May 2019 NOLN Magazine

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May 2019

FAKE API OIL CERTIFICATIONS

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Total powers Aston Martin’s excellence TOTAL LUBRICANTS

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inside this issue Features

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HYPER-CONVENIENCE, HIGH-TECH AND THE NEXT GENERATION OF CUSTOMER SERVICE

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We dive into how mobile oil changes are making a comeback in today’s hyper-convenience, high-tech world.

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HOW WILL ELECTRIC VEHICLES IMPACT THE FAST LUBE INDUSTRY?

Is the age of the combustion engine coming to an end? If so, what does that mean for the fast lube industry?

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WHAT’S IN STORE: IFLEX AT THE CAR WASH SHOW 2019

The Automotive Oil Change Association is co-locating its annual iFLEX convention and tradeshow with the International Carwash Association’s The Car Wash Show, May 13-15 in Nashville.

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UNDER PRESSURE: GIVE TIRE SAFETY ONE MORE CHANCE

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Tires are the only thing between the car and the road, so shops should take care to make sure their customers’ tires are safe.

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API POSTING OILS ONLINE SHOWING CERTIFICATION MISUSE

The American Petroleum Institute has started posting pictures of oils that are using its certification marks (SN, GF-5, etc.) without the license to use them.

44

BYE, BYE BURNS

One entrepreneur has created a tool that seeks to revolutionize oil changes — so techs can say bye, bye to burns while changing the oil filter.

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PLAYTIME AT FREEDOM 10 MINUTE OIL CHANGE

How one shop transformed its office into a space for its youngest customers.

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CALL 1.800.221.0216 SERVICECHAMP.COM

R U O Y

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For over 35 years we at Service Champ have continued to evolve our offering while providing customers strategic industry expertise and exceptional customer service. This year we added over 600 NEW items to an already comprehensive assortment and continued to deliver with the best fill rates in the business. Through a powerful combination of our professional team members, and industry leading technology, we are available to service you nationwide 24-7.

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IN EVERY ISSUE

inside this issue

10 34 38 54 56 57

ATI TECH SPEC: 2019 NISSAN ALTIMA AUTOMOTIVE RECALLS PRODUCTS & SERVICES CLASSIFIEDS ADVERTISERS INDEX

Viewpoints

8

FROM THE PUBLISHER An Introduction

By Bryce Evans

10 34

26

ASSOCIATIONALLY SPEAKING Get to Know Your AOCA Board, Part III

By Kristy Babb

50

MAKING IT HAPPEN Efficiency vs. Productivity

By Kit Sullivan

52

TRAIN LIKE YOUR WALLET DEPENDS ON IT Creating Your Legacy

By Lenny Saucier

58

SELLING IS EDUCATING Our Best Customer is an Educated Buyer

By Amber Kossak

Calendar of Events May 13-15 August 6-7 iFLEX at The Car Wash Show Nashville, Tennessee 800.230.0702 www.aoca.org

AOCA Management Certification Course Irvine, California 800.230.0702 www.aoca.org

September 10-11

N LN IFLEX PREVIEW

AOCA Management Certification Course Dallas, Texas 800.230.0702 www.aoca.org

May 2019

FAKE API OIL CERTIFICATIONS

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On the cover: Mobile oil changes are on the rise. Companies like Zippity are turning trailers into fully equipped mobile garages to bring oil changes, and other maintenance and repair services, straight to their customers’ workplaces.

u

Join the Conversation /OilLubeNews

@Oil_Lube_News

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@OilLubeNews

CONVENIENCE MAKING A COME

MOBILE OIL CHANGES ARE

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LETTER FROM THE PUBLISHER

An Introduction

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President

Jay DeWitt VP and Publisher

OK, let’s get this out of the way: You don’t know me, and, most likely, you don’t know 10 Missions Media, either. We hope to change that very quickly, though. To start, you can take a peek at the masthead on this page — that’s our team, the people who will work to keep NOLN (and your operations) driving forward.

But, who are we? 10 Missions Media is an independent media company in St. Paul, Minnesota, and, yes, we really do have 10 missions that act as the foundation for the way we operate.

Chris Messer

cmesser@10missions.com VP Content and Events

Bryce Evans

bevans@10missions.com Editorial Director

Anna Zeck

azeck@10missions.com Senior Director, Creative Team

Tammy Neal

tneal@10missions.com

Focus on quality and all else will follow.

Complacency is evil.

Great just isn’t good enough.

Those are just a few examples, but you get the idea. We focus on the why behind our work, and we want to carry that out every day in all that we do. And that’s where NOLN comes in. Over the course of 33 years, NOLN has built an incredible reputation of integrity, respect and purpose. We’re incredibly grateful for the hard work, talent, dedication and passion put into NOLN over the past three-plus decades, and we couldn’t be more excited to steward the publication. But I want to make sure we’re on the same page: NOLN isn’t our magazine; it’s yours. Our mission is to provide you with the solutions, strategies and inspiration you need to make your operation more successful; that’s our why. The only way we succeed is to help you become more successful.

And we want to prove that to you with each issue. We want to prove to you who we are, what we stand for, and not only our commitment to the work we do but also our commitment to you, our readers. We’re here to help. Let’s get started. S

Senior Director, Business Operations

Sheila Beam

sbeam@10missions.com Advertising Sales & Marketing

Brian Ashley

bashley@10missions.com Client & Sales Service Specialist

Jen George

jgeorge@10missions.com Art Director

Zach Pate Graphic Design

JimNissen.Design Circulation

Nikki Held

nheld@10missions.com General Manager and Production Manager

Mariah Straub

Website Developer

Tiffany Fowler

Sales Service Representative and Bookkeeper

Meghann Moore

Administrative Assistant

Amanda Nicklaus

CONTRIBUTING WRITERS

q

BRYCE EVANS is the vice president of content and events at 10 Missions Media, overseeing the company’s four national business-building publications — National Oil and Lube News, FenderBender, FIXED, and Ratchet+Wrench — as well as its array of live events, multimedia and digital products.

Published twelve times a year (along with an additional Buyers Guide) by NOLN 571 Snelling Avenue North Saint Paul, MN 55104. Postage Paid at Burlington, VT. Postmaster: Send address changes to NOLN, 571 Snelling Avenue North Saint Paul, MN 55104. Editorial Information: info@noln.net. Annual subscription rate to U.S. destinations is $39. ©Copyright NOLN 2019. 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.

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Jim Baumer Paul Richey Nancy Rolland Peter Suciu Steve Swedberg

May 2019 Volume 34 s Number 5 ISSN 1071-1260 All correspondence and inquiries should be directed to our business offices: 571 Snelling Avenue North Saint Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 web 10missions.com

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AROUND THE INDUSTRY Amy Giang Honored With Immigrants of Distinction Award Amy Giang, owner of Lube Town with three locations in Alberta, Canada, was recently honored with the Immigrants of Distinction for Entrepreneurship and Innovation Award.

“I am overwhelmed with gratitude, and my heart is full,” Giang said. “My family and I immigrated to Canada in the late ‘80s with less than $1, and none of us spoke a word of English. We commit ourselves to never take a penny from the system and never did. My parents worked hard and sacrificed everything so my brothers and I could have an education. We’ve been offered nothing but kindness by all those we met. The few who were not nice to us offered us the most kindness. For because of them, we learned what it meant to be disappointed, how to persevere, how to figure out what we still needed to learn and how to patiently wait for the next opportunity.”

Giang said she can only express her gratitude toward family, friends, vendors and supporters for their unwavering support!

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Valvoline Expands in Las Vegas In March, Valvoline signed a defin tive agreement with Terrible Herbst to purchase 12 existing quick lube centers in the Las Vegas area, which will be rebranded as Valvoline Instant Oil Change (VIOC). In addition, the company recently acquired three existing VIOC service centers from a franchisee.

“A core element of Valvoline’s business strategy is to grow and strengthen our industry-leading quick lube network through organic store expansion and high-quality acquisitions in both core and new markets,” said Tony Puckett, senior vice president and president, Valvoline Quick Lubes. “These two acquisitions will further expand our reach into markets where we previously had little presence. Our acquisition of the three VIOC franchised stores will enable our franchisee to focus on expanding its operations in the Albuquerque and Denver markets.

Overall, this base of 15 company-owned locations will give us a great foundation to build on within the growing Las Vegas market.”

New York Jiffy Lube Issued Tickets For Dumping Oil A Jiffy Lube in Baldwin, New York, and its store manager were issued eight tickets for dumping oil that seeped into lakes connected to the Great South Bay, NewsDay.com reported.

The New York state Department of Environmental Conservation said it found three storm drains near the store “fil ed with oil” after investigating an oil spill at Caroline Lake in March, officials told NewsDay.com.

Within two days of fi ding the spill, a contractor hired by the DEC had removed 3,350 gallons of oil and water from the drains, recovered 10-15 gallons of oil from Silver Lake and three cubic yards of contaminated soil and debris, as well as a 55-gallon drum of spent oil-absorbent pads, officials told NewsDay.com.

The state spill response team was “overseeing containment and cleanup of the spill to protect public health and the environment,” DEC spokeswoman Erica Ringewald said in a statement to NewsDay.com.

A Jiffy Lube made a statement to NewsDay.com.

“Snow melt and rain caused water buildup in our service center bay,” Rob Calderin, chief marketing officer for Team Car Care LLC, which does business as Jiffy Lube, said in a statement. “While the cause of the sheen on Silver Pond Lake is under evaluation, we will cooperate fully with the DEC and its contractor.”

DEC officials told NewsDay.com that the investigation is continuing. Four tickets each were issued to Jiffy Lube and the store’s manager for: polluting the waters of the marine district; polluting waters in contravention of standards; depositing a noxious or unwholesome substance on a highway; and depositing a noxious, offensive or toxic substance into a stream, sewer or public waterway.

API Posts Oils Online Displaying API Engine Oil Certification Marks Without Authorization API is now posting oils displaying the API engine oil certification marks without authorization on its website.

The marketer and oil brand name, viscosities and sales region for each unauthorized oil are posted along with a photo of each product label. These oils have not been approved by API as meeting any API

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engine oil standard. As such, these oils are not eligible to display the API engine oil certification marks.

API encourages consumers to remember that these oils are not authorized by API to display the API certification marks.

Most engine manufacturers recommend oils that display one or both API engine oil marks. The API page will be updated as additional oils are identified through API’s Aftermarket Audit Program (AMAP), a program that annually tests packaged and bulk engine oils purchased by API in the marketplace.

For consumers, API always recommends that they check their owner’s manual to be sure they are using the proper oil. The current standard for gasoline engine oils is API SN, and it is backward compatible for most engines; this identification can be found on the back of most labels. If the API Donut has an older designation such as SM or SL, it is designated for older engines. API recommends that the consumer verify that the oil is licensed by checking the online EOLCS Directory of Licensees.

the executive committee. Since joining the AMRA Board, he has been a valuable member, and with his extensive background, he will bring progressive ideas that will help AMRA achieve its strategic goals,” said Jeff Campbell, vice president, Monro Inc. Currently, Ohler is the vice president, Customer Care and Experience for TBC Retail Group. Ohler will replace Bill Ihnken, who will continue to serve as a board member.

“I would like to thank Bill for his leadership during his time as an executive committee member. He played an instrumental role in developing our strategic roadmap and our association will benefit for many years to come as a result,” said Jeff Cox, president of AMRA. AMRA elects their officers on an annual basis to ensure it includes the appropriate skills, experience and perspective necessary to drive growth to the association and value to its members.

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member and member of the executive committee, has been re-elected as chairman of the board. Kathy Bray from Leeds West Group, board member, has been reelected to vice chairman. Len Vogt from Lenco will continue to serve as secretary/ treasurer and Greg Dunkin from Hunter Engineering will be assistant secretary/ treasurer.

In addition to the board officers, the board also recognized Paul Lacroix from Midtronics to serve with the officers as part of the executive committee. Joining Lacroix is a newly elected executive committee member Kevin Ohler from TBC Retail Group.

“We are very excited to have Kevin join

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Trico Acquires Fram Group Trico Group has acquired Fram Group, which includes Fram fi ters and Autolite spark plugs, from Rank Group Ltd. “We are excited to enhance our product portfolio with these two leading brands,” said Jay Burkhart, president of Trico Group. “The fi ter category is a natural complement to our wiper products as our ‘Maintenance’ offering, while Autolite adds to our ‘Repair Parts’ product line of fuel pumps, water pumps and lift supports.”

In January, Trico Group acquired UCI International’s Performance Pumps business, comprised of ASC Industries and Airtex Products.

With these two acquisitions, Trico Group now supplies aftermarket and OE customers with a portfolio of fi ters and wiper products, as well as spark plugs, lift

supports, fuel pumps and water pumps.

Premium brands of TricoO Group now include Trico wipers, Carter fuel pumps, Anco wipers, Airtex fuel pumps, StrongArm lift supports, Autolite spark plugs and Fram fi ters.

ACE’s Gary Wint Awarded Manager of the Year Atlantic Coast Enterprises (ACE), headquartered in Fort Lauderdale, Florida, is one of the largest franchisee groups in the Jiffy Lube network. They are proud to announce that Gary Wint, store manager of store No. 178 in Sunrise, Florida, is the winner of the most prestigious award in the Jiffy Lube system: The President’s Performance Excellence Award. This award recognizes the top-performing store manager among more than 2,000 Jiffy Lube locations nationwide.

The award was presented during Jiffy Lube’s Annual Convention in Orlando, where more than 1,000 associates and stakeholders met to plan the future for the brand. Gary Wint, who has been with the company since 1994, was recognized for his remarkable performance on the following metrics: • No. 1 in Customer Experience Tracking,

with a score of 96.7 for the entire year • Double-digit guest count increases • The most successful Multicare launch in fi e years • No. 2 in the company in total Multicare sales • Successfully training over 140 new ACE employees for 13 different stores in the ACE system Steve Allison, president of ACE Jiffy Lube said, “We are all very proud of Gary for winning Jiffy Lube’s most prestigious award, and we were excited for him to have attended the convention with ACE’s Leadership.”

Upon receiving the award, Wint was fast to recognize his team for their efforts and hard work, but his team quickly countered by acknowledging he is a humble man, and that a team is only as effective and successful as the person leading the team. Wint has proven he has the skillset, work ethic and positivity to lead a successful culture. He is consistently one of the best performers in the entire system.

Richard “RJ” Jennings, director of Operations for ACE Jiffy Lube said, “Thank you Gary, for being a wonderful example of leadership for others to emulate. Gary, you are THE MAN!” S

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Pictured left to right: Will Boyd, regional VP; Kevin Callinan, director of Finance; Steve Allison, president; Dave Fein, VP of Sales and Training; Phil Miscione, EVP; Gary Wint, store manager; Randy Hentschke, market manager; RJ Jennings, director of Operations.

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HYPER-CON HIGH-TECH AND THE NEXT GENERATION OF CUSTOMER SERVICE:

HOW MOBILE OIL CHANGES ARE MAKING A COMEBACK

By Jim Baumer

W

hat if one day in the future, we look back and laugh at how we used to drive to our local mechanic, quick lube, auto dealership, or even, attempted to change our own oil in the driveway? Well, it’s possible, especially since convenience is now a primary motivator of today’s consumers.

