): • Replace spark plugs At 105,000 miles (168,000 km) or 84 months and then every 75,000 miles (120,000 km) or 60 months thereafter: • Replace engine coolant SEVERE MAINTENANCE SCHEDULE If a vehicle is operated under severe conditions, the following services should be performed more frequently: Every 5,000 miles (8,000 km) or six months: • Inspect brake pads, rotors, drums and linings • Inspect steering gear and linkage, axle and suspension parts • Inspect front drive shaft boots • Inspect exhaust system
Every 10,000 miles (16,000 km) or 12 months: • Replace brake fluid Fluids and Capacities Engine Oil: 5W-30 SN; capacity is 4.875 quarts (4.6 liters) with filter change or 4.5 quarts (4.3 liters) without filter change Coolant: Nissan Long Life Antifreeze/ Coolant or equivalent; capacity is 2 gallons (7.6 liters) CVT Fluid: Nissan CVT Fluid NS-3 or equivalent Air conditioning system refrigerant: HFC-134a S 44
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Automotive Recalls As a service to your customers, please note the following vehicles that have been recalled by the National Highway Traffic Safety Administration (NHTSA) or by their manufacturers. Note these recalls apply only to items that could aﬀect vehicle occupancy safety. Items listed under separate manufacturer technical service bulletins are not always covered by warranty. 2017 Toyota Tundra Toyota Motor Engineering & Manufacturing is recalling certain 2017 Toyota Tundra vehicles. One of the rear split bench seat leg brackets may not have been properly tightened to the vehicle’s floor pan, possibly allowing the seat to move in a crash. A vehicle with an improperly tightened seat leg bracket could fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 207, “Seating Systems,” No. 210, “Seat Belt Assembly Anchorages,” and No. 225, “Child Restraint Anchorage Systems.”
2018 Toyota Sequoia
Toyota will notify owners, and dealers will update the vehicle’s software, free of charge. 2018 Hyundai Santa Fe, Santa Fe Sport Hyundai Motor America is recalling certain 2018 Hyundai Santa Fe and Santa Fe Sport vehicles. The steering wheel assembly may break, possibly resulting in the steering wheel separating from the steering column while driving.
2018 Toyota Sequoia, Tundra Toyota Motor Engineering & Manufacturing is recalling certain 2018 Toyota Tundra and Sequoia vehicles. Electrical interference within the power supply circuit may cause the vehicle’s electronic stability control system to be deactivated. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 126, “Electronic Stability Control Systems.” Deactivation of the vehicle stability control system can increase the risk of a crash in certain conditions. 46
2016-2018 Lexus GS F; 2018 Lexus LC500; 2015-2018 Lexus RC F Toyota Motor Engineering & Manufacturing is recalling certain Lexus vehicles equipped with 5.0L V8 2UR-GSE engines with two high-pressure fuel pumps. Specific operating conditions may result in damage to the pulsation damper in one of the high-pressure fuel pumps, possibly causing a fatigue crack in the fuel pump cover. 2018 Lexus LC 500
2018 Hyundai Santa Fe Sport
2017 Toyota Tundra
If the rear split bench seat moves in a crash, the seat occupant has an increased risk of injury. Toyota will notify owners, and dealers will tighten the five seat leg bracket bolts, as necessary, free of charge.
Toyota will notify owners, and dealers will inspect the fuel pipes for the correct installation, correcting them as necessary, free of charge.
A steering wheel separation while driving can cause a loss of vehicle control and increase the risk of a crash. Hyundai will notify owners, and dealers will check the production lot number of the steering wheel assembly, replacing it as necessary, free of charge. 2018 Toyota Camry Toyota Motor Engineering & Manufacturing is recalling certain 2018 Toyota Camry vehicles equipped with V6 engines. These vehicles have fuel delivery pipes that may not be properly connected to the fuel hoses in the engine compartment.
A cracked cover may leak fuel, which, in the presence of an ignition source, can increase the risk of a fire. Toyota will notify owners, and dealers will replace the high-pressure fuel pumps, free of charge. 2014-2018 Ford Fusion; 2014-2018 Lincoln MKZ Ford Motor Company is recalling certain 2014-2018 Lincoln MKZ and Ford Fusion vehicles. The steering wheel retaining bolt may loosen, allowing the steering wheel to detach while driving. 2018 Ford Fusion
2018 Toyota Camry
The improperly connected hoses may leak fuel, which, in the presence of an ignition source, can increase the risk of a fire.
A steering wheel detachment can cause a loss of steering control, increasing the risk of a crash Ford will notify owners, and dealers will replace the steering wheel bolt with a longer bolt, free of charge.
2018 Nissan 370Z Nissan North America, Inc. is recalling certain 2018 Nissan 370Z vehicles. The driver’s side curtain air bag may have been installed incorrectly during production, possibly aﬀecting its deployment. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 214, “Side Impact Protecti on,” and No. 226, “Ejection Mitigation.” 2018 Nissan 370Z
AMG, E63 S AMG sedan and E63S AMG station wagon vehicles fitted with AMG performance seats. The backrest rail and backrest fitting may not be properly welded on the driver and front passenger seats. The incorrect welding may result in the seats failing in the event of a crash, increasing the risk of injury. MBUSA will notify owners, and dealers will inspect the welds of the backrest frames, replacing the backrests as necessary, free of charge. 2018 Ram ProMaster City Chrysler is recalling certain 2018 Ram ProMaster City vehicles. The gears within the hydraulic rack and pinion steering system may have a casting defect that can cause a
The incorrect air bag installation can prevent the air bag from deploying correctly in the event of a crash, increasing the risk of injury. Nissan will notify owners, and dealers will inspect the curtain air bag, correcting its installation as necessary, free of charge. 2018 Mack Anthem, Granite, Pinnacle Mack Trucks, Inc. is recalling certain 2018 Anthem (AN), Granite (GU) and Pinnacle (CXU, PI) trucks. An electrical overload condition may cause the light control modules (LCM) to fail, resulting in the loss of exterior lighting, interior dashboard lighting and the windshield wipers. 2018 Mack Anthem
2018 Ram ProMaster City
crack and a loss of hydraulic steering fluid. A hydraulic steering fluid leak may require additional sudden steering eﬀort, increasing the risk of a crash. Chrysler will notify owners, and dealers will inspect the steering gear housing, replacing any aﬀected rack-and-pinion assembly, free of charge. 2009-2014 Volkswagen CC; 2010-2011 Volkswagen Eos; 2010-2014 Volkswagen Golf; 2007-2010 Volkswagen Passat, Passat Wagon Volkswagen Group of America, Inc. is recalling certain Volkswagen CC, Golf, Eos, Passat sedan and Passat wagon vehicles.
