1st Wednesday Each Month, 8 – 9:30am Southern Metro Collision Shop Meeting MN ADAS, Bloomington
2nd Wednesday Each Month, 7:30 – 9:30am Central MN Area Collision Shop Meeting APH Headquarters, St. Cloud
3rd Tuesday Each Month, 9 - 10am Mechanical Zoom Meetup
3rd Thursday Each Month, 9 - 10am Collision Zoom Meetup
By Linden Wicklund, AASPMN Executive Director
This month’s feature article focuses on a very real problem: employees are expensive and come with all the inconveniences of being human. Leaders must decide how to navigate this in the present moment, not with the benefit of hindsight or rose-colored glasses about the past. The availability of childcare and elder care - at a time in history when dual-income households are the norm based on necessity - is preventing people from showing up early and leaving late, even when they wish they could.
In February of this year, I became just the sort of inconvenient employee nobody hopes for. To be clear, the biggest problem is (according to most) that I’m good at my job. So when factors in my life required accommodation at work, the question wasn’t how to get rid of me, it was how to work with me for the benefit of everyone. Two unexpected things happened at the same time.
needed to sell the family cottage my grandfather built. Steve and I decided to purchase this home to keep it in the family. Working remotely and traveling back to Minnesota regularly for work is neither convenient nor ideal. However, AASPMN staff members have worked remotely more than 60 percent of the time for many years. It was in the best interest of AASPMN members to give long distance remote work a try instead of immediately finding a replacement. If it works, that’s a win for everyone. If it doesn’t, we plan for a smooth transition. I’m now writing this on my laptop in Massachusetts.
One, my husband Steve and I decided to move back to New England to be closer to my extended family. After losing his mother in December 2022, we understood the value of being within driving distance of aging parents and giving our kids time to develop deep relationships with grandparents while there was time. Our first 12 years of parenthood were spent with his family close by, so now it was my family’s turn. Simultaneously, my aunt and dad
Problem number two: I urgently needed major back surgery. I have a deformity like scoliosis that was getting worse, combined with a tumor that had developed within my spinal column. Surgery was scheduled six weeks before our planned move. At the AASPMN golf event in June, I used a cane and showed off photos of my newly rebuilt back, complete with foot-long rods and 28 screws that will be a permanent part of me. This meant two things for AASPMN: announcing my move while I was out on medical leave would highlight my absence, while there was a different reason for the interruption in productivity, and my
Election Recap: 67-67 Tie in the Minnesota House
As the dust settles from the November general election and we piece together the national and statewide results, it appears that we will have some form of divided government in Minnesota, as the Minnesota House of Representatives is currently tied 67-67. I caveat this statement because there is one state House race that is close enough to trigger automatic recount, so at the time of writing we are still not absolutely certain of the makeup of the state House. But since the race that is headed to a recount is currently in the hands of the DFL, if it were to flip, the GOP would have outright control of the state House. As it stands, the GOP will have ended the DFL’s trifecta of legislative control by gaining at least a share of power in the House.
In the immediate aftermath of the election it appeared there would be two state House races that would be close enough to trigger an automatic recount, in St. Cloud and in Shakopee, but there were a number of absentee ballots that were not properly counted on election night in St. Cloud which pushed the margin out of the margin for an automatic recount. As for the Shakopee area seat, DFL incumbent Brad Tabke holds a miniscule 14-vote lead over Republican challenger Aaron Paul. For context and to drive home the point that every vote counts, that is a 14-vote lead out of roughly 22,000 votes cast. While it is possible that the result in Shakopee could change after the recount, it is exceedingly rare for a recount to change the outcome of a race, so we are likely looking at a tie in the House.
How the two parties come to a power sharing arrangement remains to be seen, but it’s expected that we will have a split, with one party controlling the Speaker’s office and the other having control of the Rules committee; this would force the parties to work together before bills come to the House floor for final votes. It also appears likely that committee chairmanships will be split between the parties, and we may even see an even number of Democrats and Republicans on each committee. Normally, the majority party enjoys the advantage of having more of their members on each committee, which allows them to pass bills through committee without minority party votes. This change will have a huge impact on the operations in the House and means that bipartisan agreement will be required to move any bill out of committee. DFL and Republican House leaders are busy negotiating how this power sharing arrangement will work, a process being anxiously tracked by everyone with business before the legislature.