People are busier than ever before. Thi leads to stress. And your customers may have a special kind of dread when they glance at their windshield service sticker and then down at their odometer and know it’s time for an oil change. Maybe that’s the primary reason that at least a third of Americans have “skipped or delayed service or repairs that were recommended,” as reported by AAA in 2015.

According to Nielsen, a global measurement and analytics company that provides data on consumer needs and markets worldwide, technology is a major driver of this quest for ease and convenience, es14

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pecially among the younger set. This need will only continue expanding. Nielsen’s data demonstrates that if you want people’s business these days, you better be investing in formats and tools that enhance convenience and ease-of-use. If you make getting vehicles serviced difficult, they’ll just take them somewhere that understands the importance of making it easy.

Zippity: Combining Convenience and Transparency

Zippity is a New England-based company that services consumers and provides auto care from mobile trailers in and around Boston and points north of the city. Founded by former U.S. Air Force Missileer, Edward Warren, Zippity strives to provide a technology-enabled car care service that is very different than the traditional model for maintenance and repair services.

According to Kate Hitchner, head of marketing at Zippity, the company pro-

vides comprehensive car care services from a fully equipped “garage on wheels.”

While Hitchner acknowledged there are a number of mobile services popping up, she said that Zippity isn’t simply “some guy with a pick-up.”

Zippity’s model is targeted toward larger employers: usually with 500 or more employees. According to Hitchner, they are often clustered together in a business park.

“In an urban center like Boston or the surrounding communities where employers are located, more than 90 percent of workers are driving a vehicle to work,” Hitchner said. “Being able to get their cars serviced during work time allows them one less thing to think about and focus on after work. It’s a win-win proposition.”

She said Zippity is particularly well suited for employers who value their people and are building a value-added work experience. What Zippity does is make that transaction easy for the employer.

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NVENIENCE! “We have a kiosk set-up in their lobby or other onsite location where employees scheduling service can drop off their keys.

They schedule the service online on our app, which we make available via a link that HR sends out prior to our arrival,” Hitchner said. “We make it really easy, and as a result, we have repeat customers.”

Henry Ebosh brings considerable dealership service management experience to his current role as Zippity’s head of Operations. He knows the traditional side of servicing cars very well. He’s also bullish about the future of companies like Zippity, who recognizes the need for vehicle owners to have other options besides bringing their cars to a bricks-and-mortar site for service. Zippity makes things easier for drivers: no waiting in line for an oil change or dropping the car off for more extensive

repairs and then dealing with the hassle of fi ding a way to and from work.

In detailing Zippity’s process, Ebosh helped dispel some myths and misinformation.

“There’s lots of negativity around service,” Ebosh said. “We recognize that part of what we’re doing is countering that stigma. Then, there’s this stereotype of mobile: of the guy showing up with a van, doing service in your driveway. Everything we do is built around transparency and providing quality and value.”

It all begins with the configuration of each mobile team. Ebosh told said there is always a team leader paired with a journeyman technician. All team leaders are high B-level and A-level technicians. The journeyman may be a C-level tech.

Ebosh said training and mentoring are essential elements of Zippity’s culture, one that ensures that every customer gets

“We are successful because we do a great deal of training on how to document every service, while also choreographing the process with two technicians.” –Henry Ebosh, Zippity NOLN_May19 BOOK.indb 15

Zippity provides comprehensive car care services from fully equipped “garages on wheels.” The fully equipped garages include lifts and are usually operated by teams of two — a team leader and a journeyman technician.

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top-notch service and the ultimate consumer experience.

“Transparency is a big thing for us. People want to be educated, not sold,” he said.

“It’s kind of like an Apple store experience.

It feels good. People know what the process is going in.”

Zippity’s fully equipped garages, mounted on flatbed trailers also include lifts.

Because they are targeting some of the region’s largest employers, especially in the Boston area, they’ve got their logistics and process down. Zippity doesn’t leave anything to chance. In addition to Boston, Zippity just began operating two mobile units in the Dallas metro area.

Every vehicle serviced by Zippity gets a “health check,” and Zippity photo-documents the service.

“We are successful because we do a great deal of training on how to document every service, while also choreographing the process with the two technicians,” Ebosh said. “Working in a mobile environment requires that we ‘iron-out’ all the pitfalls of a particular repair beforehand.”

Pep Boys Mobile: Taking Its National Brand On the Road

Icahn Automotive Group launched its own version of an auto shop on wheels with the Pep Boys Mobile Crew. These traveling trailers and service bays provide on-location preventive maintenance and repair services nationally. Each fully equipped rig has a mobile lift, the most up-to-date diagnostic equipment and is staffed by two ASE-certified automotive technicians.

Brian Kaner, Icahn’s president of Service, recognized that consumers are more conscious than ever about accessing convenience in their lives.

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“We are also able to provide more than simply an oil change. We’re doing major repairs and tires — basically total car care from a mobile operation that’s set up at their work site or other location.” –Brian Kaner, Icahn Automotive Group “Hyper-convenience is a growing piece of the customer experience,” Kaner said.

“Pep Boys Mobile Crew is a natural extension of our ongoing investment in customer convenience and value.”

Kaner also mentioned that Pep Boys Mobile Crew is “the fi st comprehensive mobile automotive maintenance provider to be affil ated with a national service network.”

Given that Pep Boys has over 800 stores nationwide, it can site its mobile units in close proximity to a bricks-and-mortar store. This offers flexibility, support and additional capacity whenever necessary.

“There’s been tremendous receptivity among employers and their employees,” Kaner said. “Convenience is certainly part of it. We also are able to provide more than simply an oil change. We’re doing major repairs and tires — basically total car care from a mobile operation that’s set-up at their work site or other location.”

When Hurricane Michael touched down in Florida, devastating the Panhandle region of the state, Kaner said Pep Boys deployed its two mobile units to some of the hardest hit cities in that area, days after the storm hit. Kaner said it was a way to give back to their Pep Boys communities. Because of its close relationships with area stores, Pep Boys was able to support its bricks-and-mortar sites following the storm and help them get back online, while also assisting residents devastated by the storm.

“We still have one of our two trailers in

the Panama City-area,” Kaner said.

Much like Zippity, Kaner described how the mobile model partners with HR managers at larger employers.

“When they understand what we offer, they’ve been very receptive,” he said.

For Kaner, he’s fi ding some of the biggest challenges to mobile service are coming from municipalities, battling older regulations that are holdovers from a different, less mobile era.

“We’re not bringing this into residential neighborhoods. We’ve made all the necessary retrofits, and we’ve designed the most environmentally-friendly trailers possible, so we should be able to set-up and provide this service in the appropriate places, like business parks and other commercially-zoned areas,” Kaner said.

“It takes some effort to get local officials to see the value, but once they do, things have gone pretty well.”

Convenience is a key element for consumers, especially in terms of servicing their vehicles. As both Zippity and Pep Boys Mobile demonstrate, if you make it convenient, have a sustainable model that makes getting employer buy-in possible, then there’s a tremendous demand for mobile maintenance and repair services, especially in population-dense parts of the country. If you insist on clinging to the status quo, you’ll soon fi d your customers going elsewhere — or having elsewhere come to them. S

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How Will Electric Vehicles Impact the Quick Lube Industry?

By Paul Richey and Nancy Rolland

I

t seems everywhere you turn these days, someone is asking the question — how will electric vehicles (EV) impact my industry? What can I do today to minimize the disruption to my business?

While we hear these questions from many new acquirers in the industry and clients we service, including quick lube and other service providers, the answer depends on where you live and your time horizon.

EV’s still only account for roughly 2 percent of auto sales in the US, with only a few exceptions: California, Washington, Hawaii, District of Columbia, Oregon and Colorado. By 2050, EV sales are expected to have reached 19 percent, but for the most part, the transportation industry will still look much like it does today, with conventional gasoline vehicles dominating the market at 71 percent of new sales, according to the Energy Information Administration.

In the United States, sales of EV’s have been slow to gain market share for a variety of reasons including: · Low gas prices · Limited charging stations · Battery resources · Affordability Gasoline prices have remained relatively low, while the fuel economy of conventional vehicles has improved in the last few years. In fact, according to a recent article

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published in the Washington Post, “the biggest trend in the automobile market is that American car buyers are abandoning sedans in favor of crossovers and SUVs. Less than fi e years ago, half of all new U. S. vehicles sold were passenger cars. Today, it’s less than a third, and heading lower, according to the Wall Street Journal.” Americans still want a vehicle that fills multiple purposes — one that fits the family and, yet, will accommodate a trip to the home improvement store. While several manufacturers are spending big on EV investments and promising new EV products, Ford has committed $7 billion for their vehicles in demand — SUVs and trucks.

(For over 40 years, Ford’s F Series pickup has been the bestselling truck in the US.) Another factor contributing to the slower adoption of EVs is the limited number of charging stations and the battery range.

There are approximately 22,000 charging stations in the US and Canada, as of September 2018, compared to about 168,000 gas stations (roughly seven times more).

Adding new charging stations is not as easy as one would think. New stations involve a lot of red tape, including local utility companies and soliciting land owners to donate a portion of their holdings. Compounding this obstacle, is the fact that the average range for an EV is 190 miles, compared to the range of a gas-powered car of 450 miles, making the process of planning your trip to Grandma’s a real adventure or nightmare, depending on where she lives.

Additionally, the lack of available raw materials (lithium, cobalt and graphite) to produce EV batteries has also contributed to the slow adoption. China and Chile hold three-quarters of the world’s lithium reserves, and considering our current political relations with China, this could prove challenging for the US and its companies.

Cobalt, another key ingredient, has been primarily supplied from the Democratic Republic of Congo, which is politically unstable and suspected of using child labor. Moreover, there are considerable concerns about the toxicity of these materials, which is said to be three times greater, threatening the lives of the workers and polluting the mines.

Finally, for EVs to become readily adopted, the cost is going to have to come down.

For example, an EV powertrain costs

$16,000, compared to a conventional car powertrain at $6,000. It is hard to compare true costs of ownership because of the inconsistent variables, like utility costs and charging mechanisms, but until other factors are closer to equal, there will continue to be resistance in purchasing an EV. So, bearing in mind, that 30-plus years into the future, conventional vehicles will still be dominating the transportation market, what changes can you make to your business today that will materially impact your top-line revenue, improve your profitability and cement your place in the customer’s eyes and more importantly, their wallets?

electric vehicles may not need oil changes, they do still require several of the same maintenance services: brakes, tire rotation, flu d checks and wiper blades. You might also consider adding a charging station as a way of inviting these customers to your business. If you have small stores with small footprints that cannot be expanded, consider selling them off to individuals and building new.

Another way to increase your revenue is to seek out relationships with businesses that own fleets of vehicles. Repeated daily use by employees almost guarantees extensive wear and high mileage on vehicles that will be maintained at the expense of

“An EV powertrain costs $16,000, compared to a conventional car powertrain at $6,000. It is hard to compare true costs of ownership because of the inconsistent variables, like utility costs and charging mechanisms, but until other factors are closer to equal, there will continue to be resistance in purchasing an EV.” Hopefully, you are already offering your customers a quick safety check and recommending routine maintenance items, while also identifying immediate repair items during their oil change. Competition in the quick lube industry is greater than it ever has been, and I’m sure you’re experiencing it from all angles including discount retailers like Walmart and Costco, dealerships and large franchise groups like Jiffy Lube and Valvoline. Each of these groups has a unique offering for their customers: the discount retailers — cheap oil changes; the dealers — nice waiting area and broader services; and the large franchise groups — many locations and quick service.

Franchise competitors like Jiffy Lube and Valvoline are recommending offering 12-15 additional services beyond the traditional oil change. Their offerings include: air conditioning services, air fi tration services, alignment services, battery maintenance and replacement, brake services, cooling system services, drive train services, engine services, fuel system cleaning services, inspections and emissions, suspension, tire and transmission services and windshield wiper replacement. While

the business owner. According to IBISWorld, in 2018, Business and Farm owned vehicles represented 14.5 percent of all industry revenue of $5.8 billion. Be sure to investigate who the top local businesses are and uncover how you might penetrate this untapped revenue.

Finally, consider growing your business by adding locations. The fundamentals of this business are still favorable for investment and provide a positive long-term outlook, as evidenced by recent acquisitions of Private Equity Groups like Wynnchurch Capital (523 stores in 23 states) and Roark Capital Group (882 “total care” centers). Growth through acquisition provides a much quicker return on your investment than trying to grow organically by providing immediate cash flow, knowledgeable staff, customer base and the ability to leverage your purchasing power across multiple locations. S PAUL RICHEY is Regional Managing Director, West at FOCUS Investment Banking LLC, and based in the fir ’s Los Angeles office. Nancy Rolland is a Managing Director based in the fir ’s Atlanta office. FOCUS, headquartered in Vienna, Virginia is an investment banking firm specializing in mergers, acquisitions, acquisition and exit planning, and financin .

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What’s in Store:

at The Car Wash Show 2019

President’s Reception at The House of Blues during iFLEX 2018

By Tammy Neal

T

he Automotive Oil Change Association (AOCA) is once again co-locating its annual iFLEX convention and tradeshow with the International Carwash Association’s (ICA) annual The Car Wash Show. The show will be held May 13-15 at Music City Center in Nashville, Tennessee. There will be a pre-show kickoff party for iFLEX on May 12.

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The Car Wash Show brings together the leaders, innovators and decision makers of the professional carwash and fast lube industries. This year’s The Car Wash Show is expected to attract 8,000 attendees and over 350 vendors.

At the show, you can connect with hundreds of vendors on the trade show floor, network with other operators and discover new products and innovations.

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KICK IT OFF WITH THE AOCA WELCOME RECEPTION

May 12 Kick off this year’s iFLEX at The Car Wash Show with your fellow AOCA members during the 2019 Welcome Reception and Annual Membership Meeting. It will be held at Hard Rock Café Nashville (100 Broadway).

Thisevent is free of charge and exclusive to AOCA members. For more information, contact Jenna Bailey at jenna@aoca.org or 800.230.0702. You can RSVP for the event at: www.aoca.org

Past AOCA President Dave Jensen and Current AOCA President John Lindsay

EDUCATION

The Car Wash Show and iFLEX 2019 will feature a number of industry educational sessions geared toward providing practical advice and real-life solutions for business growth and success.

Take a look at the AOCA-focused sessions that will be offered: Monday, May 13 8-9 a.m.: State of the Fast Lube Industry Presented by Ragan Holt, Independent Industry Consultant Utilizing data from NOLN’s Fast Lube Operator survey and other auto service industry studies, Holt will paint a picture of the state of the industry. What do data trends say about the future of our industry? This informative session will broach several often-asked questions and aim to form an accurate snapshot of the fast lube industry.

Bio: Ragan Holt is an independent industry consultant and has over 20 years of experience as general manager for a multiple shop quick maintenance operation averaging over 1,000 cars per day serviced. Holt is a senior trainer in operational training in the quick maintenance sector, consulting in both single shop operations as well as multiple shops operations. Additionally, Holt serves as a consultant to multiple vendors within the quick maintenance sector.

9:15-10:15 a.m.: Technology Innovations Affecting Our World of Fast Lubes: Road to Survival or Perdition?