Loss of lighting or windshield wiper function can increase the risk of a crash. Mack will notify owners, and dealers will replace and reprogram the LCM, free of charge. 2018 Mercedes-Benz C43 AMG, C63S AMG, E63S AMG Mercedes-Benz USA, LLC is recalling certain 2018 Mercedes Benz C43 AMG, C63S 48
2014 Volkswagen CC
Upon deployment of the driver’s frontal air bag, excessive internal pressure may
cause the inflator to explode. In the event of a crash necessitating deployment of the driver’s frontal air bag, the inflator could explode with metal fragments striking the vehicle occupants, potentially resulting in serious injury or death. Volkswagen will notify owners, and dealers will replace the driver’s frontal air bag inflator with an alternative inflator, free of charge. 2016 Alfa Romeo Stelvio Chrysler is recalling certain 2018 Alfa Romeo Stelvio vehicles. The software for the wiper motor may incorrectly interpret the wiper motor as overheating, limiting the windshield wipers to operating only at the low-speed setting. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 104, “ Windshield Wiping and Washing Systems.” Limited wiper function can reduce the driver’s visibility, increasing the risk of a crash. Chrysler will notify owners, and dealers will replace the wiper motor, free of charge. 2018 Newmar Essex Newmar Corporation is recalling certain Essex motorhomes. The taillights on these vehicles may loosen and detach from the vehicle while driving. If the taillights detach, the driver will not be able to communicate his driving intentions, increasing the risk of a crash. 2018 Newmar Essex
Newmar will notify owners, and dealers will secure the taillights with new hardware, free of charge. 2011-2012, 2015-2016 Entegra Aspire Entegra Coach is recalling certain Aspire motorhomes built on Freightliner Custom Chassis Corporation chassis. The power steering hose on the aﬀected vehicles may be routed incorrectly, and, as a result, the hose may rub against the power stud on the starter motor, possibly causing electrical arcing and a power steering fluid leak.
2016 Entegra Aspire
2016 Honda Odyssey
2016 Ford Focus
Electrical arcing in the presence of leaking power steering fluid can increase the risk of a fire. Entegra will notify owners, and Freightliner dealers will reroute the power steering hose to provide proper clearance, free of charge.
An unlocked second row left outboard seatback increases the risk of injury to the seat occupant during a crash. Honda will notify owners, and dealers will confirm proper operation of the second row left outboard seatback, and install a support bracket to the seat recliner. If the seatback cannot lock, dealers will replace the seatback frame assembly. These repairs will be performed free of charge.
The clutch may fracture, resulting in damage to the transmission assembly and possibly a transmission fluid leak. A transmission fluid leak in the presence of an ignition source such as hot engine or exhaust components can increase the risk of a fire. Ford will notify owners, and dealers will update the Focus vehicles with software that detects and prevents prolonged clutch slip, and will replace the clutch, as necessary, free of charge. Owners of Fusion vehicles will have their clutch assembly replaced free of charge. S
2013-2015 Coachmen Cross Country, Pathﬁnder; 2016-2017 Forest River Berkshire; 2012-2017 Forest River Charleston; 2014-2015 Glaval Bus Synergy Forest River, Inc. is recalling certain motorhomes built on Freightliner Custom Chassis Corporation chassis. The power steering hose on the aﬀected vehicles may be routed incorrectly, and, as a result, the hose may rub against the power stud on the starter motor, possibly causing electrical arcing and a power steering fluid leak. 2017 Forest River Berkshire
2015-2016 Ford Focus; 2013-2014 Ford Fusion Ford Motor Company is recalling certain 2015-2016 Ford Focus vehicles equipped with a 1.0L GTDI engine and a six-speed manual transmission and 2013-2014 Ford Fusion vehicles equipped with a 1.6L GTDI engine and a six-speed manual transmission.
For a complete list of this month’s recalls, visit: www.noln.net
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Electrical arcing in the presence of leaking power steering fluid can increase the risk of a fire. Forest River will notify owners, and Freightliner dealers will reroute the power steering hose to provide proper clearance, free of charge. 2014-2016 Honda Odyssey Honda is recalling certain 2014-2016 Honda Odyssey vehicles. The second row outboard seats have a lever to fold the seatback and slide the seat forward to access the third row seats. Due to a manufacturing error, if the walk-in release is used to fold a fully reclined left outboard seatback forward, the seatback may stay in the unlocked position (free-folding) or unexpectedly unlock without engaging the walk-in or recliner lever.
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Servicing Fuel Filters: Neglecting a Filter Replacement Can Be Costly by Larry Hammer
hile much emphasis is placed on servicing filters during routine vehicle maintenance, little attention is given to the fuel filter until an engine performance issue occurs. Neglecting the
fuel filter can result in damage to some expensive components such as an electric fuel pump or costly fuel injectors. Following are reasons why some vehicles encounter multiple fuel pump failures.
Identifying a Defective Fuel Pump Prior to replacing the fuel pump, a thorough diagnosis should be performed to make certain that available current is getting to the pump. This should include checking relays, pressure sensors, inertia switches and, in some cases, the security system, which can prevent fuel pump operation. Some pumps fail due to a worn commutator bar on the armature. Tapping the fuel tank with a rubber mallet may move the armature enough to allow electrical contact, promoting fuel pump operation. This is a temporary solution. Donâ€™t be fooled by a fuel pump providing sufficient pressure but low volume. Low fuel pressure or insufficient volume will affect engine performance and may set a diagnostic code due to lean fuel conditions. Most fuel pumps will pump one pint of fuel in 30 seconds. Follow the vehicle manufacturerâ€™s guidelines for pressure and volume testing. Leading Causes of Fuel Pump Failure Fuel is the coolant and lubricant for the fuel pump. Never allow the fuel level to get below one-quarter tank to prevent overheating of the fuel pump. Running a vehicle out of fuel can cause permanent damage.
Water in the fuel promotes corrosion, especially on vehicles stored for long periods of time. A low fuel level during cool or humid weather can promote condensation and corrosion. Ethanol can further aggravate the condition. Taking a fuel sample in a glass container can reveal fuel contamination. If the fuel is discolored or reveals the presence of water, replace the fuel.