On the state Senate side, the DFL will maintain their razor thin majority after narrowly holding on to the only seat that was on the ballot, the special election for Senate District 45. This seat was open after former DFL state Senator Kelly Morrison chose to resign in order to run for Congress, a seat she was able to win. This leaves the state Senate with the same 34-33 split that was in place over the previous two years, which includes DFL Senator Nicole Mitchell still controversially in her Woodbury area seat
by Sam Richie, AASPMN Lobbyist
while facing legal proceedings stemming from her burglary charge from the spring.
Governor Walz will return to Minnesota after he and Vice President Harris were unable to win the Presidential race, which means we are likely to have more continuity at the Commissioner level than we would have had if Lt. Governor Flanagan had ascended to the Governor’s office. If Lt. Governor Flanagan had become Governor, all the commissioner positions would have been automatically vacated, but since there is no change in Governor that is not that case. How the Governor’s policy priorities and legislative demeanor has changed after his time in the national spotlight is also something being closely watched by lawmakers and lobbyists alike.
The DFL was able to pass sweeping changes to state spending and policy over the previous two-year period while they held majorities in the House, Senate and Governor’s office, but that dynamic will be significantly altered for the upcoming legislative session, which is set to begin on January 14, 2025.
Why Join WIN?
WIN offers education, mentoring and leadership development opportunities to build critical skills for success in the collision repair market.
• Local/Regional Networking Events
• Annual Education Conference
• Educational Webinars
• Mentoring Opportunities
womensindustrynetwork.com
• Scholarship Program
• School Outreach Program
• Most Influential Women (MIW) Award
A Final Shout-Out to Our 2024 Sponsors
Our sponsors play a key role in our organization. They support us. They provide us with extra resources to deliver exceptional programs, education, and networking opportunities to members. They help us keep our costs and fees reasonable and affordable. Please acknowledge those companies that support us in this way!
THANK YOU AASPMN 2024 SPONSORS!
Premium Sponsor
LKQ Minnesota
Platinum Sponsor
Lube-Tech
Optimize Digital Marketing
Revv ADAS
Gold Sponsors 3M
AASP National Auto Value /Benco Equipment
BASF
CBIZ
NCS/Single Source
Silver Sponsors
Axalta Coating Systems
Colonial Life
Enterprise Mobility
O’Reilly Auto Parts
PPG Automotive Finishes
Sherwin-Williams
Suburban GM Parts
United Fire Group Vestis
Bronze Sponsors
aaa Auto Parts
C.H.E.S.S.
Dentsmart PDR
Precision Diagnostics
We Need You in 2025!
AASPMN is looking for automotive industry professionals who are interested in advancing the industry by serving in leadership positions on the AASPMN Board of Directors and Advisory Committees in 2025. Several positions will be open on the Collision, Mechanical and Associate Advisory Committees, as well as the Government & Regulatory Affairs Committee. There will also be two open mechanical seats on the AASPMN Board of Directors.
Volunteer service is a great way for AASPMN members to get more involved in the Alliance, influence the direction of projects and priorities and positively impact the association and
the industry.
If you have a personal interest or would like to nominate someone else, contact the Nominating Committee
Chair Mike McLynn at (218) 326-6549 or mjmclynn@gmail.com or the Alliance office at (612) 623-1110 or aasp@aaspmn.org. Nominations must be received by February 15, 2025.
Current Board Members & Term Expiration Date
Aaron Swanson, LaMettry’s Collision President – 3/31/26
Mike McLynn, Automotive Electric Immediate Past President 3/31/25
Randy Notto, Lenfer Automotive & Transmission Secretary/Treasurer – 3/31/26
Paul Yager, Enterprise-Rent-a-Car Associate Division Director – 3/31/25
Shannon Christian, Shannon’s Auto Body Collision Division Director – 3/31/26
Dan Gleason, Pro-Tech Auto Repair Mechanical Division Director – 3/31/25
Scott Miller, Collision Specialists Collision Seat – 3/31/27
Ashlan Kaplan, Cannon Auto Repair Mechanical Seat – 3/31/27
AASPMN Announces 23rd Annual Race for Automotive Education
The 23rd Annual Race for Automotive Education is planned for
February 24-27 at ProKart Indoor Racing in Burnsville. The event serves as the Alliance’s primary fundraiser for its Automotive Education Fund, which provides financial resources to support automotive students, enhance automotive programs and raise awareness of career opportunities in the automotive service industry. Since its inception, the fund has disbursed nearly $340,000 directly to students enrolled in automotive programs through the association’s scholarship program and SkillsUSA competition.