Presented by Steve Barram, CEO, Integrated Services Inc. Technology has had an exciting impact and taken an immense toll on countless

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industries. It has changed the way we think about and do business. New industries have been created. Some have been wiped off the map. So how has technology impacted our industry, and more importantly, how will it impact our industry in the future? This session will take a look at various segments of the fast lube industry and how advances in technology have and will affect them. It is designed to provide a framework for the owner to see and embrace the coming changes in a very practical way. Don’t miss out on this opportunity to be alerted to and acquainted with an ever-changing technology world and its potential impact on your business.

Bio: Steve Barram joined ISI as the company’s Chief Executive Officer in 1989, shortly after his brother Peter founded the company. His responsibilities include overseeing strategic direction, development of major customer relations, structuring major business transactions and the sales and marketing of the company.

Barram is also involved in ISI’s emerging international business. Prior to 1989 Barram had an active law practice in Portland, Oregon. His practice focused primarily on business and corporate law, specializing in tax and securities law.

In 1981, Barram graduated with a J.D. from Northwestern School of Law at Lewis and Clark College. In 1978 he graduated from Gordon College with a Bachelor of Arts degree in Political Science. Barram remains an active member of the Oregon State Bar Association.

10:30-11:30 a.m.: Talent Management — Customer Service Within Your Organization, A Forgotten Art — WACTEO. Presented by Nancy Friedman, president, Telephone Doctor Customer Service Training This is a special program for internal customer service. We call it the forgotten art.

You’ll notice a word in the title you might not recognize — WACTEO. Yet, it says it all. If you’re looking for the meaning, you’ll uncover it at this session. You’ll also learn ideas, tips, skills and techniques that will bring you a more harmonious atmosphere within your company; things that you can use immediately, and forever.

Think about it, most of us are with our coworkers more hours per day than our spouses, and in truth, sometimes we forget that. It’s too important of a topic to not know more about. Join us, and increase the compatibility and harmony within your organization.

Bio: Nancy Friedman, the Telephone Doctor, is a keynote speaker for large and small automotive companies around the country.

From dealerships to repair and collision to oil change, Friedman takes businesses of all sizes that might be dropping the ball when it comes to basic customer service and turns them into thoroughbreds by following her simple directives.

Her passion to help small business is second only to the tips, ideas, skills and techniques Friedman brings in her topics.

She helps companies communicate better with their customers.

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Mark Bochnowski, Jimmy Grant and Eric Frankenberger served as the panel during AOCA Talk Live at iFLEX 2018.

Automotive clients include: Two-time keynote speaker at CARSTAR, seven-city tour with Big O Tires, annual conference speaker at Christian Brothers Automotive, Goodyear, Tire Pro, Midas, Grease Monkey and many other well-respected automotive fi ms around the country. An eight-time speaker at SEMA, Friedman was raised in Chicago, Illinois, and now lives in St. Louis, Missouri, with her husband, Dick, and two children — all who work with her at Telephone Doctor. And, of course, Friedman is still a solid Cub fan.

12-1:30 p.m.: AOCA Government Affairs Committee Meeting Tuesday, May 14 9:15-10:15 a.m.: Building Enduring Value into Your Business Presented by Joe J. Thi sen, vice president of Sales, AutoCenter Sales After building a thriving business, entrepreneurs often hope their companies will perpetuate into the future. Doing so will enable you to have the personal and fi ancial freedom shared by few of your peers.

No matter which path an owner chooses for his or her business, transferable value is the common denominator of a successful transition.

Truly understanding your business and its value goes beyond numbers. Whether you’re a newly launched business or getting ready to plan your exit strategy, now is the perfect time to improve the transferability characteristics of your company.

Attendees will gain actionable thoughts and ideas that will enable you to unlock your transferable value and get the most out of your business. Thisworkshop brings 22

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real-world experience and examples by business experts to this important topic.

Bio: Joe J. This en is the vice president of Sales for AutoCenter Sales. He has been assisting clients’ transitions and establishing succession plans for over 12 years, and in that time, has sold over 800 shops across the country. This en’s knowledge and skill go beyond sales and include indepth knowledge of project management, business operations and fi ancial perspectives of the automotive maintenance and repair industry. He uses that extensive experience to achieve a high success and satisfaction rate. This en is regularly sought-after as an expert on the industry and speaks on topics of succession, business and exit planning.

This en is based in Minneapolis, Minnesota, and is an avid family man with fi e children. He enjoys supporting them in their activities: gymnastics, track, swim, karate, mixed martial arts, piano and cello.

10:30-11:30 a.m.: Your Website, Google Changes & Other Trends in Online Marketing Presented by Kevin J. Steeland, founder and CEO, PISTn Digital Marketing Every day, businesses of all sizes ask themselves: What does Google want now?

You work hard managing the day-to-day operations of your business. Keeping up with the marketing trends and technological developments can feel like just one more thing you don’t have time for. In this session, Steeland will update you on the latest in digital marketing with real-world examples and practical advice for ensuring your customers can fi d you on the web.

His unique perspective, gained from working with hundreds of small businesses, will help you understand what you can do now to boost your business.

Bio: Steeland is a hands-on leader and a visionary who observes the trends and translates new marketing developments into practical plans that keep his clients relevant in the marketplace. He has always had a passion for marketing and has spent the last 20 years assembling a team of professionals that, together, form the heart of PISTn. His experience as an entrepreneur taught him creative problem solving and the importance of creating value for customers. Today, PISTn serves hundreds of quick lube, auto repair and tire shops across the country, with offices in Michigan, South Carolina and the Silicon Valley Bay Area of California.

Steeland graduated with a Bachelor of Science in Marketing from Oakland University. He attended University of Detroit R.O.T.C. and was a Commissioned Officer in the Army National Guard.

Wednesday, May 15 9:45 a.m.-10:45 a.m.: Weights & Measures Training.

Panelists: Tom Staker, international director of Training, FullSpeed Automotive; Eric Frankenberger, previous AOCA Operating Member of the Year, president of Oil Changers; and Justin Cialella, president and CEO, Victory Lane Quick Oil Change.

Protect your fast lube assets by discovering AOCA’s new training module on NIST Handbook 130 engine oil and transmission product labeling and receipt requirements.

The rules are required in most jurisdictions, serve as guidance in the rest and can be tricky to decode. This panel of experts participated in the development of AOCA’s program and have experienced the ins and outs fi sthand. If you prefer to learn big lessons without citations, fi es and litigation, this is a must-attend session!

Bios: Tom Staker is currently the international director of Training for FullSpeed Automotive, which operates, among other brands, Grease Monkey, SpeeDee and Havoline Express Lube automotive centers. His background includes experience both as a franchisee and franchisor in the automotive sector. He has held positions with Big O Tires; fi st as a franchisee with

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multiple locations and then as senior vice president of Operations with Big O Tires Corporate. Staker has consulted with ATD and Goodyear, prior to his current position with FullSpeed Automotive during the last fi e years.

Eric Frankenberger, previous AOCA Operating Member of the Year, is the president of Oil Changers based out of Pleasanton, California, and operates 38 oil change locations. Frankenberger has been very active with the AOCA over the last 25 years, regularly speaks at iFLEX conventions and sits on multiple industry committees, supporting the industry and operators across the country.

Justin Cialella is president, CEO and owner of Victory Lane. Previously, he spent 17 years as an executive for Progressive Insurance. At Progressive, Cialella developed a reputation for recognizing talent, re-energizing under-performing business units and having visionary strategy. In 2009, Cialella had the chance to realize his dream of becoming an entrepreneur and pursue his passion for all things automotive. He started as a franchisee of four Victory Lane locations, learning the Victory Lane system from the ground-up.

Within four years, Cialella owned over 40 percent of the company, making it a natural transition to buy the entire chain in 2014. In addition to being a franchisor, Cialella also owns and operates 20 Victory Lane corporate stores within the Victory Lane chain. Currently, there are 33 Victory Lane locations operating in fi e states, with several more set to open this year. Cialella is also active in the quick lube industry, most recently becoming the interim chair of the Government Affairs committee for AOCA. Cialella Holds a B.A. from Wittenberg University and an MBA from Michigan State University.

KEYNOTE PRESENTATION

Shawn Achor, the chief experience officer for BetterUp, will be delivering the 2019 keynote presentation, titled “The Happiness Advantage,” from 8-9 a.m., Wednesday, May 15.

Most companies and schools follow this formula: If you work harder, you will be more successful and then you will be happy. Thisformula is scientifically backward.

A decade of research shows that training your brain to be positive at work fi st ac24

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tually fuels greater success second. In fact, 75-percent of our job success is predicted not by intelligence, but by your optimism, social support network and the ability to manage energy and stress in a positive way. By researching top performers at Harvard, the world’s largest banks and Fortune 500 companies, Achor discovered patterns that create a happiness advantage for positive outliers — the highest performers at the company. Based on his new book, “The Happiness Advantage,” Achor will explain what positive psychology is, how much we can change and practical applications for reaping the happiness advantage in the midst of change and challenge.

Bio: Shawn Achor is the best-selling author of “The Happiness Advantage” and “Big Potential.” He spent 12 years at Harvard, where he won over a dozen distinguished teaching awards and delivered lectures on positive psychology in the most popular class at Harvard. Achor graduated magna cum laude from Harvard and earned a Masters from Harvard Divinity School in Christian and Buddhist ethics.

Achor has since become one of the world’s leading experts on the connection between happiness and success. Achor has now worked with over a third of the Fortune 100 companies and with places like the NFL, the Pentagon and the U.S. Treasury. To do his work, Achor has traveled to 51 countries, speaking to farmers in Zimbabwe, CEOs in China, doctors in Dubai and school children in South Africa. In 2014, Oprah Winfrey did a twohour interview with Achor on the science of happiness and meaning. His research on happiness made the cover of Harvard Business Review, his TED talk is one of the most popular of all time with over 16 million views and his lecture airing on PBS has been seen by millions.

THE MEMBER EXPERIENCE

Members of AOCA enjoy an upgraded show experience at iFLEX at The Car Wash Show 2019. New features this year offer in-depth discussion, exclusive events and VIP perks: • Exclusive time to connect with key suppliers — members access the trade show floor one hour early on Tuesday.

• Annual membership meeting and keynote address — close your show experi-

ence with exclusive content and be inspired by an engaging keynote speaker during a members-only breakfast.

• Skip the badge pickup line — register by April 24 to receive your badge by mail (residents of U.S. and Canada only).

• Complimentary luggage storage and shuttle to the airport on the last day.

Make sure your membership is current to take advantage of these member-only features.

Also note, the Renaissance Nashville is the host hotel for AOCA.

SCHEDULE OF EVENTS

The following is the schedule of events for The Car Wash Show 2019, as of press time.

All events take place at Music City Center, unless otherwise noted.

Sunday, May 12 11 a.m. – 5 p.m.: Registration 1-5 p.m.: New Investor Seminar 1-5 p.m.: Emerging Leaders Program 7-10 p.m.: AOCA Welcome Reception and Annual Membership Meeting (Held at Hard Rock Café Nashville) Monday, May 13 7 a.m. – 6 p.m.: Registration 8-11:30 a.m.: Premium education sessions 9:15-11:30 a.m.: Partner solution sessions 9:15-10:15 a.m.: Peer Power Hour sessions 10:30-11 a.m.: First time attendee tour 10:30-11:30 a.m.: Peer Power Hour sessions 11 a.m. – 6 p.m.: Trade show fl or open 1-5:30 p.m.: Quick hits 6-7:30 p.m.: Opening night party Tuesday, May 14 7 a.m. – 5:30 p.m.: Registration 8-11:30 a.m.: Premium education sessions 9:15-11:30 a.m.: Partner solution sessions 10:30-11:30 a.m.: Trade show fl or: member experience 11:30 a.m. – 5:30 p.m.: Trade show floor open 4:30-5:30 p.m.: Booth crawl 1-5:30 p.m.: Quick hits Wednesday, May 15 8 a.m. – 2 p.m.: Registration 8-9:30 a.m.: ICA annual membership meeting and keynote address 9:30 a.m. – 2 p.m.: Trade show fl or open 9:45-10:45 a.m.: Partner solution sessions 9:45-10:45 a.m.: Peer Power Hour sessions 10:30 a.m. – 2 p.m.: Quick hits S

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VIEWPOINT

Associationally Speaking

Get to Know Your AOCA Board, Part III

By Kristy Babb

The AOCA team is off to Nashville for the oil change industry’s signature event, iFLEX at The Car Wash Show, taking place at Music City Center May 13-15. The good times commence the evening of May 12 at AOCA’s Welcome Reception at the Hard Rock Café, where AOCA members will be treated to bites, beverages, giveaways and live music. The following three days will be jam packed with education, networking and the largest trade show in the fast lube industry. You can get all the details at: www.aoca.org We hope to see you in Music City!

Looking beyond iFLEX, AOCA has two opportunities for fast lube managers to become AOCA certified managers. You can experience AOCA’s Management Certification Course in Orange County, California, on August 6-7 or Dallas, Texas, on September 10-11. Don’t miss this chance to ensure you or your management team is certified to the highest level of industry standards. For more information, visit: www.aoca.org This month, we continue our board of directors spotlight series with none other than incoming AOCA president Bill Floyd, of Lucas Oil Center in Indiana.

AOCA: Tell us about your business and your experience in the fast lube industry.

Floyd: My entire working career has been spent around my love of automobiles.

Growing up in Southern California, guided by my grandfather, we were a racecar family! Preparing a racecar or building an engine was something we did after-hours and weekends. It was my destiny. Now 45plus years later, I’m still racing, but racing business with Lucas Oil Centers, USA. My career has included general auto repair, auto parts sales and high-performance and racing product manufacturing and distribution. In 2007, after enthusiastic 26

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Bill Floyd

support from Lucas Oil Products, we secured a license agreement and began developing Lucas Oil Center.

AOCA: What challenges do you see facing the industry today and in years to come?

Floyd: Our industry operators need to be agile, willing to adapt to new and changing technologies and because of longer service intervals, have a greater concentration on additional services and alternative revenue streams. We need to accept the fact that hybrid and electric car technologies are here to stay. In our business model, we are considering electric car charging stations and maintenance to be integrated into future store designs.

There has been a real decline in qualified or interested young people pursuing an automotive repair or service career. It is going to require a national effort, and vocational training needs to resurface at the middle- and high-school levels.

AOCA: Why did you opt to get involved with AOCA? Floyd: With an entire career dedicated to racing and high-performance, I knew the value of being involved with trade associations through SEMA and PRI. Starting with a new business concept in 2008,

I looked to see what trade organization served the quick lube industry and came across AOCA. Before starting Lucas Oil Center, we attended trade shows in Las Vegas and Dallas. It was these shows that really got our business on track. Meeting fellow operators, attending seminars and interacting with vendors really got us moving in the right direction. Now some 10 years later, I’ve never missed a show, I’ve become involved as a board member and I’m now serving as incoming president to our members.

AOCA: How has AOCA benefited you as fast lube business operator?

Floyd: I don’t believe I would be in business if not for AOCA! Again, building a new business from scratch was a major undertaking. Maintaining and growing it successfully has its own sets of challenges. The knowledge and relationships that came from attending iFLEX was a game-changer for us. Personally, I am an AOCA Certified Manager, as are all of our store managers.

Our services offered, procedures, vendors, equipment suppliers and a lifetime of business and personal relationships resulted from my AOCA membership.

AOCA: What do you do in your spare time, when you’re not running your business?

