Some techs have been saying --just what can anyone teach me about air conditioning ... hmmm ... you will be challenged at the class change for April 18 & 19 with the air course ... it would be a shame if you thought you really knew it all --- come and pick up a few tips that will save you time & money. After the course -- tell us if you learned anything -- we need the feedback.
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AIR CONDITIONING DIAGNOSIS AND SERVICE -8
Diagnosis and service procedures are covered for today’s advanced AC systems. The AC industry is flooded every year with parts failures caused by improper diagnostics and service procedures. The course covers the latest diagnostic techniques and service procedures for import and domestic vehicles to ensure your success and profitability during the air conditioning season .
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Lary also notes ... "The AC course is aimed strictly at diagnosis and repair. The newer technologies have created many diagnostic headaches and repeated component failures. It is our aim to spend as much time on diagnostics and new technology, not how a basic system works."
So - if you have a new tech -- have him refresh on basics BEFORE the class -- he won't have any time during the class on basics .... be ready to hit the road running ....
Monday, February 26, 2007
source of Information -- try message boards
Need some info on how to be a better shop -- check out some message boards ( sometimes called discussion boards or forums - al the same concept )
Mitchell1's shop manager software forum
The above link is specific to the Management program that Mitchell1 offers - but you can see what others are asking and sharing.
Does you shop have hand written invoices? Time to put a more professional image? What else can a computer system do for your shop? Hmm ....
Mitchell1's shop manager software forum
The above link is specific to the Management program that Mitchell1 offers - but you can see what others are asking and sharing.
Does you shop have hand written invoices? Time to put a more professional image? What else can a computer system do for your shop? Hmm ....
Service Advisor Tips ( shared from New Car Dealers )
Here is a summary that Mitchell1 sent users of their shop management program .... a link to the complete article is at the bottom - enjoy -- learn -- KEEP your customers coming back to you --- IMPROVE your image and reputation -- get more customers to become fans and they will refer more of their friends ...
Top 10 Ways to Maximize Your Investment in Service Advisor Training
By Lee Harkins Ward's Dealer Business, Nov 1, 2006
No. 10. Stop looking for the magic pill! There is none! It's all about relationships!
The service advisor has only minutes to project an image to a client. This is more important than selling the business. Our objective should be about long-term clients. A good relationship establishes creditability. A retained service client is an opportunity to sell another vehicle. And we are in the car selling business, right?
No. 9. Improve your “non-verbal” communications. Your advisors are “the dealership” to your clients. Their words are often drowned out by their body language. Place a video camera in the service lane for a day. When you play it back, ask yourself, “Is this the level of service I want to offer?” Do your advisors look like the kung-fu fighters from the movies with all the movement? Are they really showing a genuine interest in the client's concern?
No. 8. Don't try to change the basic belief structure of advisors. We often hold beliefs instilled from childhood. Trying to change someone is difficult. Learn the behavior and basic personality of the advisors, then design a presentation to maximize the skill sets of each individual, while still accomplishing your objectives.
No. 7. Stop using “cookie cutter” presentations. Your service-sales process must be designed for you and your dealership. It must be based on your products and your business philosophies. These are key components of a successful process.
Your trainer should develop with you a customized process. You don't need them to force feed your people a process they will not believe in. Otherwise, the first chance the advisors get to stop using it, they will.
No. 6. There are no “advanced techniques” or “advanced levels,” just the advanced application of the basics. The basics have not changed. Cars need repairs and maintenance. The needs of the client have not changed, the way we perform these services has, and they require a thorough explanation to the client. An active delivery process is mandatory with every client, every time.
No. 5. The highest level of selling is when someone is being sold and doesn't know it. Can you recall a place where you felt undue pressure to make a purchase? Do you remember the negative impression you had when you left? In most cases, you will not return to that place of business.
We will buy from people we like. Consider this: How much selling is required to sell someone an oil change? As the consumer, I already know I needed it. If the client is in your service department, 60% of the decision to buy is done. Don't screw up the other 40% by pressing the client to buy unneeded services.