AASPMN members and other industry supporters will organize teams to compete in karts racing at speeds up to 40-miles per hour. When the final checkered flag waves, the Race for Automotive Education is expected to raise up to $15,000, which is earmarked to fund scholarships for students enrolled in ASE-accredited automotive program (collision repair or auto service) in the state of Minnesota. Scholarship awards will be announced in the spring of 2025.
See page 11 for registration information and get in on the action!
Sponsorship Support Needed for 2025 AASPMN Education & Events Sponsorships are now available for AASPMN education and events in 2025. Sponsorships help the Alliance deliver quality programs and keep registration fees affordable. Sponsors
HAVE A
SAFE AND HAPPY HOLIDAY SEASON!
From the AASPMN Board of Directors & Staff
Aaron Swanson, LaMettry’s Collision, President
Mike McLynn, Automotive Electric, Immediate Past President
Randy Notto, Lenfer Automotive & Transmission, Secretary/Treasurer
Paul Yager, Enterprise Mobility, Associate Division Director
Dan Gleason, Pro-Tech Auto Repair, Mechanical Division Director
Shannon Christian, Shannon’s Auto Body, Collision Division Director
Scott Miller, Collision Specialists, Collision Seat
Ashlan Kaplan, Cannon Auto Repair, Mechanical Seat
are rewarded with increased visibility and recognition within the Alliance membership and industry at large. It’s a great way to stand out, expand marketing dollars and connect with the best shops in the industry.
Sponsorship package details can be found on the association’s website, aaspmn.org
Join AASPMN Before the New Year & Save $$
Membership in the Alliance is a bit like an insurance policy. As a member of AASPMN, you have an instant network of peers, experts and suppliers who are ready to help you in your time of need. Joining this vibrant web, that reaches across the state, is one of the best ways to support your business and an industry you believe in. Join before January 1, 2025 and save 10 percent on your first year’s membership fees. We look forward to getting to know you! See page 10 for membership application.
In 2024, domestic car and light truck product sales, which once dominated the light vehicle aftermarket, will fail to top their 2005 volume. The total light vehicle product volume has soared by more than 50 percent at userprice over the past 19 years. Nevertheless, the domestic nameplate 2024 aftermarket remains underwater compared to 2005.
Despite foreign nameplates generating all of the light vehicle aftermarket product growth since 2005, some segments of the domestic nameplate aftermarket have increased. However, their product sales growth has been offset by the decline of other domestic nameplate segments. See the 2025 Lang Aftermarket Annual for a 10-year analysis of the domestic and foreign nameplate product sales.
Domestic Nameplate VIO Decline
Domestic nameplates held a dominant share of light vehicles in operation (VIO) for many years, averaging over two-thirds of the VIO between 2000 and 2010.
However, their VIO share has steadily declined since then. By 2018, domestic nameplates had fallen to 55 percent of vehicles on U.S. roads, representing a minority of the light vehicle VIO during 2024. Over the past 10 years, the nation’s VIO increased by nearly 40 million, while the bottom fell out of the domestic nameplate population as it sank by over 10 million.
Domestic Nameplate 2024 Product Sales Below 2005
Domestic nameplates increased their annual aftermarket product sales only seven times between 2005 and their projected 2024 volume. These isolated gains were overwhelmed by the many years of falling domestic nameplate product sales.
Domestic nameplates’ product volume peaked in 2015 at user-price. However, it was downhill after that, and their annual sales for 2024 will be about four percent less than in 2015.
Over the same nine years, total light vehicle product sales rose by more than 20 percent, a strong showing given the historic aftermarket plunge in 2020 due to the economic earthquake caused by COVID-19.
The presence of domestic nameplates on U.S. roads will continue to fade, and they will account for about two percent lower product sales in 2024 than 19 years earlier in 2005.
Aftermarket Sales per Vehicle
The average 2024 product volume per domestic nameplate will be about 12 percent less than for foreign nameplates. This will drive the product share of domestic nameplates below their portion of the nation’s VIO.
Sinking Aftermarket Product Share
Domestic nameplates fell from 67 percent of car and light truck product sales in 2005 to 61 percent by 2012. They continued to slip in light vehicle product share, falling to less than 50 percent of the 2021 market.
Lang Marketing estimates that domestic nameplates will capture less than 45 percent of the 2024 light vehicle product market at user-price.