Floyd: I love all forms of auto racing and sponsor many racecars. Being located in the Midwest, the hot bed of sprint car, modified and late model circle track cars, we race a lot. I personally own a race engine in a USAC Silver Crown car that we campaign nationally on that circuit. Our family has grown somehow to eight grandchildren, ages four to 17, so we are truly blessed. S KRISTY BABB is the executive director of the Automotive Oil Change Association (AOCA). Contact her at info@aoca.org or 800.230.0702.

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UNDER PRESSURE:

GIVE TIRE SAFETY ONE MORE CHANCE

By Peter Suciu

W

ith summer driving just around the corner, the National Highway Traffic Safety Administration (NHTSA) is reminding drivers that June is National Tire Safety Month, and shops can also bring awareness to customers. Tires will not only leak air if punctured, but they can also leak air naturally — even a properly mounted tire can lose 1-3 psi per month. Proper tire pressure is important, because it affects safety, tire durability and fuel consumption.

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For every 10 percent of under-inflation in each tire, there can be a 1-percent reduction in fuel economy. The United States Department of Transportation estimates that under-inflated tires waste 2 billion U.S. gallons of fuel each year — or about 9 cents per gallon.

Improper tire pressure can also lead to accidents and breakdowns.

Yearly, there are more than 250,000 accidents due to low tire pressure, and 75 percent of roadside flats occur because of low- or

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“TPMS units don’t last forever; the sensors on the tires have a limited battery life — and that can be up to eight years. But as people are keeping their cars longer, the units can wear out. Plus, physical damage can occur to the components.”–John Amato, Autel under-inflated tires. Annually, more than 33,000 injuries result from under-inflated tires.

“An important part of vehicle maintenance is paying attention to your tires — the only contact points between your vehicle and the road,” said a NHTSA spokesperson in an email statement to NOLN.

Educating Drivers

There is a lot riding on your customers’ tires, and during National Tire Safety Month, shops can educate drivers about tire safety. It is important to not only look for any objects that have penetrated the exterior of a tire, but to also look at the sidewall of a tire for signs of bulges, gouges, cuts or other irregularities. Customers should also be reminded about the importance of tire rotation, balancing and alignment services.

“Tires affect your vehicle’s handling, ride, braking and safety,” the NHTSA spokesperson said. “For optimum performance, tires must have the correct air pressure, tread depth and balance, and the wheels of the vehicle must be properly aligned. The National Highway Traffic Safety Administration advises motorists to conduct monthly maintenance inspections, check the pressure of all tires (including the spare), check the vehicle’s tire tread at least once a month, rotate their vehicle’s tires and ensure the vehicle’s tires are balanced to keep it from shaking or vibrating.”

Tires are the only thing between the car and the road, so shops should take care to make sure their customers’ tires are safe.

“Tires start, stop and steer in all types of weather and road conditions,” said Kevin Rohlwing, senior vice president of Training for the Tire Industry Association. “If the tires are unsafe, the vehicle is unsafe. Proper inflation, repair, lug nut torque and tread depth are critical components of tire safety, so the professionals entrusted with servicing tires and wheels must follow industry guidelines to protect the motoring public.”

TPMS: Give Tire Safety One More Chance

Today, most drivers have the benefit of a tire-pressure monitoring system (TPMS) on their vehicle, which can provide real-time tire pressure information to the driver, either via a gauge, pictogram or low-pressure warning light.

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All light vehicles sold after September 1, 2007, are required to be equipped with TPMS. TPMS has components that can fail over time, so it is a smart idea to add TPMS service to your suite of add-on services.

“It is a good revenue stream for a shop and a great service to be able to offer to the customer,” said John Amato, TPMS technical trainer at the Autel Intelligent Technology Corp. “TPMS units don’t last forever; the sensors on the tires have a limited battery life — and that can be up to eight years. But as people are keeping their cars longer, the units can wear out. Plus, physical damage can occur to the components.”

TPMS/Tire Service Advice: These Are the Days It Never Rains But It Pours

Traditionally, TPMS service has had a large barrier of entry because of the massive quantity of part numbers available from the OEMs. “We’re able to make one sensor, and we provide the software on our tools that emulate any part number,” Amato explained. “One part in the inventory can then cover 99 percent of TPMS units up to 2018. This means there is no more wait time for the customer while a shop orders it and waits for it to show up. With our system, the TPMS unit is always on the shelf.”

One hurdle that shops used to have to overcome was a plethora of OEM-specific sensors.

“Our tool allows us to program the factory protocol onto a blank sensor, so in this way, it is quite similar to recording to a blank CD,” Amato added. “It really simplifies the process and allows shops to quickly address the problem. Having one part number can tremendously reduce costs for the shop and the consumer.”

One important consideration for consumers — but a draw for shops — may be the cost of replacing the TPMS units. TPMS sensors typically need to be replaced in sets of four. This is common when the units are reaching the end of the battery life. For shops, this service can be integrated with other repair and diagnostic offerings.

If you’re aiming to be a one-stop-shop for customers, you’ll want to make sure you don’t have to send them anywhere else for their TPMS service needs. S

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API POSTING OILS ONLINE

Showing Certification Misus

?

By Steve Swedberg

B

y now, most are aware that The American Petroleum Institute (API) has started showing pictures of oils that are using the certification marks (SN, GF-5, etc.) but do not have the license to use them. The heart of their press release is as follows: “API is now posting oils displaying the API engine oil certification marks without authorization on its website (https:// www.api.org/products-and-services/engine-oil/unauthorized-use-of-api-certification-marks).

(AMAP), a program that annually tests packaged and bulk engine oils purchased

by API in the marketplace.

“For consumers, API always recommends that they check their owner’s manual to be sure they are using the proper oil. The current standard for gasoline engine oils is API SN and it is backward compatible for most engines; this identification can be found on the back of most labels. If the API Donut has an older designation such as SM or SL, it is designated for older engines. API recommends that the consumer verify

“The marketer and oil brand name, viscosities and sales region for each unauthorized oil are posted along with a photo of each product label.

API has not approved these oils to meet any API engine oil standard.”

“The marketer and oil brand name, viscosities and sales region for each unauthorized oil are posted along with a photo of each product label. API has not approved these oils to meet any API engine oil standard. As such, these oils are not eligible to display the API engine oil certification marks.

“API encourages consumers to remember that these oils are not authorized by API to display the API certification marks.

Most engine manufacturers recommend oils that display one or both API engine oil marks. The API page linked above will be updated as additional oils are identified through API’s Aftermarket Audit Program 32

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that the oil is licensed by checking the online EOLCS Directory of Licensees.”

If you are not an oil blender or marketer, you may wonder, “What does this have to do with me?” If the oil were low-cost, then wouldn’t it be smart to use it anyway? The answer is very simple: These oils are not API approved and may not be suitable for your customers’ engines. It may be that they are properly formulated with an additive/base oil combination that meets API standards but do not have the license and have not been vetted by the approval system.

So, let’s carry this a bit further. If you were to install a non-approved product in a customer’s vehicle, you could be open-

ing your business up to some pretty serious problems. The automakers all say the same in some fashion, “if you use an oil that is not designed and recommended for this engine and it fails, we will not honor the warranty.”

It used to be that warranty issues were relatively loose and automakers rarely denied claims. However, the new engines with advanced ignition systems, higher horsepower density (HP/CID) and fuel injection are a more sensitive system to engine oil properties.

Some of the oil properties that can infl ence proper performance are such things as wear resistance, detergency, dispersancy, fuel economy and viscosity. Here’s a quick review of these properties and how they can infl ence engine performance.

Always start with viscosity. The simple defin tion of viscosity is resistance to flow.

We’ve always thought of viscosity as a primary protector of the engine (higher is better), but newer engines are designed with lower viscosity preferences since lower viscosity improves fuel economy. From SAE 10W-40, we’ve settled on SAE 0W-20, and even lower in some cases.

Fuel economy is also affected by friction modifiers. These components are added at small percentages but have big impact on the “slipperiness” of the oil in heavily loaded areas of the engine such as bearings and cam/lifter assemblies.

The automakers are very concerned with fuel economy as one of the two big drivers (emissions being the other) of engine design. They have gone to extremes to improve these two areas, and that includes engine designs to maximize power while minimizing emissions. The best

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“If an oil carries the API certification, yo should be able to rely on it to perform.

If the license is not there, you or your customer may be in for some major disappointment.” example so far is the direct fuel injected, turbocharged, gasoline fueled (TCID) 1.5L engine, which delivers over 170 HP in an engine of less than 100 CID. That averages out to just less than 2 horsepower for each cubic inch of displacement.

The metallic part of the detergent component has a major impact on low speed pre-ignition (LSPI), which is a worry for these TCID engines. Current thinking is that magnesium, rather than calcium, is better for LSPI protection. Time will tell if this can be corrected.

Engine cleanliness is important due to the tighter tolerances in the engine.

Once upon a time, dispersants could keep sludge and varnish from laying down on engine surfaces without much of a prob-

lem. As engines got tighter, controlling these contaminants became a bigger challenge to the additive industry. The right combination of dispersants is very critical to overall performance.

Wear protection has been cussed and discussed for 20-30 years. The older pushrod and flat tappet designs preferred a higher level of antiwear in the form of zinc dithiophosphate (ZDP). However, this design cost a lot in terms of fuel economy, so the automakers moved to a roller follower, overhead cam design that doesn’t rob the engine of as much horsepower. ZDP levels could be reduced and place less pressure on catalytic converters. There are still many older design engines out there that probably need the higher ZDP level.

All of the issues related to the chemistry of engine oils are covered by the API categories. Every engine oil formulation licensed by them undergoes engine and bench testing to assure that it meets the standard.

If an oil carries the API certification, you should be able to rely on it to perform. If the license is not there, you or your customer may be in for some major disappointment.

Remember what Ben Franklin said, “The bitterness of poor quality remains long after the sweetness of low price is forgotten.” 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 influen e 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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NUTS & BOLTS

Nissan recently introduced the all-new, sixth-generation 2019 Altima.

The 2019 Altima will be available in fi e grade levels, along with a limited-production launch edition.

Replacing the previous-generation Altima’s 3.5-liter V6 engine is a variable compression turbo inline four-cylinder.

Designated as the VC-Turbo, the new technology continuously transforms the engine characteristics, providing both dynamic and efficient performance.

The VC-Turbo has been in development for 20 years. It seamlessly changes its compression ratio between 8:1 (for high performance) and 14:1 (for high efficiency) — with an advanced multi-link system continuously raising or lowering the pistons’ reach to transform the compression ratio.

A high compression ratio gives greater efficiency, but in certain applications poses the risk of premature combustion (knocking).

A low compression ratio allows for greater power and torque, and avoids knocking.

The multi-link components are manufactured in high-carbon steel alloy. Compared with the previous 3.5-liter V6 engine, the 34

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Tech Spec: 2019 Nissan Altima

2.0-liter VC-Turbo requires less space in the engine bay. The engine delivers 248 horsepower and 280 pound-feet of torque.

The VC-Turbo engine utilizes both multi-point injection and direct injection to balance efficiency and power in all conditions. The direct injection gasoline system improves combustion efficiency and performance, and enables the engine to avoid knocking at higher compression ratios, while the multi-point injection mixes fuel and air earlier, enabling complete combustion in the chamber for greater efficiency at low engine loads. The engine also contributes to lower NVH and improved emissions.

For the fi st time, Nissan is introducing two completely new engines for one new model change.

Standard on all grade levels is the new 2.5-liter DOHC inline four-cylinder direct injection engine, which is rated at 188 horsepower (versus the previous 2.5-liter’s 179 horsepower) and 180 pound-feet of torque (versus the previous 177 poundfeet) and features 80-percent new or redesigned parts.

More than just the gains in horsepower and torque, the new engine offers improvements in noise, vibration and harshness, along with enhanced fuel economy and cleaner emissions. It also has a lower profi e through adoption of a “reverse” cylinder head with integrated exhaust manifold and low engine mounting into the new platform’s engine bay for quieter operation.

Key changes to the engine’s design include a thermal-insulated intake port, direct injection gasoline system, variable tumble control valve, mirror bore cylinder coating, variable displacement oil pump, intake e-VTC and cooled external EGR. All 2019 Altima models, including both engine configurations, come equipped with a standard Xtronic transmission. For 2019, the Xtronic transmission received an expanded lock-up area for improved efficiency.

The 2019 Altima features Nissan’s ProPilot Assist. ProPilot Assist eases driver workload by reducing the amount of driver acceleration, steering and braking input under certain driving conditions, such as single-lane highway driving.

ProPilot Assist is the foundation for the

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autonomous vehicles of the future, helping drivers stay centered in the lane, navigate stop-and-go traffic, maintain a set vehicle speed and maintain a set distance to the vehicle ahead. And, it’s all activated with a simple two-button operation. To turn on the system, the driver simply pushes the ProPilot Assist On button, then sets the Intelligent Cruise Control when the desired speed is reached, as with a normal advanced cruise control system.

ProPilot Assist is standard on the 2019 Altima SV, SL and Platinum grades.

Intelligent All-Wheel Drive is being offered for the fi st time on the Altima. The AWD system is available in all trim levels equipped with the 2.5-liter four-cylinder engine. The system uses an advanced torque split control strategy that automatically redistributes torque to the wheels (0:100 front up to 50:50 front-to-rear) according to road and driving conditions. In addition, cooperative control between the AWD torque distribution, brake limited slip differential and Hill Start optimizes performance on hill starts and rough roads.

The 2019 Altima will be offered in a range of trim levels — S, SR, SV, SL and Platinum. All fi e come equipped with the standard 2.5-liter engine and are available with Intelligent All-Wheel Drive.

Altima S includes standard Automatic Emergency Braking, Intelligent Driver Alertness, Bluetooth Hands-free Phone System, Rear View Monitor, NissanConnect with Apple CarPlay and Android Auto, 7-inch Advanced Drive Assist Display, Remote Engine Start, 12-volt DC power outlet, four front/rear USB charge ports (Type-A and Type-C), eight-way power driver’s seat, 60/40 split-folding rear seat, Rear Door Alert and more.

Altima SR grade models add 19-inch aluminum-alloy wheels, unique rear diffuser color, sport suspension (FWD only), sport interior with sport seat, paddle shifters, leather-appointed steering wheel, LED projector headlights, dark chrome grille, Blind Spot Warning, Rear Cross Traffic Alert, exhaust finis ers, black side mirror caps and body colored door handles.

The 2019 Altima SV features a moonroof, LED fog lights, 17-inch aluminumalloy wheels, heated front seats and steering wheel, ProPilot Assist, Lane De36

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parture Warning, Rear Automatic Braking, heated outside mirrors with LED turn signals, two-way power lumbar support, High Beam Assist, rear console HVAC vents and Dual Zone Auto Climate Control.

Additional features found on every Altima SL include Bose Premium Sound System with nine speakers, NissanConnect with Navigation and Services, Traffic Sign Recognition, leather-appointed seats and four-way power passenger seat.

And, the fully equipped Altima Platinum includes 19-inch aluminum-alloy wheels, Intelligent Around View Monitor, interior accent lighting and driver memory seat.

In addition, Altima SR and Platinum grades are available with the advanced 2.0-liter VC-Turbo engine (front-wheel drive only).

Servicing the 2019 Nissan Altima

The 2019 Nissan Altima is equipped with an oil control system. It calculates engine oil and fi ter change intervals based on driving conditions. Driving in severe conditions will shorten the engine oil and fi ter change interval.