Prior to replacing the fuel pump, a thorough diagnosis should be performed to make certain that available current is getting to the pump. This should include checking
relays, pressure sensors, inertia switches and, in some cases, the security system, which can prevent fuel pump operation.
Dirty or contaminated fuel. Sediments in the fuel tank can clog the strainer, promoting overheating and premature fuel pump failure. Clean the tank before replacing the fuel pump.
tion is minimal in the fuel tank but heavy deposits are located in the module.
Purchasing fuel when a tanker is resupplying a fuel distributor is not recommended, as many deposits are being dislodged in the storage tank.
Fuel tank oxidation, which promotes the formation of deposits.
When replacing the fuel pump, always replace the strainer. The strainer can catch contaminates larger than 70 microns; however, contaminants as small as 30 microns can pass through the strainer, causing permanent damage to the fuel pump. The fuel filter does not directly protect the fuel pump, as contaminated fuel passes through the fuel pump before it gets to the filter, with the exception of applications that have an in-tank fuel filter. The pump may overheat and fail while trying to pass fuel through a restricted filter. Replace the filter on a scheduled basis.
A restricted fuel filter, strainer or blocked return line will stress the fuel pump, leading to pump failure.
On vehicles equipped with a fuel pump module, heavy concentrations of rust deposits may require replacement of the fuel lines, especially when the contamina-
Contaminants that pass through the pump can cause pump seizure, resulting in increased amperage flow necessary to overcome the resistance, which can cause overheating of the wiring and related connectors. A restricted fuel filter can promote the same type of electrical failure.
Special metals and coatings in the fuel system components are necessary for vehicles rated to burn E85 fuel to prevent fuel system corrosion. Prior to replacing a fuel pump, make certain the loss of pressure or volume is not due to a restricted fuel filter, low voltage or a defective pressure regulator. Make fuel filter replacement a part of your service recommendation. It is the best preventive maintenance you can give the fuel pump. ď “
Larry Hammer is an automotive troubleshooter who oversees Mightyâ€™s Technical Support Services in Jackson, Tennessee. Hammer has been writing technical articles since 1982. He may be reached at: email@example.com
Welcome to iFLEX by Kristy Babb
It’s hard to believe we’ve finally made it to iFLEX 2018, which is landing at the Las Vegas Convention Center April 26-28. The AOCA team has been busy working to ensure it’s a memorable event, full of networking and educational offerings. For AOCA members attending iFLEX who are in Las Vegas on Wednesday, April 25, we truly hope you will meet us at The House of Blues at 7 p.m. for our President’s Reception and Membership Meeting. We will have giveaways, games and plenty of beverages and bites to go around. Please RSVP by contacting our office, if you haven’t yet signed up. There will be no shortage of activities at iFLEX and The Car Wash Show, but we hope you will join your fast lube industry
peers at the various AOCA educational sessions. Looking for tips on hiring and retaining quality technicians? We’ll be covering just that at our first Thursday morning session. Do you have a succession plan for your business? Our second session will give you the tools you need to ensure a vibrant future for your business. Our final session will instill strategies for successful transmission maintenance under the new weights and measures regulation. Friday morning will kick-off with prayer and light breakfast, followed by an informational session designed to help you increase profits at your quick lube business. Our final session will consist of an interactive panel discussion on the issues
facing operators in today’s business environment. For details and further information on AOCA’s educational sessions, visit: www.aoca.org/iflex Education aside, there will be three full days of the industry’s biggest trade show and plenty of other activities to keep you entertained, engaged and inspired. Please swing by the information booth on the trade show floor to say hello to the AOCA team. Who knows, we may even have some giveaways! If you have any questions for our team, don’t hesitate to reach out. See you in Las Vegas. KRISTY BABB is the executive director of the Automotive Oil Change Association (AOCA). Contact her at firstname.lastname@example.org or 800.230.0702.
Education aside, there will be three full days of the industry’s biggest trade show and plenty of other activities to keep you entertained, engaged and inspired. Please
swing by the information booth on the trade show ﬂoor to say hello to the AOCA team.
Itâ€™s not just about oil changes, anymore
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The Unique Difference
Passing on Great Advice to Help Technicians Find a Higher Level of Performance by Pat Burrow
I always like reading the articles in NOLN about technicians who want to further their education, own their shop one day or be named “Employee of the Year.” Probably sounds strange to some, but at one time in my professional career I was fortunate enough to be “Employee of the Year” (EOY). This occurred in the middle of my work “life,” and the lead-up to the award and what followed are events that profoundly shaped and changed my work life forever. Prior to my EOY experience, I was like
many others of my generation — treading water when it came to advancement or salary. The prevalent attitude at the time among my co-workers and myself was to do what was expected of you, come to work every day on time and avoid tasks that were not in your job description. In my yearly performance appraisal (company policy, and not well liked, as I remember), I asked my boss at the time what it would take to get ahead and make more money. “Jim” as he liked to be called, was
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an old-school engineer who was willing to “give advice” to anyone who he felt might benefit from it. His advice in this situation was simple, “If you want more, do more. Do not tie your efforts to expecting financial compensation, and stop acting like, ‘If you pay me more, I will do more.’ It doesn’t work like that. If you do consistently more than is required, it will be recognized by all. Eventually, you will rise — getting what you desire.” The more I thought about it, the more I concluded I had nothing to lose and a lot to gain. Slowly but surely, I changed my MO and got involved with the Continuous Improvement group. Eventually, I became the “volunteer” quality assurance technician for the department. One thing led to another and in just a few years, I was doing my job in addition to being on the quality audit team, auditing internal quality compliance company-wide. To make this rather long story a bit shorter, fast-forward five years from my conversation with Jim, when — to my delight and surprise — I was voted Employee of the Year by my fellow employees. Jim had been spot on. Everything he said would happen did happen. Doing more without expecting immediate compensation or gratification had resulted in benefits and opportunities far beyond my expectations. The best part of the whole thing was the amount of personal growth that I had experienced — it was far beyond any financial compensation I may have gained while doing so. For me, there was no going back. I knew what I needed to do no matter what the expectations of others were, because my expectations of myself were now greater. The experience left me with no taste for underperforming or not providing employers or customers with the best service or value I could provide.