Domestic Cars Suffer the Entire Product Decline Cars have shouldered all of the reduction in domestic nameplate aftermarket product volume and share between 2005 and 2024.
Domestic car aftermarket product sales will have plunged 70 percent at user-price over this 19-year span.
At the same time, domestic light truck product volume will surge by over 25 percent, but it will fail to overcome the downward product spiral of the domestic nameplate car aftermarket.
Accordingly, domestic nameplates will not contribute to the over 50 percent gain in overall light vehicle product sales from 2005 to 2024.
Future Developments
The market forces that have led to the demise of the domestic nameplate aftermarket will persist.
Domestic nameplates will continue to shrink in VIO share. They will represent a diminishing percentage of the repair-age sweet spot, which contains cars and light trucks with the highest replacement rates across a broad range of vehicle products.
These and other factors will continue to widen the gap between domestic and foreign nameplates in the average annual use of repair and maintenance products.
Six Major Takeaways
• Despite over 50 percent product growth across the overall car and light truck aftermarket since 2005, domestic nameplate product volume has foundered, and Lang Marketing projects that their 2024 volume will fall below what it was 19 years ago in 2005.
• Domestic nameplates will have achieved aftermarket product growth in only seven of the 19 years between 2005 and 2024. These isolated increases were swamped by the many years in which domestic nameplate product sales declined.
• Domestic nameplates’ share of the nation’s VIO has fallen steadily. Over the past 10 years, the nation’s VIO has climbed by nearly 40 million while the domestic nameplates’ population plunged by 10 million. This has put downward pressure on the domestic nameplates’ aftermarket product volume.
• Domestic nameplates will average about 12 percent less in annual product volume per vehicle during 2024 than foreign nameplate cars and light trucks. This will push the product share of domestic nameplates below their share of the nation’s VIO.
• Domestic cars will shoulder all of the reduction in domestic nameplate product volume at user-price between 2005 and 2024. Over those 19 years, domestic car product sales will have plunged by 70 percent at user-price. Concurrently, domestic light trucks will surge by over 25 percent. Nevertheless, this strong performance of light trucks will not be enough to offset the collapse of domestic car product sales.
• There was more than a 50 percent increase in overall aftermarket product volume from 2005 to 2024. Nevertheless, domestic nameplate product sales in 2024 will fall at about two percent below their 2005 volume level at user-price. See the 2025 Lang Aftermarket Annual for a 10-year analysis of domestic and foreign nameplate product sales.
OFFICIAL MEMBERSHIP APPLICATION
As a member of the Alliance of Automotive Service Providers of Minnesota (AASPMN), we will abide by the Association’s Code of Ethics, bylaws and other conditions of membership as established by the Board of Directors. We understand the AASPMN logo must be used in accordance with the logo guidelines. It is understood membership in AASPMN is subject to acceptance by the Association and is nontransferable. It is also understood that AASPMN membership dues may be deductible as a business expense for federal income tax purposes, but are not deductible as a charitable contribution.
***PLEASE PRINT OR TYPE***
BUSINESS INFORMATION:
Business Name:
Business Representative Name: _________________________________________Title:
Number of Full-Time Employees: _______________ Number of Part-Time Employees:
PRIMARY DIVISION: (check one) Collision Mechanical/Transmission Associate Educational List other specialties: _________________________________ Date you started in business: ANNUAL GROSS SALES: $0 - $500,000
- $1,000,000 $1,000,000 - $2,000,000
$2,000,000 - $2,500,000 $2,500,000 - $5,000,000 $5,000,000 - $10,000,000 More than $10,000,000
WHAT BENEFITS MOTIVATED YOU TO JOIN AASPMN?
I hereby consent to allow AASPMN to receive details on my participation in association-recommended benefit programs including, but not limited to, account information and pricing, insurance premium, dividend and claims information. I further agree that by providing my mailing and email addresses, telephone and fax numbers, I consent to receive communications sent by or on behalf of AASPMN via regular mail, email, telephone or fax. I understand that the AASPMN sign and logo policy authorizes businesses that are members in good standing to use the AASPMN logo. Should my membership in AASPMN expire, I agree, at that time, to discontinue all uses of the association’s logo and signs.
Please attach list for additional locations, if needed.