If the oil replacement indicator is displayed, the engine oil should be changed within two weeks or less than 500 miles (800 km). Operating the vehicle with deteriorated engine oil can damage the engine. If the oil replacement indicator resets prematurely or becomes inoperative, the oil should be changed within six months or 3,750 miles (6,000 km) from the last oil change.

STANDARD MAINTENANCE SCHEDULE – 2.5L ENGINE

Every 12 months or 10,000 miles (16,000 km): • Replace engine oil • Replace engine oil fi ter • Inspect brake lines and cables • Inspect brake pads and rotors • Inspect CVT flu d • Inspect transfer flu d and differential gear oil • Inspect propeller shaft and drive shaft boots (AWD model) Every 18 months or 15,000 miles (24,000 km): • Replace in-cabin microfi ter • Inspect Nissan Intelligent Key battery

Every 24 months or 20,000 miles (32,000 km): • Inspect EVAP vapor lines • Inspect fuel lines • Replace brake flu d • Inspect steering gear and linkage, axle and suspension parts • Inspect exhaust system Every 36 months or 30,000 miles (48,000 km): • Replace air cleaner fi ter Every 48 months or 40,000 miles (64,000 km): • Inspect drive belt • Note: After 40,000 miles (64,000 km) or 48 months, inspect every 10,000 miles (16,000 km) or 12 months. Replace the drive belts if found damaged.

Every 105,000 miles (168,000 km): • Replace spark plugs (Iridium – tipped type) • Note: Replace spark plug when the plug gap exceeds 1.35 mm (0.053 in) even if within specified eriodic replacement mileage.

At 84 months or 105,000 miles (168,000 km): • Replace engine coolant • Note: After fi st replacement, replace every 75,000 miles (120,000 km) or 60 months.

SEVERE MAINTENANCE SCHEDULE – 2.5L ENGINE

If the vehicle is mainly operated under severe driving conditions, more frequent maintenance must be performed. Severe driving conditions include: repeated short trips of less than 5 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 distance, such as police, taxi or door-todoor delivery use; driving in dusty conditions; driving on rough, muddy or saltspread roads; or using a car-top carrier.

Every six months or 5,000 miles (8,000 km): • Inspect brake pads and rotors • Inspect steering gear and linkage, axle and suspension parts • Inspect propeller shaft and drive shaft boots (AWD model) • Inspect exhaust system Every 12 months or 10,000 miles (16,000 km): • Replace brake flu d

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Every 24 months or 20,000 miles (32,000 km): • If using a car-top carrier or driving on rough or muddy roads, change (not just inspect) oil.

Every 60,000 miles (96,000 km): • If using a car-top carrier or driving on rough or muddy roads, inspect CVT flu d deterioration and change CVT flu d if necessary.

• Note: If the inspection is not performed, change (not just inspect) CVT flu d every 60,000 miles (96,000 km).

STANDARD MAINTENANCE SCHEDULE – 2.0L ENGINE

Every 12 months or 7,500 miles (12,000 km): • Replace engine oil • Replace engine oil fi ter • Inspect brake lines and cables • Inspect brake pads and rotors • Inspect CVT flu d • Inspect front drive shaft boots Every 18 months or 11,250 miles (18,000 km): • Replace in-cabin microfi ter • Inspect Nissan Intelligent Key battery Every 24 months or 15,000 miles (24,000 km): • Inspect EVAP vapor lines • Inspect fuel lines • Replace brake flu d • Inspect steering gear and linkage, axle and suspension parts • Inspect exhaust system Every 48 months or 30,000 miles (48,000 km): • Inspect drive belt • Replace air cleaner fi ter • Note: After 48 months or 30,000 miles (48,000 km), inspect drive belt every 7,500 miles (12,000 km) or 12 months. Replace the drive belts if found damaged.

Every 105,000 miles (168,000 km): • Replace spark plugs • Note: Replace spark plug when the plug gap exceeds 0.049 in (1.25 mm) even if within the specified eriodic replacement mileage.

At 84 months or 105,000 miles (168,000 km): • Replace engine coolant • Note: After fi st replacement, replace every 75,000 miles (120,000 km) or 60 months.

NOLN_May19 BOOK.indb 37

SEVERE MAINTENANCE SCHEDULE – 2.5L ENGINE

If the vehicle is mainly operated under severe driving conditions, more frequent maintenance must be performed. Severe driving conditions include: repeated short trips of less than 5 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 dirving for long distance, such as police, taxi or door-todoor delivery use; driving in dusty conditions; driving on rough, muddy or saltspread roads; or using a car-top carrier.

Every six months or 3,750 miles (6,000 km): • Inspect brake pads and rotors • Inspect steering gear and linkage, axle and suspension parts • Inspect front drive shaft boots • Inspect exhaust system Every 12 months or 7,500 miles (12,000 km): • Replace brake flu d Every 60,000 miles (96,000 km): • If using a car-top carrier or driving on rough or muddy roads, inspect CVT flu d deterioration and change CVT flu d if necessary.

• Note: If the inspection is not performed, change (not just inspect) CVT flu d every 60,000 miles (96,000 km).

Fluids and Capacities

Engine Oil: 0W-20 SN (or equivalent) – 2.5L engine and 5W-30 SN (or equivalent) – 2.0L engine. Capacity is 5.375 quarts (5.1 liters) – 2.5L engine with fi ter change; 5.125 quarts (4.8 liters) – 2.5L engine without fi ter change; 5.0 quarts (4.7 liters) – 2.0L engine with fi ter change; 4.875 quarts (4.6 liters) – 2.0L engine without fi ter change Coolant: Pre-diluted Genuine Nissan Long Life Antifreeze/Coolant (blue) or equivalent. Capacity is 2.25 gallons (8.3 liters) – 2.5L engine; 2.0 gallons (7.7 liters) – 2.0L engine CVT Fluid: Genuine Nissan CVT Fluid NS-3 Differential gear oil: Genuine Nissan Differential Oil Hypoid Super GL-5 80W-90 or equivalent conventional (non-synthetic) oil Brake fluid: Genuine Nissan Super Heavy Duty Brake Fluid or equivalent DOT 3 . S

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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.

2010-2015 Chrysler 300; 2010-2014 Dodge Challenger; 2010-2015 Dodge Charger; 2010-2011 Dodge Dakota; 2010 Dodge Ram 3500; 2010-2016 Jeep Wrangler; 2010 Ram 4500, 5500 Chrysler is recalling certain 2010 Dodge Ram 3500, Ram 4500/5500, 2010-2011 Dodge Dakota, 2010-2014 Dodge Challenger, 2010-2015 Dodge Charger, Chrysler 300 and 2010-2016 Jeep Wrangler vehicles.

2016 Jeep Wrangler

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 passenger’s frontal air bag, the inflator could explode with metal fragments striking the vehicle occupants, potentially resulting in serious injury or death.

Chrysler will notify owners, and dealers will replace the passenger frontal air bag inflator, free of charge.

2017 Audi R8; 2016-2017 Audi TT; 2015-2017 Volkswagen CC; 2015-2016 Volkswagen Eos; 2015 Volkswagen Passat Volkswagen Group of America, Inc. is recalling certain 2015 Passat, 2015-2016 Eos, 2015-2017 CC, 2016-2017 TT Roadster, TT Coupe, 2017 Audi R8 Coupe and R8 Spyder vehicles.

Upon deployment of the driver’s frontal air bag, excessive internal pressure may 38

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2017 Audi R8

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.

2010-2012 Lexus ES350; 2010-2017 Lexus GX460; 2010-2013 Lexus IS 250, IS 350; 2010-2015 Lexus IS 250C, IS 350C; 2010-2014 Lexus IS F; 2010-2015 Scion XB; 2010-2016 Toyota 4Runner; 2010-2013 Toyota Corolla, Corolla Matrix; 2011-2014 Toyota Sienna Toyota Motor Engineering & Manufacturing is recalling certain 2014-2016 Toyota 4Runner, 2014-2015 Scion xB, Lexus IS350C, IS250C, 2014 Toyota Sienna, Lexus IS-F, and 2014-2017 Lexus GX460 vehicles sold, or ever registered in the states of Alabama, California, Florida, Georgia, Hawaii, Louisiana, Mississippi, South Carolina, Texas, Puerto Rico, American Samoa, Guam, the Northern Mariana Islands (Saipan), and the U.S. Virgin Islands or “Zone A.” Toyota is also recalling certain 2011-2013 Toyota Corolla, Corolla Matrix, Lexus IS250, IS350, 2011-2016 4Runner, 2011-2015 Scion xB, Lexus IS350C, IS250C, 2011-2014 Toyota Sienna, Lexus IS-F, 2011-2017 Lexus GX460, and 2011-2012 Lexus ES350 vehicles ever registered in the states of Arizona, Arkansas, Delaware, District of Colum2014 Lexus IS 250

bia, Illinois, Indiana, Kansas, Kentucky, Maryland, Missouri, Nebraska, Nevada, New Jersey, New Mexico, North Carolina, Ohio, Oklahoma, Pennsylvania, Tennessee, Virginia, and West Virginia or “Zone B.” Toyota is also recalling certain 20102013 Toyota Corolla, Corolla Matrix, Lexus IS350, 2010-2016 4Runner, 20102013 Lexus IS250, 2010-2015 Scion xB, Lexus IS350C, IS250C, 2010-2017 Lexus GX460, 2010-2014 Lexus IS-F, and 20102012 Lexus ES350 vehicles ever registered in the states of Alaska, Colorado, Connecticut, Idaho, Iowa, Maine, Massachusetts, Michigan, Minnesota, Montana, New Hampshire, New York, North Dakota, Oregon, Rhode Island, South Dakota, Utah, Vermont, Washington, Wisconsin, and Wyoming or “Zone C.” These vehicles are equipped with air bag inflators assembled as part of the passenger frontal air bag modules, used as original equipment or replacement equipment (such as after a vehicle crash necessitating replacement of the original air bags), that may explode due to propellant degradation occurring after long-term exposure to high absolute humidity, temperature and temperature cycling.

An inflator explosion may result in sharp metal fragments striking the driver or other occupants resulting in serious injury or death.

Toyota will notify owners. Depending on vehicle model, dealers will replace the front passenger air bag inflator, or replace the air bag assembly.

2010 Ford Edge; 2010-2012 Ford Fusion; 2010-2014 Ford Mustang; 2010-2011 Ford Ranger; 2010 Lincoln MKX; 2010-2012 Lincoln MKZ, Zephyr; 2010-2011 Mercury Milan Ford Motor Company (Ford) is recalling certain 2014 Ford Mustang vehicles sold, or ever registered, in the states of Alabama, California, Florida, Georgia, Hawaii, Louisiana, Mississippi, South Carolina, Texas, Puerto Rico, American Samoa, Guam, the Northern Mariana Islands (Saipan), and the U.S. Virgin Islands or “Zone A.” Additionally, Ford is recalling certain 2011 Ford Ranger and Mercury Milan vehicles, 2011-2012 Ford Fusion

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2014 Mustang

and Lincoln Zephyr/MKZ vehicles and 2011-2014 Ford Mustang vehicles sold, or ever registered, in the states of Arizona, Arkansas, Delaware, District of Columbia, Illinois, Indiana, Kansas, Kentucky, Maryland, Missouri, Nebraska, Nevada, New Jersey, New Mexico, North Carolina, Ohio, Oklahoma, Pennsylvania, Tennessee, Virginia, and West Virginia or “Zone B.” Ford is also recalling certain 2010 Ford Edge and Lincoln MKX vehicles, 2010-2011 Ford Ranger and Mercury Milan vehicles, 2010-2012 Ford Fusion and Lincoln Zephyr/MKZ vehicles, and 20102014 Ford Mustang vehicles sold, or ever registered, in the states of AK, CO, CT, ID, IA, ME, MA, MI, MN, MT, NH, NY, ND, OR, RI, SD, UT, VT, WA, WI, and WY or “Zone C.” These vehicles are equipped with air bag inflators assembled as part of the passenger frontal air bag modules, used as original equipment or replacement equipment (such as after a vehicle crash necessitating replacement of the original air bags), that may explode due to propellant degradation occurring after long-term exposure to high absolute humidity, temperature and temperature cycling.

An inflator explosion may result in sharp metal fragments striking the driver or other occupants resulting in serious injury or death.

Ford will notify owners, and dealers will replace the passenger frontal air bag inflator, free of charge.

2018 Mercedes-Benz S450, S560, S63 AMG; 2018 Mercedes-Maybach S560 Mercedes-Benz USA LLC is recalling certain 2018 AMG S63 4MATIC coupe, AMG S63 4MATIC sedan, AMG S63 4MATIC

Cabriolet, S450 4MATIC sedan, S560 4MATIC coupe, S560 4MATIC sedan, and Maybach S560 4MATIC vehicles. Due to an incorrect steering boot installation, the Active Steering Assist system may remain engaged despite the driver’s hands not being on the steering wheel for a prolonged period of time.

If the system remains active despite the driver not having their hands on the wheel, the driver’s inattention may increase the risk of crash.

MBUSA has notified owners, and dealers will inspect the vehicles and correct the steering boot installation, as necessary, free of charge.

2018-2019 Mercedes-Benz GLC63, GLC63 AMG, GLC63S AMG Mercedes-Benz USA, LLC is recalling certain 2018-2019 Mercedes-Benz GLC63 AMG Coupe, GLC63S AMG Coupe, and GLC63 vehicles. In the event of a crash, the frontal air bag may have a delayed deployment for certain unbelted front seat passengers. As such, these vehicles fail to comply with the requirements of Federal

2019 Mercedes-Benz GLC63

Motor Vehicle Safety Standard (FMVSS) number 208, “Occupant Crash Protection.”

A delay in the air bag deployment can increase the risk of injury.

MBUSA has notified owners, and dealers will update the air bag control unit software parameters, free of charge.

2019 Toyota Corolla Toyota Motor Engineering & Manufacturing is recalling certain 2019 Toyota Corolla hatchback vehicles equipped with Continuously Variable Transmissions (CVT). The pump impeller blades within the torque converter may detach, especially when driven under high load, potentially causing a vehicle stall.

A vehicle stall, especially when driving at a high rate of speed, can increase the risk of a crash.

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2019 Toyota Corolla

Toyota has notified owners, and dealers will replace the CVT and torque converter, free of charge.

2003 Acura CL; 2013-2016 Acura ILX; 2013-2014 Acura ILX Hybrid; 2003-2006 Acura MDX; 2007-2016 Acura RDX; 2002-2006, 2009-2014 Acura TL; 2010-2013 Acura ZDX; 20012007, 2009 Honda Accord; 2001-2005 Honda Civic, Civic GX; 2003-2005 Honda Civic Hybrid; 2002-2007, 20102011 Honda CR-V, 2003-2011 Honda Element; 2007 Honda Fit; 2002-2004 Honda Odyssey; 2003-2008 Honda Pilot; 2006-2014 Honda Ridgeline

Honda is recalling specific 2003 Acura 3.2 CL, 2013-2016 ILX, 2013-2014 ILX Hybrid, 2003-2006 MDX, 2007-2016 RDX, 2002-2003 3.2TL, 2004-2006 and 20092014 TL, 2010-2013 ZDX, 2001-2007 and 2009 Honda Accord, 2001-2005 Civic, 2003-2005 Civic Hybrid, 2001-2005 Civic GX NGV, 2002-2007 and 2010-2011 CR-V, 2003-2011 Element, 2007 Fit, 2002-2004 Odyssey, 2003-2008 Pilot, and 2006-2014 Ridgeline vehicles. The affected vehicles received a replacement driver air bag inflator as part of a previous Takata inflator recall remedy or a replacement driver air bag module containing the same inflator type as a service part. Due to a manufacturing error, in the event of a crash necessitating 2016 Acura ILX

deployment of the driver frontal air bag, these inflators may explode.