They say leaders are born, but I have come to a different conclusion. The
same talent resides in all of us, if you can access it. If we can provide the proper environment that nurtures these skills and reward their successes, we can all end up as winners. This perhaps is why I enjoy reading the stories of fellow high-achieving professionals and how they got to where they are now. It’s never a chance thing. It is the result of hard work, discipline, and the ability and desire to provide the best you can do for employers, employees, and customers. There is no single path or method to get there, just the drive of the individual to be the best they can be, but it is always enhanced and focused by the opportunity and availability for recognition of superior performance. My inspiration came from a wise and engaged engineering manager (another EOY for a Fortune 500 company) who was driven to go beyond what the job required and get involved with his charges to mentor and encourage, rather than judge and criticize. Others will take a different path, but it always leads to the same place: High-achieving performance based on the belief that we have to be the best we can be and still treat others with respect, dignity and honesty. Because so many of us grew up with cars and trucks in the day of DIY, the notion of being a service provider for those unable or unwilling to service their own vehicles and get paid for it seemed almost too good to be true. The world was different then, and we did our part to change it. So well, in fact, the world of automobiles, their service schedules, their lubricants, how you service some technologies, has been changed forever in the last 20 years. The technical
challenges, the training involved and a downturn in the availability of young automotive driven talent has made staffing the automotive service business the challenge it is today. Traditional training programs and apprenticeships have long gone away to be replaced by trade school
training programs that are brand-specific and designed to encourage retention. With programs like these, the automotive aftermarket can do themselves and their customers a huge favor by instilling pride and a desire to excel in their employees. In service providers that I use, I always look for indicators that they have these types of programs in place for their employees. It’s proof to me that the philosophy of quality and service I aspire to is present in that business. It is always easy to spot, because they are proud of it, value it and want the public to be aware they care enough about excellence to reward it — my kind of shop. They say leaders are born, but I have come to a different conclusion. The same talent resides in all of us, if you can access it. If we can provide the proper environment that nurtures these skills and reward their successes, we can all end up as winners. PAT BURROW is the technical director for International Lubricants, Inc., the parent company of Lubegard branded products. He can be reached at: email@example.com To learn more about Lubegard products, call 800.333.LUBE or visit: www.lubegard.com
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At the HEART of It: Helping Everyone Achieve Reliable Transportation By Peter Suciu
oday, Brian Moak owns and operates three HEART Certified Auto Care locations, but hopes to eventually see 100 locations around the country. For Moak, this has been his path since he was young. He grew up in the Chicago suburbs and spent his childhood watching his father operate Duxler Complete Auto Care, a local auto service shop. The elder Moak didn’t want his son to follow him in the business, but for the younger Moak, there was no turning back. In 2009, when Brian was 27, he bought the original Duxler shop, which had been in operation
since 1924. He soon renamed his company HEART Certified Auto Care — noting that the HEART stands for “Helping Everyone Achieve Reliable Transportation.” Even as the business expanded to its three locations today, the business still operates by this motto. “That truly is our mission,” Moak said. “We really want to help everyone we can in the best way possible.” Currently, the three locations on the North Shore of Chicago are within a 10mile radius, but that has meant that Moak can maintain a close relationship with employees and customers alike. “The whole premise I’ve envisioned is that we could create a company where employees own their jobs,” Moak said. “Our business is built around a culture of positivity. Every single employee is focused on giving the customer the best possible experience.” It has paid off so far. Moak said HEART maintains a 95-percent customer retention rate and a 99-percent
Family is what matters to me. That family now includes my employees and their families. Really, I see HEART as a people business. We are a hospitality business that just happens to fix cars. -Brian Moak
satisfaction rate. Online reviews back up those claims — customers trust HEART. And employees really like working at HEART, too — the average tenure for the staff members is 13 years. “I should also add that I think we have two customers: there are the ones who come in the front door, and then there are those who come in the back door,” Moak
explained. “It is up to me, in both cases, to provide a service to them.” Maintaining family-owned and operated shops in close proximity to one another has ensured Moak can be involved with each one. “This allows me to stay connected with the team,” he said. The type of culture Moak has created is one that ensures employees can come in with almost no automotive knowledge but grow as their skills increase. In other words, HEART isn’t a place to work while you are trying to find something better. “No, not all,” Moak emphasized. “We are that something better.”
Fast Service Beyond the Quick Lube
HEART aims to service upward of 96 percent of vehicles in the same day. This means the shop offers both quick lube services along with other services and heavier mechanical work, as well. HEART stands behind its service and offers a warranty of two years or 24,000 miles of coverage for parts and service.
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In addition to offering free loaner cars so customers aren’t reduced to taking the bus, HEART provides digital inspections — the Virtual Inspection Program (VIP) — so customers can see what work was done. Technicians can create an inspection report and even photograph any problems, which can be sent to the customer. VIP even includes a summary of tests that were run and what repairs were recommended to the customer. “We strive to be quick and provide service we stand behind,” Moak noted. “That is what we think really separates us from everyone else.”
Taking it to the Next Level
While Brian Moak may have started small with just a single shop, he has spent his life thinking big. He continues to operate his three shops, but his plan going forward is one that is built around franchises. “We started slow, so as not to trip over our own feet,” Moak said. “It is easy to expand too fast, but I wanted to make sure we had the business down perfectly.” Now, after nearly a decade of running the business, Moak is seeking to take HEART to a much larger stage. The plan is to award five franchises in the first year and no more. “They get me unconditionally,” he explained. “This will allow me to give my undivided attention. This is the strategy that I want to put together.” The plan is to find five individuals who have the same goals and commitments to quality that HEART has become known for, and grow it from there. Moak made it clear that he is flexible to a point on where these first five franchises will be opened. “The first five will be in the Midwest, as I still want to be accessible to them,” he clarified. Then, over the next 10 years, the goal is to grow HEART Certified Auto Care to 100 locations around the country. Moak said that he understands there are cultural differences that come with the different regions of the country, and for that reason, Moak said the 100 shops will be located in key pockets that fit best with the corporate strategy and identity. “I see the regional differences,” Moak said. “My belief is, we are not all things to all people around the country, and I understand this quite well. For this reason, it
is critical we look to franchisees in certain areas that have demographics that adhere to our goals. We will need to find those people, and we need to be in the right pockets around the country to achieve those goals.” No matter where those first five or the next 95 franchises spring up, Moak emphasized each one will offer the same comprehensive services that his three shops provide. The goal will be to become a onestop shop for customers who need fast, convenient automotive services.