PAYMENT OPTIONS: _____ Check enclosed, payable to AASPMN _____ Credit Card (select type) Visa MC
Note: AASPMN adds a 3% surcharge to all credit card payments. This surcharge is not greater than our total cost of accepting credit cards. Surcharge does not apply to debit cards. Credit Card #: ____________________________________________ Exp. Date: _______ /_______ CVV:
Billing address:
RETURN TO: AASP of Minnesota, 1970 Oakcrest Ave., Suite 102, Roseville, MN 55113
A fundraiser to support the AASPMN Automotive Education Fund…
Enhancing opportunities in automotive education through scholarships, program support and partnerships.
Start your engines! Organize your team today. (This event would make a great employee outing!) The competition will consist of up to 10 teams each night with five members each and a crew chief.
These ain’t your daddy’s go karts! ProKart’s fleet of RiMO EVO6 Race Karts are run on power-boosting, lowemission, renewable methanol for consistency and performance.
All proceeds will benefit the AASPMN Automotive Education Fund When the final checkered flag waves and the adrenaline subsides, our goal is to raise over $15,000 over the four nights. Most of that money is earmarked to fund scholarships for students enrolled in an ASE-accredited automotive program (collision or mechanical) in the state of Minnesota. Scholarship awards are $500 - $2,000 per student.
The race is on! Registrations will be accepted on a first-come, first-served basis. The Race for Automotive Education is sure to be a sell-out event, so don’t delay – register today!
Team Sponsor - $500 (Includes admission for 6, including team captain and 5 racers)
Team Name:
Contact:
_____ Race Sponsor - $250 Racing is not in my blood, but I would like to support automotive students/ programs in MN (Includes admission for 2 spectators)
AASPMN Automotive Education Fund 1970 Oakcrest Ave., Suite 102, Roseville, MN 55113 Phone: 612-623-1110 / Email: aasp@aaspmn.org
Credit cards are accepted with 3% surcharge. This surcharge is not greater than our total cost of accepting credit cards. Surcharge does not apply to debit cards.
The AASPMN Education Fund provides financial resources to support automotive students, enhance automotive programs and raise awareness of career opportunities in the independent automotive service industry.
Introducing the new InvertaSpot NexGen Spot Welder
The InvertaSpot NexGen, featuring advanced press-and-go technology, is the ideal choice for customers seeking a cutting-edge automated spot-welding solution. Developed to meet car manufacturer specifications, it offers both automatic and manual operation modes.
Now equipped with a lighter gun for improved handling, the InvertaSpot NG also features trigger controls for seamless operation and an easy-to-navigate touchscreen display that enhances user experience. The new lighter c-arms upgraded technology ensure precise regulation of pressure, amperage, and timing, delivering optimal performance for a variety of sheet metal configurations.
Photo from Stegmann GmbH
You Can’t Afford a Poor Shop Culture!
Good employees are hard to find and expensive to keep…but replacing them can also be costly in more ways than the financial aspect, since you never know exactly who you’re getting until you’ve already hired them.
Once you’ve built a successful team, it is imperative that you keep them. Yet, employee retention is one of the industry’s largest struggles these days, as owners contend with other fields seeking to “steal” valuable workers. To compete with these entities, shop owners must find ways to keep employees engaged and motivated in their jobs, an effort that largely relates to the culture that has been developed in their shops.
What is “shop culture,” exactly?
“Culture in a business is like the climate we experience when we walk outside: Is it hot, cold, storming, calm?” asks Tony Adams (AkzoNobel). “Every business has a culture, and it’s a living, breathing, fragile thing. Owners and leaders should be focused on the culture climate of their business, as it drives profitability. Culture impacts everything!”
“Shop culture is the reputation you built among your employees,” adds Maylan Newton (Educational Seminars Institute [ESi]). “We want to develop a positive reputation because when you create a work culture that is viewed favorably, people look forward to going to work. Never forget who your competition is when it comes to attracting quality employees. Every large corporation in the world attempts to recruit these same people we want to hire as automotive repair techs or service advisors – NASA needs them, Google wants to hire them, and Apple offers them positions…Our shops must become great places to work if we stand any chance of
competing with those types of organizations. Improving work culture begins with owners and managers updating their thought processes and attitudes about attaining and retaining long-term employees.”
Unfortunately, many shops are failing to do that, clinging to outdated practices and ideas about what matters most to employees.