An explosion of an inflator within the driver frontal air bag module may result in sharp metal fragments striking the driver, front seat passenger or other occupants resulting in serious injury or death.

Honda will notify owners, and dealers will replace the driver’s air bag inflator with an alternate inflator, free of charge.

2013-2017 Subaru Crosstrek; 2014-2016 Subaru Forester; 2008-2016 Subaru Impreza; 2008-2014 Subaru WRX Subaru of America, Inc. is recalling certain 2014-2016 Forester, 2008-2016 Impreza sedans, 2012-2016 Impreza station wagons, 2008-2014 WRX sedans (including STI), and 2013-2017 Crosstrek vehicles. Exposure to certain contaminants may cause the brake light switch to malfunction, preventing the brake lights from illuminating and also preventing keyless ignition vehicles from starting and CVT/automatic transmissions from being able to be shifted out of Park.

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Subaru will notify owners, and dealers will replace the brake light switch, free of charge.

2018 Chrysler Pacifica, Pacifica Hybr Chrysler is recalling certain 2018 Chrysler Pacifica and Pacifica hybrid vehicles. The 2018 Chrysler Pacific

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right front lower control arm may separate from the steering knuckle. A control arm separation could increase the risk of a crash.

Chrysler will notify owners, and dealers will inspect the right front knuckle and lower control arm for damage, replacing the components as necessary. The right front lower control arm knuckle pinch bolt will be replaced with a larger-diameter pinch bolt. These repairs will be performed free of charge.

2018-2019 Ferrari 488 GTB, 488 Spider, 812 Superfast, GTC4Lusso, GTC4LussoT; 2019 Ferrari 488 Pista; 2017 Ferrari LaFerrari 2018 Ferrari 488 GTB

Ferrari North America, Inc. is recalling certain 2017 LaFerrari Aperta, 2018-2019 488 GTB, GTC4Lusso T, GTC4Lusso, 488 Spider, 812 Superfast, and 2019 488 Pista vehicles. The fuel vapor separator may crack and allow fuel to leak. A fuel leak in the presence of an ignition source may increase the risk of fi e.

Ferrari will notify owners, and dealers will replace the fuel vapor separator, free of charge.

2017-2019 Ferrari GTC4Lusso; 2018-2019 Ferrari GTC4Lusso T Ferrari North America, Inc. is recalling certain 2017-2019 GTC4Lusso and 20182019 GTC4Lusso T vehicles. Tension on 2017 Ferrari GTC4Lusso

the door lock mechanism may result in the vehicle’s door being unable to be opened by using the external door handle. If a door cannot be opened with the external handle in the case of an emergency, it can increase the risk of injury for the driver or passengers.

Ferrari will notify owners, and dealers will install new door locks and cables, free of charge.

2017-2019 Lincoln Continental Ford Motor Company is recalling certain 2017-2019 Lincoln Continental vehicles.

The door latch pawl motors may not function properly, possibly resulting in a door latch not fully engaging. A door latch that is not full engaged may result in a door opening while driving, increasing the risk of injury.

2017 Lincoln Continental

Ford will notify owners, and dealers will replace the latch assemblies on all four doors, free of charge.

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2019 Ford Mustang; 2019 Lincoln Nautilus, Navigator Ford Motor Company is recalling certain 2019 Ford Mustang, Lincoln Nautilus and Lincoln Navigator vehicles. At vehicle startup, the Instrument Panel Cluster Assembly (IPC) may not function, showing a blank display. As a result, these vehicles fail to 2019 Ford Mustang

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comply with Federal Motor Vehicle Safety Standard No. 101, “Controls and Displays.”

A blank instrument cluster will not show important information like vehicle speed, fuel or temperature level, or safety system warnings. Driving with an inopera-

6/5/18 11:34 AM

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tive cluster can increase the risk of a crash.

Ford has notified owners, and dealers will reprogram the IPC, free of charge.

GM will notify owners, and dealers will replace the power steering gear assembly, free of charge.

2016-2018 Chevrolet Silverado 3500; 2016-2018 GMC Sierra 3500 General Motors, LLC is recalling certain 2016-2018 GMC Sierra 3500 and Chevrolet Silverado 3500 trucks equipped with gasoline engines and dual fuel tanks. The fuel-level sensor in the front tank may stick in a low-level position, allowing the rear tank to overfill t e front tank.

If the front tank overfill , the excess pressure may cause the front tank to ex-

2017-2019 Fiat Spider Chrysler is recalling certain 2017-2019 Fiat Spider 124 vehicles equipped with automatic transmissions. Due to incorrect programming of the Transmission Control Module (TCM), certain conditions may cause the vehicle to unexpectedly downshift and abruptly decelerate. If a downshift occurs, the vehicle will suddenly decrease speed, increasing the risk of a crash.

2019 Fiat Spider

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Chrysler will notify owners, and dealers will update the TCM software, free of charge. pand and contact the driveshaft, possibly resulting in a hole in the tank. The hole will leak fuel, which in the presence of an ignition source, can increase the risk of a fi e.

GM has notified owners, and dealers will replace the rear-tank fuel-pump module, inspect the front tank and, if necessary, replace the front tank, free of charge.

2017 Cadillac ATS; 2016-2018 Cadillac CTS; 2017 Chevrolet Camaro, Corvette General Motors LLC is recalling certain 2016-2018 Cadillac CTS and 2017 Cadillac ATS, Chevrolet Camaro and Chevro-

2016-2019 Mazda MX-5 Mazda North American Operations is recalling certain 2016-2019 MX-5 (Miata) vehicles with automatic transmissions.

Due to incorrect programming of the Transmission Control Module (TCM), certain conditions may cause the vehicle to unexpectedly downshift and abruptly decelerate. If the vehicle abruptly downshifts, the driver may lose control of the vehicle, increasing the risk of a crash.

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Bye, Bye Burns:

By Jim Baumer

Steven Owens

Entrepreneur Seeks to Revolutionize Oil Changes

A

t the heart of nearly every new product and innovation is the idea, “I can do it better.” For Steven Owens, his “Eureka” moment that led to the development of a unique oilchange tool came during a summer job in his hometown of Gaffney, South Carolina, at the local Chevrolet dealership, banging out $19.95 “vacation special” oil changes.

“Doing 89 oil changes over four and a half days made me realize that there had to be a better way of doing oil changes,” Owens said.

He described getting burned by hot oil running down his arms and onto his clothes. Not only was it messy and not much fun, but Owens also realized it wasn’t very efficient.

“I spent a good deal of time simply cleaning up the mess,” Owens said. “I left after I got my fi st paycheck on Friday, but that experience stayed with me.”

This brief, not-so-great employment experience is one aspect of Owens’ “origin story” that led him in the direction of developing the Last Drop Wrench, a tool with the potential to revolutionize oil changes and, potentially, the quick lube process. His patent-pending specialty tool can speed up the traditional oil change by 25 percent, while also eliminating nasty spills and burns.

The Last Drop Wrench is an all-in-one specialty tool that punctures the oil fi ter and allows oil to flow through the tool into a drain pan. Constructed from injection-molded plastic and hardened steel, it’s also used to remove the fi ter.

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From Idea to Entrepreneur

“The less time technicians spend cleaning up messes, cleaning up their hands and cleaning up their tools, the more time they have to process cars through, making more money.”

Are entrepreneurs born, or can you learn the art? For Owens, he said he believes growing up around a garage and a body shop definitely played a role in his entrepreneurial development.

“My dad was a master mechanic. When I wasn’t in school, I was always working on motor bikes, dune buggies — anything with a motor,” Owens said. “We didn’t have a lot of money, so if we wanted something, we had to build it.”

After high school, Owens enrolled at Clemson University, graduating with a Bachelor of Science in Mechanical Engineering. Ultimately, Owens’ engineering foundation would guide him in developing the prototype for his Last Drop Wrench.

While in his role as an engineer — managing projects and new implementations, as well as people — plus, also being involved in the business-side of the equation, Owens recognized that going back to school for an MBA would help him take his skills and experience to the next level.

However, like many people fully immersed in a full-time career along with also having a family, fi ding time to complete an advanced degree can be tough.

Owens mentioned a conversation he had with an engineering colleague from his undergraduate days about Clemson’s MBA program in Entrepreneurship and Innovation (MBAe).

“He was enrolled in what Clemson called a ‘part-time or working professionals’ ver-

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sion of their program,” Owens explained.

“I attended a meeting later that week. It convinced me the program would work for me, and within days, I was enrolled and ready to begin my MBAe.” He credits the program at Clemson with forcing him to jump “right in with my ideas.”

The program provided constructive feedback that helped Owens and his classmates recognize whether they had a viable idea. If they didn’t, they then had to figure out what was required to improve it and make the necessary adjustments. Luckily, Owens recognized early in the initial stages of critique that he wouldn’t have to do a major pivot with his initial idea. This gave him the confidence that he could launch a business during the intensive two years of Clemson’s program.

“The 18 people in the program were very supportive. One of the best aspects of this group approach was that we could bounce ideas off one another,” he explained. “Thi also helped us collaborate with one another.”

This collaborative process — along with Clemson’s requirement that all MBAe grads do a “Shark Tank”-type presentation — helped Owens take his initial idea to a place where he believed he had something special. As he was preparing for his Clemson presentation, Owens ran across an ad for the Specialty Equipment Market Association’s (SEMA) Launch Pad competition.

Owens said he fil ed out his online application at 11:00 p.m., the night before SEMA’s deadline. While he was sending in his completed paperwork, he was also preparing his presentation required for graduation.

The Launch

SEMA’s Launch Pad has become a soughtafter auto competition that offers entrepreneurial innovators and inventors under the age of 40 a platform at its annual show. It’s a place to pitch a business and product idea to a panel of iconic industry judges in a live setting.

SEMA vice president of Councils and Membership, Nathan Ridnouer articulated SEMA’s motivation for these types of competitions: “The SEMA Launch Pad business competition is one of several association programs designed to invest in the future of our industry through raising awareness of the best and brightest young entrepreneurs and providing them with

incubator-level businesses tools. Another key initiative is to inspire students to pursue a career path into the specialty automotive aftermarket.”

Owens was selected as one of SEMA’s top 15 Launch Pad candidates in 2018. As a result, SEMA flew him out to Las Vegas where he took part in their Boot Camp.

“The competition was intense. We had two minutes to pitch our idea, and then three minutes to answer questions,” Owens said. “Somehow, I managed to get into the top 10. This was great because it allowed me to have a small kiosk [to showcase the product] at the SEMA convention.

I also got to pitch the idea to fi e industry leaders prior to the convention.”

Th ough all of this, Owens got needed publicity, as well as important feedback for his Last Drop Wrench.

One wonders when Owens fi ds time to sleep. In addition to his full-time job, he is CEO and president of Creative Fabrication and Coatings, LLC, the company that is launching the Last Drop Wrench.

Currently, the Last Drop Wrench is in the pipeline of the provisional patent process. Once the official filing is made, Owens’ work will be protected for one year during the test-marketing phase.

Introducing a new product into the auto aftermarket arena is daunting, and Owens will be the fi st to tell you, it’s not for the faint of heart. But he’s been able to meet each challenge along the way.

“The process is long and costly,” Owens said. “We’ve completed our trademark, and it’s been approved. We are now covered so we can go ahead and start selling while the rest of the process remains in motion.”

Owens’ hope is by June, his efforts at boot-strapping will allow the Last Drop Wrench to be available for initial sales on his company’s website. He’s enthusiastic that everyone from your “shade-tree mechanic” to ASE-certified technicians and quick lube operators will see the efficiency he’s built into his product.

“When you talk about the efficiency gains, business operations managers’ eyes light up,” Owens said. “Last Drop Wrench can speed up the traditional oil change.

The less time technicians spend cleaning up messes, cleaning up their hands and cleaning up their tools, the more time they have to process cars through, making more money.” S

How to Use the Last Drop Wrench (in Six Easy Steps)

The Last Drop Wrench is an all-inone tool specifically designed t enhance efficiency in completing oi changes without the usual mess:

1

Place correct sized Last Drop Wrench onto the oil filter. (Last Drop Wrench is available in six different sizes to fit most oil fi ters.)

2

Strike the metal puncture tube (with a rubber mallet or hammer) until it punctures the oil filter casing.

3 4 5

Pull back the puncture/drainage tube by hand.

Direct oil from the puncture/drainage tube into an approved containment device.

After oil has been completely drained from the filter, use a one-inch socket/ ratchet combination or wrench to remove the oil filter by turning the Last Drop Wrench outer body counter-clockwise in the traditional fashion. The filter will spin off without causing any mess.

6

Spin the new filter on by hand and tighten with the Last Drop Wrench in the traditional fashion.

Last Drop Wrenches will soon be available for purchase on the Last Drop Wrench website: www.lastdropwrench. com Or you may contact them via email, info@lastdropwrench.com, or by phone, 864.921.2732. S

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e m i t y Pla

By Peter Suciu

Freedom 10 Minute Oil Change Transforms an Office into a Space for the Youngest Customers

A

shop is no place for horseplay or fooling around, but try telling that to your youngest customers — the kids that come with Mom and/ or Dad to get the car serviced. Even the “quickest” service can seem like an eon to a small child, and all too often, this can be a problem for parents, other customers and even the shop’s employees.

While, ideally, parents come prepared with a coloring book, a toy or a video game, this isn’t often the case.

Next thing you know, you have bored children climbing on furniture, parents losing their cool and maybe even a little one in tears.

At Freedom 10 Minute Oil Change & Car Wash of Lafayette, Louisiana, the crying might still occasionally occur, but now it tends to be when a child doesn’t want to leave! It isn’t because this is a future tech considering his or her options while studying what the employees are doing, but rather because Dawn Ortega, co-owner with her husband, transformed an office into a kid-friendly zone.

It is complete with a small “bus,” with a TV on top that is attached to a Roku box and can stream children’s programming, as well as puzzles and other activities that make a day at the quick lube shop a small adventure.

“My husband (Koury) has owned the shop for 14 years, and we’re the only type of oil change shop in our area,” Ortega said. “I started helping him last March (2018), and I quickly noticed a lot of parents would often repeat, ‘Stop touching that,’ or ‘We’ll be done soon.’”

Ortega said this gave her the idea to do something to make the shop more inviting for families.

“My husband had this big office, but he didn’t spend much time in it,” she explained. “We also had a large enough kitchen area that I suggested he move his office to the kitchen and he could do his paperwork there.”

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Small Investment, Big Improvement

Instead of calling in contractors, the Ortegas rolled up their sleeves and transformed the office into a playroom. It took about a week, including after-hours work to create a safe and comfortable space for the kids.

“It was only a week, start to finish ” Ortega said. “We are open Saturdays, so we couldn’t start painting until after the shop closed at 4 pm, as we couldn’t paint when customers were here.”