Balancing Work and Life
With a potential coast-to-coast expansion in the plans, one thing Moak doesn’t plan on doing is sitting behind a desk and letting the business take over his life. For him, the strategy to go the franchisor route is actually to help maintain a positive work-life balance. “I’m a single father, and it is important for me to manage the drop off at school in the morning and still be there to do the afternoon pickup,” he added. “I’m also available to meet with teachers and spend time with family.” Moak has managed, while limiting his work life to an average of 35 hours a week, to create an organization that averages around $9 million a year in sales. He notes it has only been possible by having the right team. “My stepping back actually allowed a lot of the growth to occur, and it happened because I have a great team of people I can trust,” Moak said. “I created a system that doesn’t need the owner there at all times. I’m doing this to support the family. It is part of a family tradition, is part of the culture I grew up with and is in my blood. “Family is what matters to me. That family now includes my employees and their families. Really, I see HEART as a people business. We are a hospitality business that just happens to fix cars.”
TREASURE MAPPING SUCCESS:
Sights from the 2018
I was lucky enough to be invited to attend Grease Monkeyâ€™s International Conference at the Hyatt Ziva Los Cabos in Mexico in March. I always enjoy getting out and supporting our industry and seeing what the movers and shakers are doing. At this yearâ€™s conference, Grease Monkey celebrated its 40th anniversary. What a great achievement!
By Tammy Neal
First, A Little Fun The action kicked off with a golf tournament at the beautiful Campestre golf course. The 18-hole Nicklaus Design golf course is laid out over the rolling foothills of the Sierra de la Laguna Mountains, with sweeping vistas of the azure Sea of Cortes. Teams of four competed during the afternoon, with Ron Morrow Sr., Shari Morrow, Scott Krinsky and Larry Russell coming out on top. The second place team included Gary Kelley, Bob Sampson, Jim Lautzenheiser and Jose Sada. Closest-to-the-pin winners were Susan Hynes and Rick Tremper.
The action at the 2018 Grease Monkey International Conference kicked off with a golf tournament at Campestre golf course.
Time with Execs and Vendor Partners FullSpeed Automotive, parent company of Grease Monkey, had a couple of new executive appointments in the weeks preceding the conference, and these executives were on hand during the conference. Kevin Kormondy, who spent more than 20 years with Big O Tires in various positions including executive vice president/ COO, was named President and Chief Operating Officer for both Grease Monkey and SpeeDee brands effective February 28, 2018. With the addition of Kormondy to the executive team, Ralph Yarusso became the Chief Development Officer.
New FullSpeed Automotive Board Director Larry Day was on-hand, as well. Day has many years of experience serving the automotive aftermarket. In the 1990s, he served as CEO of Monro Muffler/Brake; then moving to TBC Corporation where he served as CEO and Chairman of the Board. John B. Adams is continuing in his role as FullSpeed Automotive CEO. Adams and Kormondy each took the mic to address the general session, where they broke several exciting announcements. One of the biggest announcements to come out of the Grease Monkey convention is their corporate charitable partnership with Habitat for Humanity. Grease Monkey and its franchisees will be working together to help raise money for their selected charity this year. One of my favorite parts of the Grease Monkey International Conference was the Town Hall, where a panel of execs answered questions from the audience. The executives included Lucas Cutler (FullSpeed Automotive Board Member and a partner at CenterOak Partners, which is the investment firm behind FullSpeed Automotive), Kevin Kormondy, John B. Adams, Ralph Yarusso and Larry Day. During the Town Hall, the panel discussed new incentive programs for expanding licenses and Grease Monkey’s plans to grow the franchise quickly and efficiently. Some great tidbits I learned during the Town Hall were that Grease Monkey has only closed two stores in the last three years. Their veteran’s program was recently named one of the best franchising programs for veterans, and Grease
Monkey holds the No. 1 ranking automotive franchise in the SBA rankings. Here’s a few of my favorite quotes from the Town Hall: “You can make use of ‘old technology’ — a two-minute meeting with employees in the morning.” –Larry Day “Investors are looking for Amazonproof businesses. A unique aspect to this business is that DIFM will continue. Couple that with great service, and you have a moat around the threat from Amazon.” –Lucas Cutler “We do oil changes and more!” –Ralph Yarusso Grease Monkey franchisees had several sessions to choose from that focused on the needs of their businesses — from customer experience to multi-facility ownership and technical workshops. Several vendors were on-hand for the vendor show. Not only did attendees get to learn about the latest products in the industry available to them, but they were also eligible to win a lot of great prizes donated by vendors. During the vendor show, ISI was named the Vendor of the Year. One thing is for sure; Grease Monkey is staying on the cutting-edge of customer service, marketing and expansion. They’ve got big plans, and we can’t wait to watch how they achieve them.
This page: The convention culminated with a cocktail reception and awards dinner. Pictured at the cocktail reception (above left) Ron Morrow, Sr., Ron Morrow, Jr. and Max Morrow; (center left) Tyson and Angela Daniels; (bottom left, from l. to r.) Stephanie and Ralph Yarusso, and Kevin and Martha Kormondy. (above) The beautiful Hyatt Ziva resort. Opposite page: (Clockwise from top left) John B. Adams spoke during the awards dinner. Tom Staker presented the Grease Monkey Franchisee of the Year Award to Wayne and Angie Glasser. A panel of executives took questions during the Town Hall: (from l. to r.) Larry Day, FullSpeed Automotive Board Director; Ralph Yarusso, FullSpeed Automotive Chief Development Officer; John B. Adams, FullSpeed Automotive CEO; Kevin Kormondy, FullSpeed Automotive President and Chief Operating Officer; and Lucas Cutler, FullSpeed Automotive Board Member. ISI was presented with the Vendor of the Year award at the vendor show. (pictured from l. to r.) Todd Ellis, ISI; Steve Barram, ISI; Ron Morrow, Sr., Grease Monkey/FullSpeed Automotive; Rick Juarez, Grease Monkey/FullSpeed Automotive. 60