“When you look at the Gallup surveys across America regarding employee engagement, 70 percent of the workforce is self-admittedly disengaged with almost 20 percent of that group classified as actively disengaged, meaning they’ve mentally quit but still come to work every day, which is causing most of your problems,” Adams shares. “I fear those disengagement numbers are much worse in the collision industry from my experience talking to people on the floor in lots of different shops. While studies indicate businesses with more engaged employees enjoy higher profitability, the converse is also true. In toxic organizations – where employees are treated poorly by management –disengagement leads to reduced productivity, decreased employee satisfaction and higher turnover, inhibiting profits. When it comes to the war for talent, do you want to be known as the shop with a revolving door or the one where people are lined up wanting to come work for you?”
Of course, retaining employees is expensive with the increasing cost of labor being a major barrier for many shop owners seeking to recruit and retain skilled workers. In fact, CRASH Network recently reported that the average weekly wage for auto body workers in the first quarter of 2024 had risen by eight percent compared to the first quarter of 2023, and according
to data released by the Department of Labor based on May 2023 data, Minnesota paint technicians were the highest paid in their field. But Newton insists this is not the most important factor in retaining employees.
“As an owner or manager, never think that the paycheck is the only thing that motivates employees – that’s typically the last thing on their minds, because they can find high-paid employment with lots of companies. Surveys and studies frequently indicate that work culture matters more to employees than pay or advancement opportunities. You still need to pay them well, but you must also focus on creating an environment that is well-structured, provides training opportunities and considers work/life balance.”
Offering competitive benefits, such as health insurance and a 401(k), can make a difference, though these expenses may seem daunting to a small business owner. Fortunately, because AASPMN is an affiliate of the Society of Collision Repair Specialists (SCRS), association members have access to discounts on these programs through the national organization (details at scrs.com/healthcare and scrs.com/401k).
But the most important factor that impacts how most workers perceive a shop’s culture boils down to whether they feel valued.
“Are we treating people like people?” Adams queries. “Simple things like ‘thank you’ go a long way. We spend a lot of time catching people doing things wrong and correcting behaviors, but we need to spend more time recognizing people when they do something right. Culture isn’t something we work on once a month; we have to be aware of the culture we’re building in everything we do and say in the shop because that directly affects how people feel about the business.”
“Understand how important your technical employees are, and find a way to keep them working, producing and moving forward by making them aware that they are a valuable, integrated part of our business and helping them think differently about the business,” Newton offers. “Technicians receive a sense of satisfaction from fixing a car, especially when their boss or a customer praises their efforts. So, give them that atta-boy and show your appreciation. You’ll be amazed by how much your business improves when your employees are personally satisfied and feel like they’re contributing to the shop’s success. When you create a work environment where qualified automotive professionals feel appreciated, those employees add a lot of value to your business.”
Providing ongoing training is an important aspect of shops with good culture, and part of that requires recognizing people’s strengths. “We have to invest in our employees,” Newton insists. “That investment pays dividends by enhancing morale and creating a more favorable work culture which leads to employee retention and loyalty.”
Luckily, Minnesotans can rely on the state’s Department of Labor to lend a helping hand in this area. The Minnesota Dual-Training Pipeline program offers an “earn-while-you-learn approach where the employer invests in their employee by providing training in competency standards to equip the employee with the
by Chasidy Rae
specific knowledge and skills necessary for a particular occupation.”
AASPMN Executive Director Linden Wicklund explains, “Basically, if you’re hiring someone who is going to tech school or if you have an employee interested in pursuing continuing education through an industry-recognized program, you can apply for these grants. The company pays for it, and the state reimburses them. Auto service was added last year, and we’re hoping to get collision repair added in the next year.” (More information on the program is available at dli.mn.gov/pipeline.)
A multitude of other factors, such as communication style and the physical environment play a role in developing the right culture. Is the shop heated and well-ventilated? Is the music too loud, or do you always play what the owner likes to hear without consideration for other employees? Something as simple as offering flexibility in someone’s schedule can be incredibly meaningful, whether that’s allowing someone to leave early for their child’s school play or promoting a fourday workweek.
How your culture is viewed truly depends on the shop’s existing workforce and those they hope to attract. “We need to understand that each generation is different – not right or wrong, just different,” Adams suggests. “The baby boomer generation has a different point of view and expectations for work than Generation Z. We have to shift our point of view sometimes and not be so locked into our own way of thinking. If we don’t, it gets in the way of creating a healthy culture, creating friction because our expectations don’t match theirs.”
