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Is the General Auto Repair Shop Model Still Sustainable?

Joe Marconi
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Gerald Martin Rookie

Gerald Martin

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Great questions Joe.  In my opinion, the future is bright for independent repair shops that embrace emerging technologies and invest in training.  See you all at Vision 2024 in Kansas City!

However, I can see the possibility that we no longer expect that every tech has the knowledge or training for every job that comes through the shop, as may have been expected in the past.  There may be alignment and ADAS techs, diesel repair techs, driveability diag techs, etc.  Oh, and high tech immobilizer and key programming work that requires locksmith level training.  A certain amount of specialization is inevitable, isn't it?

Wouldn't it make sense to have a goal of having two technicians in the shop that have competency for services offered by the company?

Gerald

 

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willydmax Apprentice

willydmax

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I completely agree with Gerald. You have to keep up with technology. I’m a general repair shop that started in 2014. I’ve been by myself until last summer I hired a kid part time. I think it depends quite a bit on your location. I’m in the Midwest in a small hick town and I have absolutely no issues being profitable or busy. I work on most makes but am not afraid of telling a customer that I’m not interested in working on their European car, older carbureted vehicle etc. I do a fair bit of transmission and engine replacements along with quite a lot of diesel repairs. If you’re straight forward, honest and have a caring attitude, most people will respect you for your boundaries and if they don’t then you don’t want to work for them anyway. I’m the only shop for miles around besides the dealer that can program/update most brands. The tooling costs a lot but most of my customers are very happy to not have to go to the dealer. I don’t have any customers with hybrids yet, even though I’ve taken some training on them. This year will be my 7th year going to Vision and it’s interesting how many of my classes are on management instead of technical. Vision is a huge highlight of the year and I wouldn’t miss it for anything. Just my $.02

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willydmax Apprentice

willydmax

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Some more thoughts, I love efficiency and the challenge of book time. I think if you’re reasonably competent and have great tools that book time can easily be beat. Most of the time I work by myself and keep close track of my time via my shop management system. I typically arrive around 7:30 and leave around 5:10 Monday through Friday. Most of the time I bill an average of 40 hours or more per week. You can train yourself to look at what needs taken apart and visualize what it takes for tools to make it happen. I’m allergic to turning anything out by hand and will spend money to make that happen with tools. A rolling tool cart should be sitting right beside you with the main items on or in it so you don’t waste time walking. Shop-Ware is what I use and it has helped me immensely to be more organized and efficient. 

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  • Have you checked out Joe's Latest Blog?

    • Joe Marconi
      The Toolbox is Last to Leave, First is the Heart
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      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.

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