The Best of the Best There were plenty of achievements recognized at the Grease Monkey International Conference — isn’t that the most fun part? The Platinum Circle Awards were announced on day two of the conference. In all, 36 winners were recognized including: Clint Brown; Don Crane and Mike Walker; Drew & Kimie Utsler; Marcus White; Mark, John & Nora Fairfield; Michael Moore; Steve & Gloria Sessums; Tyson Daniels; Wayne Glasser, Mike Glasser and Silver Martinez; Brett Carter; Butch & Lori Hammett and Jason Whitehurst; Lotti & Keith Merrill; Robert & Amy Rodriguez; Doug Rushing & Monte Thurston; Jim Cook; Josh Hargrove; Jim & Laura Koval; Jon Crum; Retail Operations Kenneth Greffin and Shawn Hammond; Retail Operations Ron Morrow Jr, and Tom Barnes, Brandon Richardson, Pat Sandoval, Robert Wilson, Adam Story, and Ed Ivaska; Retail Operations Laurie Hodges, Luke Cutlip, Phil Mendell, Steve Temple and Ambrose Ryan, Mark Smith, Chris Currull, Cody Currull, Deon James, Danny Dunn, Patrick Pettis, and Shane Ferrell. The conference wrapped up on the final evening with an awards dinner. It was a lot of fun watching franchisees become inducted into the Million Dollar Club and the new Two Million Dollar Club, which
inducted its first member, Wayne Glasser of Oilex. Also, Wayne and Angie Glasser, of Oilex, and Grease Monkey Franchisee of the Year, were recognized at the International Franchise Association (IFA) Franchisee of the Year award ceremony in Washington, DC. Way to go! Diamond Circle Awards were presented to Oscar Aceves & Luis Aceves; Dan Farmer; Mark & Susan Hynes and Eric Clarke; Tyson Daniels; Drew & Kimie Utsler; Oilex — Wayne Glasser, Mike Glasser and Silver Martinez; Loren & Tish Fletcher; Butch & Lori Hammett, Jason Whitehurst and Phil Walters; Jim & JoAnn Wheat; Ron Morrow Jr., Chris Campbell and Ted Woods. Double Diamond Circle Awards were presented to Oilex — Wayne Glasser, Mike Glasser and Silver Martinez; CBC Oil and Wash — Jey Darbonne, Adam Westbroek and Gary Peterson; and Ron Morrow, Jr. and Dwain Williams. Triple Diamond Circle Awards were presented to Al
& Lisa Miller and Adam Miller; and Pat & Valinda Dattilio. A Four Diamond Circle Award was presented to Laurie Hodges, Luke Cutlip, Phil Mendell, Steve Temple and Doug Currul. While the brand-new Five Diamond Champion Award and Two Million Dollar Club Award were presented to Wayne Glasser, Oilex. The Top 10 Awards were presented to the top system performers (from 10 to 1): Wayne Glasser, Oilex; John Cloward, Nick Bitton and Steve Cloward; Tony Zimbicki, Jr.; John Cloward, Nick Bitton and Steve Cloward; Ron Morrow, Jr.; Wayne Glasser, Oilex; John Cloward, Nick Bitton and Steve Cloward; Al & Lisa Miller and Adam Miller; Pat & Valinda Dattilo; and Wayne Glasser, Oilex. Congratulations to all of this year’s Grease Monkey award winners. It was a pleasure attending the Grease Monkey International Conference — we’ll see you next time! May 2018 | NOLN 61
PRODUCTS & SERVICES High-Performance Oil Filter Service Champ recently introduced a new High Performance Synthetic Oil Filter to help accommodate the industry’s continued upswing in synthetic engine oil changes.
facilities. Coverage is written on an admitted basis through an insurer rated A- Excellent by A.M. Best & Company and provides the following coverages: property, garage liability and garagekeepers, commercial auto, crime, inland marine, equipment breakdown, EPLI and excess liability. For more information, contact your retail insurance agent, call 469.310.9193 or visit: firstname.lastname@example.org
Enhanced Oil Filters Fram recently upgraded its Extra Guard Spin-on Oil Filters to now feature a silicone anti-drainback valve (ADBV) and will now meet all manufacturers’ recommended change intervals.
Service Champ’s new filter provides extra protection, extends oil life and results in better engine performance. The Service Champ High Performance Synthetic Oil Filter is manufactured with an enhanced micro-glass media cartridge, heavy-duty baseplate and reinforced steel tube center. The high-performance powder coated shell is ASTM B-116 tested and approved. An upgraded anti-drainback valve is made from synthetic silicone materials. The filter removes 99 percent of contaminants at 20 microns to help prolong engine life. The filter’s media is geared to combat severe driving conditions including high temperatures, dust and dirt, and will trap more contaminants than conventional filters. For more information, call 800.221.0216 or visit: www.servicechamp.com
New Garage Program Risk Theory, LLC, recently launched a new garage package program for franchised and non-franchised auto service and repair operators. The Risk Theory Garage Program offers broad, competitive coverage terms and pricing for franchised and non-franchised
The silicone ADBV remains flexible three times longer than nitrile, offering added protection for safe engine start-ups. Additionally, the new and improved filter offers even stronger protection against dry starts, which can damage the engine. Extra Guard Oil Filters’ special blend of fibers and resin creates a proprietary filter media that captures 95 percent of the dirt particles greater than 20 microns that can cause harmful engine wear. For more information, visit: fram.com
New Pourables Starfire’s line of automotive additives offers service providers proven products that maximize efficiency while delivering
better gas mileage and longer engine life. Starfire Fuel Injector & Carb Cleaner uses the latest technology in gasoline detergency to clean and lubricate fuel injectors and carburetors and restore fuel flow
and performance. Starfire Gas Treatment is a special blend of powerful cleaners to clean the entire fuel system from gum, varnish and deposits. The alcohol-free cleaner will not harm catalytic converters or oxygen sensors and works with both fuel injectors and carburetors. Starfire Motor Flush removes sludge, gum and varnish from engines to improve flow. Starfire Octane Booster restores lost power, reduces hesitation and stalling and prevents difficult starting. Starfire Oil Treatment is an advanced formula that creates a protective barrier against friction and heat to extend engine life. For more information, call 888.258.8723 or visit: starfire1.com/contact.php
New Wiper Puller OTC recently introduced the new 4680 Wiper Puller, designed to remove wiper arms on passenger vehicles and light trucks. The Wiper Puller allows technicians to easily access recessed components or areas with minimal clearance. The unique design includes jaws that are forged with a radius to tightly hug the center screw for minimal spread, while ensuring optimal contact with the object being pulled. The wiper puller includes two pairs of legs, including nine-sixteenths-inch wide and one-inch wide, to aid in many types of small component applications. The leg shoulder of the wiper puller fits over the hex bar and can be secured into position with a simple turn of a wing nut, which is coated in plastisol for better grip.