Focus on hitting singles, not home runs with every client. Establish creditability and recommend only the services or repairs the clients need.
No. 4. The advisors must know when to stop talking and start listening. One of the hardest lessons is to know when to shut up. I have seen countless advisors talk themselves out of a sale because no one has ever taught them to listen to the client.
A dealer gave me a saying that has stayed with me for years: “The devil is in the details.” If your advisor misses one little detail of a client's needed service, you run the risk of losing the client.
No. 3. The dealer/general manager must get involved. Most dealers and general managers are very comfortable in getting involved in a vehicle sale on the showroom floor.
But how comfortable are you with writing a repair order with a service customer? It's worth doing. Look at your financial statement and see what percentage of your net profit came from your service department.
What if you got involved with service and became as comfortable with it as you are with the sales side of the house? The results will be enormous.
Sit in on the training provided to the advisory staff. Become comfortable with the service-sales process and, from time to time, interact with service clients. You don't have to know how to fix a car to write detailed service orders. You just need a process that you and your staff are comfortable with.
No. 2. Stop focusing the advisory staff on selling business. If they are focused on selling the business only, you'll run off a lot of service clients. Our business is about convenience. Sell the effort to accommodate the client based on their agenda, not ours. An accurate work completion time is a must every time. The advisor must be trained to meet the time promised. Technicians must do their part to support this.
No. 1. Service-sales management must be involved, too. Often, the management of the process is the part that is first to stop working. As an advisor, if I'm uncomfortable using a new and improved process, I stop using it, given the chance. Management must monitor the process daily. The first excuse offered by management is: “I don't have time.” Make time. A minimum 30 minutes in the morning and 30 in the afternoon can provide great returns. It must be made a priority in the daily work plan. The dealer and general manager must expect it to happen and they must follow it up as well.
In addition, service managers must be capable of providing supplemental training to their advisory staff. Once a week follow-up training on each step of the process is beneficial as well.
Service operations should have two focuses. First, they should build personal and friendly relationships with clients. Second, they should provide convenient service, based on client needs, not ours.
Wards Dealer - Train the service advisor article
Top 10 Ways to Maximize Your Investment in Service Advisor Training
By Lee Harkins Ward's Dealer Business, Nov 1, 2006
No. 10. Stop looking for the magic pill! There is none! It's all about relationships!
The service advisor has only minutes to project an image to a client. This is more important than selling the business. Our objective should be about long-term clients. A good relationship establishes creditability. A retained service client is an opportunity to sell another vehicle. And we are in the car selling business, right?
No. 9. Improve your “non-verbal” communications. Your advisors are “the dealership” to your clients. Their words are often drowned out by their body language. Place a video camera in the service lane for a day. When you play it back, ask yourself, “Is this the level of service I want to offer?” Do your advisors look like the kung-fu fighters from the movies with all the movement? Are they really showing a genuine interest in the client's concern?
No. 8. Don't try to change the basic belief structure of advisors. We often hold beliefs instilled from childhood. Trying to change someone is difficult. Learn the behavior and basic personality of the advisors, then design a presentation to maximize the skill sets of each individual, while still accomplishing your objectives.
No. 7. Stop using “cookie cutter” presentations. Your service-sales process must be designed for you and your dealership. It must be based on your products and your business philosophies. These are key components of a successful process.
Your trainer should develop with you a customized process. You don't need them to force feed your people a process they will not believe in. Otherwise, the first chance the advisors get to stop using it, they will.
No. 6. There are no “advanced techniques” or “advanced levels,” just the advanced application of the basics. The basics have not changed. Cars need repairs and maintenance. The needs of the client have not changed, the way we perform these services has, and they require a thorough explanation to the client. An active delivery process is mandatory with every client, every time.
No. 5. The highest level of selling is when someone is being sold and doesn't know it. Can you recall a place where you felt undue pressure to make a purchase? Do you remember the negative impression you had when you left? In most cases, you will not return to that place of business.
We will buy from people we like. Consider this: How much selling is required to sell someone an oil change? As the consumer, I already know I needed it. If the client is in your service department, 60% of the decision to buy is done. Don't screw up the other 40% by pressing the client to buy unneeded services.