The investment was modest and included new carpeting that was a few hundred dollars, an LCD HDTV for $200 on sale and the rest, the Ortegas said, came from pure sweat equity.

“We did all of the work ourselves,” Ortega said. “We had the wood, and we had the paint. My husband sketched it out, and we came up with a theme that would appeal to everyone. It was a more sweat-and-tears investment, but it has been worth the payoff f om the customer base.”

As Ortega is a trained nurse, she put safety fi st in this inviting playroom.

“We made sure we took the cords off the blinds, and that there were no sharp objects,” she said. “Kids are only really in there for 15 or 20 minutes, but we wanted to make sure they’d be safe.”

The room has plenty of windows, so parents can look in and keep an eye on their children, who can also look out.

There is even a window to the bays so children — and even teens or adults — can watch the work being done on the cars from the playroom. Some teens will go in there to watch TV when younger kids aren’t around.

The space is also a “safe room” in other ways.

“We took the handles off on the inside [of the door], so kids can’t open the door and run out; that way they are completely safe,” Ortega explained. “We also made sure there is nothing that they can swallow or hurt themselves with.”

Post-Playtime

Instead of tears of boredom, many children don’t want to leave. However, Ortega said that actually came as a surprise.

48

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“As soon as the fi st kids cried because they had to leave, I wasn’t sure if the playroom was, in fact, a good idea,” she said.

That’s when she took a cue from banks and other service-oriented businesses.

“I was surprised that the kids didn’t want to leave, so we offered them — or, rather, their parents — Dum-Dum suckers,” Ortega said. “This is like what you get at the bank when you leave, and that managed to convince the children it was time to go. But, I have seen a few kids who have had to be dragged out!”

After visits from families, Ortega said the playroom gets a quick “turnaround” to help ensure it is a safe space for the next visitors.

This includes keeping it clean, especially in the winter during cold and flu eason.

“It is very important that we sanitize the room after it is used; and while there is nothing a kid can put in their mouth, we like to make sure everything is as clean as possible,” she said.

The room is vacuumed regularly, and an employee wipes down all of the surfaces. The carpet is shampooed every couple of weeks.

“I don’t have small children, but I know I wouldn’t want my kids crawling on a car-

pet that isn’t regularly cleaned,” Ortega added. “So, we make sure the room is regularly maintained.”

Marketing the Room

About 40 percent of customers have come in with kids, and many have said in the past, they have had to hire a babysitter or have someone watch the youngsters.

Now, the kids look forward to getting to go to the shop.

“We have gotten a lot of compliments about it,” Ortega said. “Saturdays are really busy, and we’re one of the only places to do this sort of work in our town of around 200,000. There was a need for parents — especially fathers who are running errands with kids going crazy — to be able to get the oil changed or the car washed. This gives the parents a way not to stress if they have young kids.”

The shop has used its new playroom as a way to increase its customer base of mothers. Ortega said they did research on what demographics they could target. She found that many mothers during the week, and fathers on Saturdays, tend to have kids in tow.

The playroom has certainly paid off, and it has helped spread the Freedom 10 Minute Oil Change & Car Wash name on social media.

“Some moms have taken pictures of kids in front of the bus, and that has been shared on Facebook and Instagram,” Ortega said.

The room can double as a safe place for mothers with even younger children. The blinds can be closed, and it can also be used as a place to breastfeed infants.

For the future, the only concern is that the playroom might get too popular. It can fit four children and two adults comfortably — or up to eight kids. While there have been two different families with kids using it at the same time, so far, it hasn’t reached maximum capacity.

“Fortunately, we’re still about a quick service, so people come in and out all day,” Ortega said. “We’re really happy with this room. It is a place for kids to play and older children to watch the cars, and it has made everyone a bit happier. It has really been a great investment.” S

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e

e.”

Making It Happen

VIEWPOINT

Efficiency vs. Productivity

By Kit Sullivan

What is the single biggest complaint from consumers today when it comes to being dissatisfied with a product or service they purchased? I’ll bet the answer is not too surprising to you: It’s customer service.

Yep; good old customer service. And it hardly seems to matter what business we are talking about, the complaint is almost always the same: “You just can’t get good customer service these days.”

Why is the existence of poor customer service such a universal complaint, with all we know today about what customers want, need and desire? Well, the answer to that question takes a little digging to understand.

Let’s all go back in time for a moment — back to the mid-1960s. Back then, fullservice gas stations had happy, neatly dressed employees meeting you at the door of your car, washing the windshield, checking your tires and generally being “at your service,” all at no extra charge. Not only was it at no extra charge, but you also didn’t even have to ask for it. It was an automatic occurrence. Every customer got the same treatment.

That seemingly innocent era of customer service is viewed fondly in retrospect, and many of the more mature segments of our society wish that we could return to those happier, more pleasant times.

Is that an impossible task? It depends on how you view the progress that has been made in the last 40 or so years in terms of customer service.

Productivity is the overriding scorecard of business success. It stands to reason the more productive any aspect of the business is, the more dollars will be driven to the bottom line, and the more successful it will be. Based on that theory, the main area of improvement for most any business is to be more productive.

How do you increase productivity? By simply increasing the level of efficiency at each step in whatever your business process is.

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A more efficient business model will generate higher productivity. There is certainly no arguing that fact. Therefore, it would only make sense that you could not make a process too efficient, for all increases in efficiency will result in higher productivity. And higher productivity is what we all want in our businesses, for sure.

Unfortunately, there is a serious flaw that has slowly and surely crept into the “higher efficiency generates higher productivity” theory, and it has created many larger inefficiencies because most don’t understand the complexities of the issue.

At its most basic level, “High efficiency generates high productivity” works well only if you make one mandatory assumption: No other single detail of the entire procedure may be changed or varied, even in the slightest manner.

It is nearly impossible to make a single change within a group of procedures that have little or no effect on the remaining procedures. And this illuminates what the defin tion of productivity is: The sum of all the processes leading up to it. If you make a positive change in one of the many processes for any operation, the productivity will increase.

If, however, you make a positive change in one process that causes a negative change in any of the other processes, then your overall productivity will be better, but maybe not be as high as you planned.

Then again, any increase is better than stagnation, so most assume that the change was for the better and continue ahead unabated; happy, in their ignorance, that they have bettered the system. Their proof? Higher productivity, of course!

To complicate the problem a little more, the person we are using in this scenario continues to try and increase his productivity. So what does he do? More of what has been successful.

He most likely will focus on the single change he made that returned overall bet-

ter results and try to become even more efficient at that single process, therefore increasing his overall productivity even more. Unfortunately, and maybe completely unknowingly, if the improvement to the one process has caused a decrease in another process, then increasing the focus on the same process as before will have an even larger negative effect on the hidden process — just as before. This all results in doing more and more work for less and less results. This is known as the Law of Diminishing Returns. There will eventually come a point when no matter how much of an improvement is made to any single process within an overall procedure, there will be no further advancements in productivity.

The Efficien y Expert

For several decades now, many businesses, big and small, have been using the efficiency expert to help them streamline and improve their overall productivity.

For example, when the typical gas station owner used in the above example wanted to increase his productivity, he looked to increase his efficiency. What did he typically see as his first opportunity for improvement? Most often, it was the elimination of the happy, energetic attendant there to greet the customer at the window.

How did this decision come about? Maybe he asked his customers what they valued most or what they would like to see as an improvement to the business.

If his customers are like most, they would probably have said, “Lower the prices.” If someone were to ask you today if you would rather have a friendly, happy person greet you at the window, or to forgo that greeter in the hope of lower gas prices, which would you choose? And what if you could get even lower gas prices by doing away with any attendant at all and just pumping the gas yourself? Would

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you prefer that? Most would probably say, “yes” to that question, too.

What if you had to go inside the store to pay for the gas, because there was no attendant outside to even collect the money?

Would that be a reasonable trade-off to you for even lower gas prices? And even further, how about if you can drive up, get out, pump your own gas and pay for it all at the pump with one of your credit cards, without having to have even a hint of any actual ‘human interaction’ with any of the employees? Is that a good enough collection of reasons to save a couple of pennies per gallon?

The level of efficiency has been increased every step of the way. Far fewer employees mean less payroll for the operator, resulting in lower operating costs, leading to lower, more competitive pricing structures. With no employee actually pumping the gas for the customers, the chance of damaging a customer’s car by scratching the paint with the gas nozzle or damaging the gas cap has disappeared, and the potential for liability is lower. Again, lowering operating costs overall.

Since there is a reduced need for skilled gas island attendants, lower quality and lower wage earners can be employed, saving the operator even more money. With the pay-at-the-pump feature, no employee is needed for that transaction, saving the operator even more money.

All of these situations lower the operator’s costs, making the system more efficient. Thi , hopefully, leads to more competitive pricing for the consumer.

But none of these improvements came alone. They all had some cost associated with them. Every improvement resulted in trading-off some other aspect of the overall service.

No Free Lunch

Another way of saying this is, “there’s no free lunch.” It may appear to be free, but you are paying for it somewhere.

How does this affect us in the operation of our quick lube shops? The typical lube shop owner or manager who is trying to increase his productivity will not usually make a single change in an operating system, when there are obviously several that may need improving.

No, he will tackle many areas of potential improvement just as quickly as he is

able or willing to do so. Any improvement in overall productivity may signal to the manager that he is on the right track, justified by his increased results.

For example: A higher ticket is better than a lower ticket. Who will argue with that? An extra $10 per car would sure help the bottom line, right? But at what cost?

We have all had technicians who have been able to sell ice to Eskimos, to put it kindly. Is getting a higher ticket, even if the customer does not actually need the item or service sold, good for business? Of course not!

Once word got out that those kinds of practices were used in your business, the slow erosion of your customer base would begin. Eventually, you would not be able to generate a high enough ticket on the few cars that still came to you for service.

What seems more reasonable to you: 50 cars a day with a $45 ticket or 20 cars a day with a $112 ticket?

Obviously, maintaining such an astronomically high ticket average would be extremely arduous, if not impossible.

And would the customers keep returning?

Probably not.

The Big Flaw

Examining any set of procedures for any inherent improvements is a scientific process, and that, by nature, excludes any human interaction. Any so-called improvement to a set of business procedures that does not take the human interaction into account is a fatal flaw that will lead to lower productivity, the exact opposite of the intended goal.

Why is that? What most consumers say that they want and what they really want are usually two very different things.

Generally speaking, the single most important aspect that most customers want

$ 83 / case

from any business transaction is to be treated with kindness, respect and professionalism.

When asked what can be done to improve a business, most customers answer surveys with lower prices.

If you get any customer complaints (we all do, unfortunately), do they complain about the price? Usually they don’t. Most often, they are complaining about some aspect of the service provided to them.

In survey after survey, price is what most customers say they would want changed, yet service is what they most often complain about. If any planned improvement in your procedures takes anything away from customer service, then you should think twice about doing it.

A common example: Letting the customer fill out their personal information on your write-up sheet, while you get started on the oil change. Speeds up the service, which is more efficient, right? Not really, for you have sacrificed a miniscule portion of your customer service to make that improvement. Any improvement that lessens customer service should not be implemented, no matter how much efficiency is gained.

In your never-ending quest to increase efficiency, and to improve your productivity, never lose sight of the goal: happy customers.

As always, keep making it happen! See ya’ next month. S KIT SULLIVAN began as a lube tech over 25 years ago and is one of the most knowledgeable and respected experts in the fast-oil-change arena. From location manager to general manager of a 50-plus unit chain, to owner of his own six-unit chain of lube shops, Sullivan has mastered every area of successful lube shop operation. Known for his excellent training seminars, as well as assistance in developing new products tailored to the industry, Sullivan is a popular consultant and can be reached at: quicklubekit@aol.com

$ 105 /case

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Train Like Your Wallet Depends On It

VIEWPOINT

Creating Your Legacy

By Lenny Saucier

What a powerful word — legacy. Just to say it makes you want to draw that “E” out for just a second or two longer: legaceeeeee. Maybe it’s just a Southern thing to draw it out at the end, and I think it’s also a Southern thing to talk about what your elders have taught you. “Momma always said, life is like a box of chocolates, you never know what you are going to get,” Forrest Gump said. “Momma said, foosball is the devil,” Bobby Boucher said.

“Momma said, knock you out,” said LL Cool J (OK, he is from New York — not the South.) Yes, we do love our mommas, and we do love talking about where we

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got our knowledge. Y’all don’t forget your great moms this Mother’s Day. One of the simplest defin tions of the word legacy is, “a thing handed down by a predecessor.” And it’s easy (given my above references) to correlate handing down something to your family. In reality, you as a leader of your team, have the unique ability to transfer your knowledge and skills to the very people you lead.

Don’t downplay this notion that as the quick lube leader, you have the ability to pass down and develop people.

A Gift From Take 5

For 17 years, I was able to accomplish many great things under the leadership of others who passed on their legacies to me.

I have mentioned so many of these fantastic people in my previous articles. The stories I have told on these pages have, hopefully, started to draw out what they have done for me. There are many more stories though, and knowing I can never tell them all is disheartening.

The best thing about my role within this organization was the ability to work with so many great people who started with a job and developed it into a career (either with Take 5 or elsewhere). Leadership allowed me to develop a team that shared my desire to change people and not oil,

and to spread that concept nationwide.

During the standard Take 5 departure Facebook post, I was reminded quickly of those who I was able to pass down information to. These were not family (not blood anyway); they were high school drop-outs, preachers, Katrina refugees, guys with enough kids to fill a football team, mechanics, restaurant guys, mothers, fathers and even an ewok. (Cue “Simple Minds” while Emilio Estevez pumps his fist walking away on the football field.)

My gift from Take 5 wasn’t giving me a job or a career, but instead, they gave me an opportunity to give and receive knowledge from so many of the great ones.

The Script

Far too often you see publications that walk you step-by-step on how something is supposed to go or how to be successful. As a trainer, I am guilty of the very same thing I criticize. It can be difficult to curb your control-freak mentality and let someone grow. Watching someone do something his or her own way can make you sweat on the shop floor. When breaking down a machine, you must be methodical — especially when working in a team.

When it comes to growing people, there is no script, there is no instruction manual and there are no bullet points that will

“When it comes to growing people, there is no script, there is no instruction manual and there are no bullet points that will walk you through this task.”

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walk you through this task. The script can be simply noted as “caring enough to see others succeed.” This means putting down your phone or clipboard, closing your laptop and having a very personal and intimate conversation with someone who can benefit from you sharing your accomplishments and your failures. Thi means giving advice to someone who is coachable and letting them use that information however they see fit. When they use it well and succeed, it isn’t because of your talk or wisdom. It is because they applied what they learned to be successful. When they don’t use your guidance and fail, it isn’t because they didn’t listen.

It’s because they are still learning. Your job at that point is to be there and offer an ear, a voice or a story that may help them in the long run.

This. Is. Not. About. Me.

Another gut punch. You are the leader, you are successful and you want people to

do what you did to be successful. But, you are not the important one here. It is the people you serve who will truly be a testament of your success — not your wallet and not your title. Fill your wallet with procedures and service reviews. Fill your heart with stories of those who have affected you and images of weddings and babies being born.

Have memories and stories of those who have surrounded you and those who you have learned from. The stories and lessons you share with your team should not be about you, but about life and learning.

You have had the opportunity to hoard clips of memories from all around you.