harsh solvents, sanding, hand tools, priming or re-painting, and will not harm the vehicle’s clearcoat and paint. To use, simply apply a thin layer of the cleaning solution to the affected area and let it soak for two minutes. Then, apply firm pressure by rubbing the solution into the affected area
OTC covers the 4680 Wiper Puller with a lifetime warranty. It is currently available through OTC’s distribution partners. For more information, visit: www.otctools.com
New Flightboard Hunter Engineering recently demonstrated Quick Check Flightboard. Flightboard is an automated display that quickly showcases inspection findings in the service drive or customer waiting room. This display features inspection results in realtime to educate vehicle owners, increase
shop transparency and ease the friction of manual presentations. Results are quickly presented to customers to streamline the service process and inform vehicle owners of necessary vehicle service including alignment and tire tread depth information. Flightboard is available for all Hunter Quick Check or Quick Tread customers with HunterNet. For more information, call 314.716.0467 or visit: www.hunter.com
Repair Door Dings and More E2 Lens Re-New now offers a safe and easy-to-apply formula that removes paint transferred onto a vehicle from accidental door dings, light collision or other method of contact. In addition to removing the deposited paint, E2 Erase All also removes minor scratches, tree sap, adhesive gummy residue, bugs and scuff marks. E2 Erase All works without the use of
using the cleaning cloth included in the kit. Once the area is cleaned, wash and rinse with soap and water. Then, towel dry to restore the vehicle’s paint to its prior luster. For more information, visit: www.e2lensrenew.com
New Application Guide IPC Global Solutions recently published their 2018 Ecogard Filter Application Guide. Ecogard offers a complete line of filtration and wiper blade products from IPC Global Solutions. The 2018 Ecogard Filter Application Guide includes coverage for automotive and light-duty applications from 1995 to 2018.
The 2018 Ecogard Filter Application Guide features an overhauled cover design for a fresh new look that emphasizes Ecogard’s continued focus on the installer experience. Also included are comprehensive updates to key features such as program popularity and buyer’s guides, expanded coverage for medium- and heavy-duty applications and improved graphical icons for quick reference. The 2018 Ecogard Application Guide features over 50 new part numbers and expanded coverage into the 2018 model year. 2018 Ecogard catalogs are available from IPC’s warehouses in Taunton, Massachusetts, Miami, Florida, and Los Angeles, California. It has been published electronically to WHI, Epicor, ISI, Sage, Check Chart, DRB Systems, Autodata and other e-catalog providers. The catalog is also available online at: www.ecogard.com
Extend Oil and Engine Life Hy-per Lube Oil Supplement offers a multitude of benefits to customers looking to address higher-mileage engine issues like engine wear at start-up, helping restore horsepower and torque, extending oil life, quieting noisy engines and making engines run better and last longer. Hy-per Lube Oil Supplement uses a petroleum-based formula that will not void new car warranties and is compatible with all petroleum and synthetic oils, making it a multi-faceted product. The high-film-strength, nonfoaming, extremepressure supplement leverages cutting-edge technology to ensure optimal engine performance with minimal investment and effort. The supplement improves oil and engine performance in five ways: It creates a protective film on all internal engine parts. It seals piston rings and valve guides to restore compression. It extends oil life by up to 50 percent with added protection that improves viscosity and prevents thermal breakdown. It reduces engine, gear box and manual transmission temperature through its reduced-foam formula. It quiets drivetrain noise, thanks to the extreme-pressure lubricant that enhances oil’s ability to cushion and absorb mechanical shock. For more information, visit: hyperlube.com
If you have a product or service release you would like published, contact Caitlyn Nix at 800.796.2577 or email@example.com May 2018
Classiﬁed Advertising employment opportunities DISTRICT MANAGERS AND STORE MANAGERS WANTED
Super-Lube is looking for experienced district and store managers for our Florida, Wisconsin and Illinois locations. We are looking for motivated people who are self-starters with experience in managing people. Salary and benefit package available based upon experience. If you are interested in joining the Super-Lube team, please send resume to Tom Chambasian: fax 850-222-5152 or email firstname.lastname@example.org
fast lubes for sale NORTHEASTERN CALIFORNIA
One-bay quick lube for sale by original owners. Located in beautiful Northeastern California. Established for 18 years. Room to expand. Please email email@example.com if interested.
Two-bay lube center and eightbay garage for sale. 37 year original owner. Along US Hwy 93. Call Dal at 406-274-3119 for more information.
fast lubes wanted
Send resume to Ken Lehman Virginia Lube, Inc. PO Box 6818 Charlottesville, VA 22906 email: firstname.lastname@example.org Cell: 434-546-1172 Fax 434-974-4605
CLASSIFIED ADS IN PRINT & ONLINE
Small, family-owned Jiffy Lube franchise located in beautiful southwest Virginia looking to hire in Lynchburg, Charlottesville, Roanoke territories. We offer excellent pay, outstanding benefits, sign-on bonus, assistance with moving expenses and opportunities for advancement. Bring your customer service, technical and leadership skills, professionalism and experience to an area with a thriving economy and rich in cultural, natural and artistic history.
equipment & supplies for sale
CALL NIKKI AT 800.796.2577
Let Us Bring YOU An Offer Put our 30 years of Lube Industry & Brokering experience to work for YOU as your specialized Lube Business Broker.
fast lubes for lease
3 NO FEE for real estate, only on biz value 3 We’ve delivered the “right price” to scores of former owners across the US!