Focus on hitting singles, not home runs with every client. Establish creditability and recommend only the services or repairs the clients need.
No. 4. The advisors must know when to stop talking and start listening. One of the hardest lessons is to know when to shut up. I have seen countless advisors talk themselves out of a sale because no one has ever taught them to listen to the client.
A dealer gave me a saying that has stayed with me for years: “The devil is in the details.” If your advisor misses one little detail of a client's needed service, you run the risk of losing the client.
No. 3. The dealer/general manager must get involved. Most dealers and general managers are very comfortable in getting involved in a vehicle sale on the showroom floor.
But how comfortable are you with writing a repair order with a service customer? It's worth doing. Look at your financial statement and see what percentage of your net profit came from your service department.
What if you got involved with service and became as comfortable with it as you are with the sales side of the house? The results will be enormous.
Sit in on the training provided to the advisory staff. Become comfortable with the service-sales process and, from time to time, interact with service clients. You don't have to know how to fix a car to write detailed service orders. You just need a process that you and your staff are comfortable with.
No. 2. Stop focusing the advisory staff on selling business. If they are focused on selling the business only, you'll run off a lot of service clients. Our business is about convenience. Sell the effort to accommodate the client based on their agenda, not ours. An accurate work completion time is a must every time. The advisor must be trained to meet the time promised. Technicians must do their part to support this.
No. 1. Service-sales management must be involved, too. Often, the management of the process is the part that is first to stop working. As an advisor, if I'm uncomfortable using a new and improved process, I stop using it, given the chance. Management must monitor the process daily. The first excuse offered by management is: “I don't have time.” Make time. A minimum 30 minutes in the morning and 30 in the afternoon can provide great returns. It must be made a priority in the daily work plan. The dealer and general manager must expect it to happen and they must follow it up as well.
In addition, service managers must be capable of providing supplemental training to their advisory staff. Once a week follow-up training on each step of the process is beneficial as well.
Service operations should have two focuses. First, they should build personal and friendly relationships with clients. Second, they should provide convenient service, based on client needs, not ours.
Wards Dealer - Train the service advisor article
Friday, February 23, 2007
can you name the use for these bolts ?
Hello
Can you figure out what bolt is used for what special job?
For example the first ( upper left ) is a pair of special bolts used for an offset hole.Below that on the left is a ''reverse taper" and a neat bolt for when you mis-drilled the first hole just a bit to the left or right of where it needed to be.
Can you name the rest? While CARQUEST carries quite a selection of bolts --not all these are yet available thru CARQUEST and you need to improvise. Now - where did I put that wrench.
Thursday, February 22, 2007
Course change !!!
At yesterdays class the tech's agreed with Lary and voted for a change
The Hybrid class will be rescheduled for next year - and will be made an even stronger topic
The GM DuraMax Diesel class will move to May 30th and 31st
An Air Conditioning class will take the April spot -- April 18th and 19th --
We will update the course sheet asap.
The Hybrid class will be rescheduled for next year - and will be made an even stronger topic
The GM DuraMax Diesel class will move to May 30th and 31st
An Air Conditioning class will take the April spot -- April 18th and 19th --
We will update the course sheet asap.
Wednesday, February 21, 2007
Time for an AC update course ?
Hello
Need more AC training --- listen to this MP3 clip -- and then ask ...
----AC Training - do I really need an update ?? ----
Need more AC training --- listen to this MP3 clip -- and then ask ...
----AC Training - do I really need an update ?? ----
Monday, February 19, 2007
Your VOTE counts
You will be asked to vote on a possible change -- your vote counts -- but only if you are at the class this week -- See you there --on Toyota tips -- see you on Wed & Thur
Daylight savings dates change this year
Daylight saving time starts earlier this year - March 11, 2007 and runs LONGER -- changing at Nov 4th ....we will see how many computers get this right ...:-)
Be Ready
see this link for more info .... daylight saving time changes
Be Ready
see this link for more info .... daylight saving time changes
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