Share those moments as teachable moments, instead of what you did.

what do they want to do in life. Your team will not open up to you if they do not believe that you are invested into them personally. Decide that you can really make a difference in your team and then read my next few articles. Or think your people skills are top-notch and watch your people go to the competitors and succeed. It’s your wallet, after all.

Until then, be great! S LENNY SAUCIER has spent the last 17 years developing future quick lube leaders for one of the fastest growing quick lubes in the nation. His procedural and development consulting has brought him around the world to spread knowledge in the United States, Canada and Saudi Arabia. His experience has placed him on many boards and committees with the AOCA, Take 5 and MAP/AMRA. Saucier can be reached at fmgventures@gmail.com for comments and consulting requests.

Homework

Take a few moments and reflect on your speeches. Go outside and have talks with your team. Ask questions about their families, what they do after work and

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PRODUCTS & SERVICES New Grease Gun Macnaught Americas recently introduced its K32-01 Flexigun manual grease gun.

Offering an industry-leading warranty, this grease gun delivers best-in-class cost of ownership.

The Flexigun’s var i able- stroke piston and valve arrangement facilitates one-handed operation. It is fully serviceable and features a heavyduty stepped barrel and durable zinc handle for long service life and improved grip. The tool includes the KY Supergrip three-jaw, high-pressure coupler for positive connection and utilizes a 12-inch flexible extension to access lubrication points. The Flexigun’s output pressure ranges from 5,000 to 10,000 psi with output volume of 0.02 ounces per shot. Compatible with standard 14-ounce grease cartridges, the tool also is bulk fil able with NLGI No. 2 grease.

The grease gun utilizes screw fasteners for simple servicing, and its fil er bleeder requires no tools to open. The tool’s plunge rod can be locked into the follower for easy bleeding.

For more information, call 813.628.5506 or visit: macnaughtusa.com Full Synthetic DOT 4 Brake Fluid Red Line Synthetic Oil recently launched its RL-600 Full Synthetic Brake Fluid. Formulated using the highest-quality esters, RL-600 is ready for use in road vehicles, race cars, off-roaders and motorcycles.

RL-600 is a DOT 4 brake fluid engineered using a strict combination of Borate Esters and Glycol Ethers, in addition to specific moisture and corrosion inhibitors, for exceptional performance under any 54

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condition. Brake fluids of all kinds are subject to moisture absorption throughout their lifecycles, and that moisture can reduce the fluid’s wet boiling point, lowering its effectiveness. Red Line’s RL-600 combats this problem with the use of components that reduce moisture absorption.

Repeated hard braking, such as in race conditions, generates a great amount of heat and places the brake flu d under immense pressure. Both conditions can be detrimental to the operation of the brakes, as the brake flu d can boil and become compressible, leading to vapor lock and brake fade. RL-600 is developed to resist these issues and maintain lubricity, compressibility and viscosity under the most extreme conditions at the racetrack or on the street. The flu d has a dry boiling point of 604 F and wet boiling point of 400 F, far greater than the minimum requirement for DOT 4 brake flu ds. Additionally, Red Line’s RL-600 can blend with DOT 3, DOT 4 and DOT 5.1 brake flu ds, delivering more responsive and consistent pedal feel.

For more information, visit: www.redlineoil.com

A/C Handling Systems for R134a and R1234yf The next generation of ArcticPRO A/C refrigerant handling systems from Mahle Service Solutions are now available for sale.

Two units (ACX2280 and ACX2250) are available to service vehicles that are factory fil ed with the new R1234yf refrigerant. Four units (ACX2180, ACX2180H, ACX2150 and ACX2120H) are available to recover, recycle and recharge vehicles equipped with R134a refrigerant.

The high-performance units are smaller in size than previous models taking up less space in automotive shops without compromising performance. One of the most popular features is an ergonomic, hinged cabinet service door for easy access to all

internal components. The cabinet door is gas-strut assisted and can be opened single-handedly for simple unit maintenance.

Five of the six new models feature a large 7-inch capacitive LCD touch screen and a state-of-the-art, intuitive user interface, so technicians can navigate menus with ease.

All units feature fully automatic operation, allowing them to run virtually unattended so technicians have extra time to perform other duties. A bright, easily visible LED indicator light at the top of the unit comes on during use to indicate machine status and when the vehicle service has been completed. A convenient phone app, supporting IOS and Android devices, allows technicians to remotely mirror A/C service sessions and other advanced functions like push notifi ations.

The added benefit of Wi-Fi capability ensures that the software on each unit is upto-date with all the latest functional software and feature enhancements available.

A remote technician screen control feature allows MAHLE’s technical support team access to a unit over Wi-Fi for advanced troubleshooting and support.

Data management and reporting metrics are included on the new ACX models with touch screen. They can log activity and errors during services, allowing for analytics, proactive service reminders, refrigerant use optimization, warranty reporting and other functions A refrigerant identifier to ensure that the proper refrigerant is being serviced is integrated on the ACX2280, while an internal identifier with a separate sample hose is available on the ACX2250 eliminating the risk of internal contamination of the unit. Both units service R1234yf vehicles.

Several models have an oil system management function to provide automatic weighing of recovered and injected oil, allowing accurate replenishment of oil removed during service. Built in network printing from the unit interface can generate full-page service reports or emailed reports for customers. Optionally, built in thermal printers are also available.

For more information, visit: www.servicesolutions.mahle.com

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New Subscription Option Makes Lift Safety More Accessible and Affordable It’s easier than ever to make sure every technician in a shop receives training on the proper use of vehicle lifts. Automotive Lift Institute (ALI) is now offering an annual subscription option for its popular “Lifting It Right” online lift safety training course. An annual facility-wide subscription allows everyone in a single location to take the course as often as needed throughout the year.

This option makes it easier for facilities to train new employees, provides a significant cost savings for larger organizations and simplifies payment. Another new pricing option for the online course is a lower rate for vocational students or schools.

An annual subscription is $240 per facility location. The new student rate is $10 per person. Standard pricing is $16 per participant for the English version of the course and $24 per participant for Spanish.

“Lifting It Right” covers proper lifting practices for all types of vehicle lifts. The online course can be taken on a computer or mobile device. Most people finish it in an hour or less. At the end, a certificate of completion is stored online for easy access if a shop needs to produce training records. The course helps facilities comply with national and local safety training requirements.

Lifting It Right is available to order at: www.autolift.org/ali-store/ Once registered, the trainee can take up to 90 days to successfully complete the program, including an online test.

For more information, call 607.756.7775 or visit: www.autolift.org

Protection Against Particulate Matter, Nitrogen Oxides and Allergens Mann+Hummel provides effective protection against allergens, harmful gases and particulate matter with its Mann-Filter FreciousPlus cabin air filters.

Mann-Filter cabin air fi ters in originalequipment quality frees the air from outside the vehicle of nearly 100-percent of particles and harmful gases. The MannFilter FreciousPlus fi ters out particulate matter with an aerodynamic diameter of 2.5 micrometers, almost completely.

For comparison: These particles are up to 30–40 times smaller than the thickness of a human hair. Its sources include the abrasion of tires and brake disks. These minute particles can penetrate deep into the lungs.

Ultrafi e particles can even enter the bloodstream via the pulmonary alveoli and can cause respiratory diseases and cancer.

In addition, the FreciousPlus cabin air fi ter adsorbs unpleasant odors and poisonous gases such as nitrogen oxides and ozone. This reduces the nitrogen oxide concentration in the vehicle interior.

The biofunctional and antimicrobial coating on the FreciousPlus also traps the allergens that can be released from pollen as well as blocking the growth of bacteria and mold fungi.

For more information, visit: www.mann-hummel.com

FA-4 Engine Guarantee Following the recent second anniversary of the American Petroleum Institute’s licensing for FA-4 oils, Phillips 66 Lubricants made a major endorsement of FA-4 10W-30 oils by extending the company’s product quality guarantee to protect heavy-duty fleets against lubricant-related failure in the engine when using Guardol FE 10W-30.

With more than 92 million miles of field testing on Guardol FE 10W-30, Phillips 66 has proven the FA-4 product, like CK-4 oils, offers excellent wear protection benefits, but with the added benefit of increased fuel efficiency.

Guardol FE with Liquid Titanium is formulated with a blend of synthetic and highquality Group II base stocks and a proprietary low-SAPS additive system to provide outstanding engine protection in late-model diesel engines. It is fortified with the exclusive Liquid Titanium protection additive for enhanced oxidation resistance and protection against wear. This additive enhancement provides increased engine protection despite the lower HTHS requirements of FA-4.

The warranty means Phillips 66 will pay for parts and labor deemed necessary to repair damage to engines if the damage was caused by lubricant-related failure.

The warranty will require: engines are used under normal over-the-road operating conditions and serviced with Phillips 66 Guardol FE 10W-30 (API FA-4); lubricants are changed as specified by the engine or equipment manufacturer maintenance schedule; written documentation or maintenance records are provided that show the engine or equipment was serviced and maintained at regular intervals as specified by the manufacturer; the proper lubricant level has been maintained in the engine or equipment through documentation of frequency of oil make-up.

The Guardol FE product is warranted for use in 2010 and newer Detroit Diesel engines and 2014 and newer Cummins, PACCAR, Navistar and Volvo/Mack engines.

For more information, visit: www.phillips66lubricants.com

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EMPLOYMENT DISTRICT MANAGERS/ STORE MANAGERS Positions now available for Store Manager and District Manager at local Jiffy Lube. Candidate should have strong retail, management and customer service background.

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LUBE TECHNICIANS Terrible Herbst Lubes is now hiring Lube Technicians. We offer a competitive salary, 401k and benefit . Must pass a preemployment drug test. Apply in person at Terrible Herbst / JETT Employment Center 3670 W Dewey Dr in Las Vegas, NV between the hours of 8am to 2pm, Monday through Friday. Resumes can also be faxed to (702) 895-7193. Terrible Herbst is an Equal Opportunity Employer. See more ad details at autojobcentral.com

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CLASSIFIED ADS IN PRINT & ONLINE CALL NIKKI AT 800. 796. 2577

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ADVERTISERS/PRODUCT INDEX May 2019

Autel_ _________________________________________________ 29_____________855.288.3587_______________________www.autel.com AutoCenter Sales_________________________________________ 52_____________800.874.5793____________ www.autocenter-sales.com Auto Data, Inc. _____________________________________________ 7______________800.767.7580________________ www.autodatainc.com BendPak, Inc.______________________________________________33_____________800.253.2363___________________ www.bendpak.com C.A.T. - RUN-RITE_________________________________________ 35_____________800.872.8921____________________ www.run-rite.com Devon Industries___________________________________________37_____________800.468.1970__________________www.devonlube.com eGenuity, LLC - eLube.net_ _________________________________ 31_____________800.296.0177___________________ www.egenuity.com Herkules Equipment Corporation_____________________________ 47_____________800.444.4351_____________________ www.herkules.us Integrated Services, Inc. - LubeSoft - Modulube__________Outside Back Cover_____800.922.3099________________________www.ints.com Kafko International Ltd. - Oil Eater/Degreaser____________________11_____________800.528.0334_____________________www.oileater.com M & M Service - Deep Blue Windshield Washer Concentrate____________51 _____________800.657.9834__ www.windshieldwasherconcentrate.com Mastercool_________________________________________________ 23 _____________973.252.9119 _________________ www.mastercool.com Mighty Distributing System of America____________________________ 9 _____________800.829.3900______________www.mightyautoparts.com NOLN______________________________________________ 41, 49, 53__________800.796.2577________________________ www.noln.net Penray Companies________________________________________ 25_____________800.323.6329_____________________ www.penray.com Phillips 66 Lubricants_ ____________________________________ 27_____________877.445.9198__________www.phillips66lubricants.com PM Attendant, Inc.__________________________________________13_____________866.576.8957_______________ www.pmattendant.com Roth Industries_ _________________________________________ 39_ ___________ 888.266.7684______ www.rothlubetanks.com/benefits Service Champ___________________________________________ 5______________800.221.0216______________ www.servicechamp.com Shell - Pennzoil__________________________________________ 17_____________800.237.8645___________________ www.pennzoil.com Shinn Buildings__________________________________________ 42_____________855.879.9995______________ www.shinnbuildings.com Smart Blend Synthetics/Phillips 66 Spectrum Corporation__________ 3______________ 888.422.9099_________________ www.smartblend.com Solid Start – True Brand______________________________ Inside Back Cover______877.290.3950____________________ www.solidstart.biz StokAir Tire Inflator ______________________________________ 43______________________________________________ www.petroy.com TOTAL Specialties USA______________________________ Inside Front Cover______800.323.3198______________www.totalspecialties.com May 2019

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Selling is Educating

VIEWPOINT

Our Best Customer Is An Educated Buyer

By Amber Kossak

We have had this as our motto for years, “Our best customer is an educated buyer!” Training, service, values, knowledge, learning and skills all play a role in how we help educate or how we ourselves are educated. Think about it, if you are making a decision wouldn’t you want to make an “educated” decision? Customers should trust and believe in you. They should not feel they are being told what to do or given one-word explanations. A customer deserves to understand the value.

Picture this, “Um ma’am, uh, I have your air fi ter here, and it is dirty. Would you like it replaced?” Customer says, “No.” Why would they have said yes? Because it is dirty? Do they understand what dirty means? Most likely they do, but do they understand the benefits of having a clean air fi ter or replacing an air fi ter in a timely manner? Likely in this instance the customer said “no” because she did not understand the value, did not understand the service or why it was beneficial. You have to remember the why, what, when and where. Customers deserve to understand, and then let them make a reply. If they understand, they will, in turn, trust you, and you will most likely receive a lot more yeses from your customers!

Make it a culture. Make it a policy to train, educate and build on value and service. If you do, every employee will live it, and, in turn, customers will see the difference. The no’s will turn into yeses, and the attitude will be positive. There will be a difference in the level of service offered if it is a policy to train on service, a policy to train on value and education. Remember, employees have to be educated on policy and services before they can educate the customer.

Albert Einstein said, “If you can’t explain it simply, you don’t understand it well enough.”

Think about your favorite customers who trust you because they understand what you are doing. This customer comes in, and you are so comfortable with them, you feel like you can offer them anything because they believe in you. You are their hero. You keep their vehicles on the road, you spend time with them and you explain the services. When you consider the phrase, “Our best customer, is an educated buyer,” would you not want your customers to be educated on what they are going to purchase? When your customers trust you and believe in you, they are making an educated decision to come to you to have their vehicles serviced.

Believe in Yourself, and Anything is Possible

Believe in yourself. Do not let the word no dictate the next customer and how the rest of your day goes. Continue on, and remember to ask every time. These are services that protect your customers’ investments. Whether it is just an oil change, oil system cleaner, engine treatment or a fuel system cleaner, with the services you offer, you are helping keep your customers’ vehicles on the road longer.

I am sure you are familiar with the saying, “Maintain it now, or repair it later.”

The average age of a vehicle on the road today is almost 12 years old. That means it is cheaper to maintain your customers’ vehicles than for them to have a car payment! Believe in what you are doing, believe in the services you offer and educate your customers. S 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: kossak@solidstart.biz For more information please visit: www.solidstart.biz

“Customers deserve to understand, and then let them make a reply. If they understand, they will, in turn, trust you, and you will most likely receive a lot more yeses from your customers!”

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