(518) 392-7377 CciJim@aol.com 64
CLASSIFIED ADS IN PRINT & ONLINE
CALL NIKKI AT 800.796.2577
ADVERTISERS/PRODUCT INDEX May 2018
AutoCenter Sales_________________________________________ 58_____________800.874.5793____________ www.autocenter-sales.com Auto Data, Inc. _____________________________________________ 7______________800.767.7580________________ www.autodatainc.com BG Products, Inc.____________________________ sponsored content (36, 38), 37___800.961.6228____________________ www.bgprod.com Comgraphx (Formerly Communication Graphics)_________________13_____________800.331.4438_________________ www.comgraphx.com Devon Industries___________________________________________23_____________800.468.1970__________________www.devonlube.com eGenuity, LLC - eLube.net ____________________________________39_____________800.296.0177___________________ www.egenuity.com ExxonMobil L&S Company__________________________________ 11_____________800.667.6680_______________________www.mobil1.us Federal-Mogul LLC/Champion_______________________________ 5____________________________________www.championautoparts.com Herkules Equipment Corporation_____________________________ 41_____________800.444.4351_____________________ www.herkules.us Idemitsui Lubricants America_______________________________ 29_____________248.355.0666_____________________ www.ilacorp.com Integrated Services, Inc. - LubeSoft - Modulube__________Outside Back Cover_____800.922.3099________________________www.ints.com Kafko International Ltd. - Oil Eater/Degreaser____________________12_____________800.528.0334_____________________www.oileater.com Lubegard by International Lubricants, Inc._____________________ 31_____________800.333.5823___________________ www.lubegard.com M & M Service - Deep Blue Windshield Washer Concentrate____________59 _____________800.657.9834__ www.windshieldwasherconcentrate.com Mighty Distributing System of America____________________________ 9 _____________800.829.3900______________www.mightyautoparts.com NOLN__________________________________________________ 53_____________800.796.2577________________________ www.noln.net North American Bancard___________________________________ 45_____________866.481.4604_____________________ www.nynab.com Penray Companies__________________________________________27_____________800.323.6329_____________________ www.penray.com Phillips 66 Lubricants/Kendall_______________________________ 43_____________877.445.9198__________www.phillips66lubricants.com PM Attendant, Inc.__________________________________________21_____________866.576.8957_______________ www.pmattendant.com QUICK, Presented by NOLN____________________________________47_____________800.796.2577__________________ www.nolnquick.com Roth Industries__________________________________________ 49____________ 888.266.7684______ www.rothlubetanks.com/benefits Sage Microsystems, Inc. - Quicktouch__________________ Inside Front Cover______800.724.7400__________ www.sagemicrosystems.com Samson Corporation______________________________________ 51____________ 828.686.8511__________www.samsoncorporation.com Service Champ___________________________________________ 25_____________800.221.0216______________ www.servicechamp.com Shell - Pennzoil_______________________________ sponsored content (14-17)___800.237.8645___________________ www.pennzoil.com Shell - Pennzoil Filters___________________________________ 34, 35____________800.237.8645___________________ www.pennzoil.com Shinn Buildings__________________________________________ 54_____________855.879.9995______________ www.shinnbuildings.com Smart Blend Synthetics/Phillips 66 Spectrum Corporation__________ 3______________ 888.422.9099_________________ www.smartblend.com Solid Start â€“ True Brand______________________________ Inside Back Cover______877.290.3950____________________ www.solidstart.biz StokAir Tire Inflators______________________________________ 55______________________________________________ www.petroy.com May 2018
Selling is Educating
Protect Your Customers’ Investments and Help Prevent Breakdowns by Amber Kossak
Are you helping prevent breakdowns? An automobile is essentially a collection of systems. These various systems each need to be in good running condition. At the heart of it is the engine with its exhaust system. Then there is the drivetrain, the cooling system (including heating and air conditioning), brake system, steering and suspension and, like the human nervous system, the electrical system with all its connectors — sensors. All of the above must be in good condition. Not everyone is interested in how cars work any more than they want to know how email works. Most people know, however, that cars are more expensive to fix after there’s a problem than before. The very fact that they bring their cars to you for an oil change lets you know that they trust you and at least care about the basics. Once in the shop, it gives you and your team an opportunity to catch signs of other things that need attention before they become more serious. Whether it is our health, cars or relationships, most problems begin small. So the question is, are you helping your customers save money? Are you helping prevent breakdowns? Other than periodically checking oil levels, the oil change is a car owner’s most frequent maintenance task. Even though oil changes need to be taken care of at regular intervals, people often avoid them in the same way they avoid going for regular checkups at the doctor. This is where you win by paying attention to other “little things” that will save customers money in the long-run. Being in the industry, you already know the benefits of maintenance. Vehicles are more reliable when maintained, last longer, operate more efficiently and are safer. And, as noted, it saves car owners money by protecting their investments. Your job then, 66
should you choose to accept it, is to monitor the condition of your customers’ vehicles. In other words, take the time to pay attention to your customers’ cars; you have an opportunity to note areas that need attention. Whether you have a 10-, 15- or 21-point (inspection) scorecard, it is good to have a checklist that is easy to use, so you can quickly assess the level of need. Here are a few of the items you will want on that list: Note any drips or leaks while underneath. Check the air filter, breath-
Whether you have a 10-, 15-or 21-point (inspection) scorecard, it is good to have a checklist that is
easy to use, so you can quickly assess the level of need.
ers, PCV valve, wiper blades, coolant fill tank, brake and power steering fluid levels, windshield fluid and tire pressure. Visually note the condition of the battery cable ends, hoses and belts. You’ll also want to pay attention to any unusual noises as you bring the car in. Whines and screeches under the hood can be a sign of low steering fluid or belts needing attention. Scraping or grinding noises can signal that the brakes pads are worn. Some people are not in the habit of checking oil between oil changes, and
you can hear the lifters clattering. (They need to be reminded that motor oil may need topping off from time to time.) Many sounds of trouble will not be apparent until the car is out on the road, which is why ASE mechanics test-drive the vehicles they work on. There’s another reason why it is good to help your customers take care of preventative maintenance. Whenever people have something taken care of by someone else, whether it be car maintenance or home maintenance – like fixing a furnace or plumbing system – the one thing they are thinking in the back of their minds, but seldom tell you, is, “Don’t mess me up.” We’ve all been there. And if something unfortunate happens to that car two hours or two days after they had it in to your shop, whose fault will it be? They will recall that you were the last person to look under that hood. You did nothing wrong, but was there something you noticed? Maybe you were in a hurry because you didn’t want to keep other customers waiting. So, your 15- or 20-point check also serves as a form of insurance. When you go the extra mile for your customers, they will feel reassured you’ve done your part and shown you care about their needs as much as they do. Your customers buy from you because they trust you. Bruce Rauner, American businessman and current governor of Illinois, said, “Business is about people, and your reputation is built on how you treat people.” So, go the extra mile, take care of your customers and protect their investments. AMBER KOSSAK is president and CEO of Solid Start, manufacturer of True Brand Products. She has been in the automotive industry for almost 20 years and is serving on the AOCA board of directors. She can be contacted at: email@example.com For more information please visit: www.solidstart.biz
• LIFETIME WARRANTY. • Increased Vehicle SAFETY. • Increased VISIBILITY. • Quick Aerosol Application .
Increases Visibility by up to 50%! CALL FOR YOUR FREE SAMPLE!
Ability determines what you can do. Motivation determines what you will do. Attitude determines how well you do. Call Crystal Toll-Free: 877.290.3950 www.SolidStart.biz
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National Oil and Lube News is the leading progressive media brand exclusively serving oil change and quick automotive maintenance shop owner...
Published on Aug 16, 2019
National Oil and Lube News is the leading progressive media brand exclusively serving oil change and quick automotive maintenance shop owner...