Newton agrees. “Employing the right team, especially the right leaders, helps you create a shop culture where they’ll be happy to work. Developing a team mentality is vital to building a positive work culture.”
It may seem like a daunting task, but developing the right culture creates benefits that make it worth the effort. It doesn’t just impact employee retention; it also impacts how employees treat your customers, which directly affects profitability.
“The customer experience will never rise higher than the level of the employee experience,” Adams shares a quote from famed restaurateur Danny Meyer. He adds his thoughts, “If a shop has customer service index (CSI) issues, I can guarantee they have employee service index (ESI) issues. At the end of the day, if I can achieve something with two people when it takes another shop four people to do the exact same job, you can’t compete against me. This goes back to employee engagement. People will show up and give you their hands, but are you getting their hearts and minds? The path to profit is really pretty simple: ESI + CSI = Profit. And it must come in that order, with employees first.”
Businesses with a positive work culture also tend to perform better in terms of productivity and profitability,” Newton shares. “Enhancing employee morale increases the success of your business. You can’t afford to ignore culture.”
Automated Spot Welding Solutions with RAE’s NEW InvertaSpot NexGen
Optimal performance, accessibility and cutting-edge precision come standard with the NEW InvertaSpot NexGen Spot Welder.
The InvertaSpot NG has been developed to meet car manufacturer specifications and offers both automatic and manual operation modes for ease of use. Among its many standout features is an intuitive digital interface, including Bluetooth trigger controls for seamless operation and an easy-to-navigate touchscreen display that enhances each user’s experience. The lightweight gun and c-arms combine with upgraded technology to ensure improved handling as well as precise pressure regulation, amperage, and timing for top-notch performance with a variety of sheet metal configurations.
The InvertaSpot NG’s inverter technology ensures consistent welds every time and helps to minimize energy consumption, keeping
operational costs down and efficiency high. Its compact, portable design allows repairers to position the welder wherever needed, enabling it to take on projects of any size.
The InvertaSpot NG is perfect for both entry-level and expert welders, with pre-set parameters for a variety of materials and thicknesses. Repairers can begin working quickly without having to spend time on complex adjustments; more experienced users can manually fine-tune settings, allowing for precise welds to meet industry standards. Whatever a repairer’s skill level and scope of repair job, the InvertaSpot NG will help in streamlining the repair process and furthering productivity
To learn more about the InvertaSpot NG or to view Reliable Automotive Equipment’s full offering of products, services and support, visit raeservice.com
The RAE InvertaSpot NG combines accuracy with a user-friendly interface for increased efficiency and precise welding solutions.
Reduce the Risk
by Janet L. Keyes, CIH
If you were asked how to control the hazards from using spray paint, what would you answer?
Often, the first answer given is “wear a respirator.” That’s a reasonable response, but it isn’t the best response. Why not? If you’re going to use a respirator effectively, it has to be the right one for the job. It has to fit you well. It needs to be maintained. It only protects the person wearing it, not the other people in the area. It doesn’t eliminate the fire hazard from the spray paint. It doesn’t protect your skin or, usually, your eyes.
You can add gloves to protect your hands and safety glasses to protect your eyes. But the gloves need to be effective against the chemical. A lot of gloves can’t hold up to the solvents in thinner; they’ll disintegrate. Gloves reduce dexterity. Safety glasses don’t seal, so chemicals can get past them. You could use chemical safety goggles, but those can be uncomfortable. And neither gloves nor goggles protect people near you.
We consider personal protective equipment such as respirators and gloves to be the last line of defense, not the first. In the safety and health field, we cite the hierarchy of controls:
• Can you eliminate the hazard? If not,
• Can you substitute something that’s less hazardous? If not,
• Can you use engineering controls? If not,
• Can you use administrative controls, changing work practices? If not, then
• Fall back on personal protective equipment.
Let’s look at two real-life examples:
A shop employee received a cut on his hand when he was emptying trash. He reached into a dumpster to push the trash down and a razor blade cut his hand badly enough to require stitches. How would you have prevented recurrences?
You could have the employee wear heavy or cut-resistant gloves. That’s not a bad idea if anyone must reach into trash containers. But you’ll need to make sure anyone who might reach into the trash has those gloves available. We can think of several other options.
Use administrative controls: Instruct employees that razor blades cannot go into the trash. Along with that, provide convenient containers for the blades. We’ve seen sharps containers used for that purpose. If you do that, cover up or remove the biohazard warning on those. Better yet, just use empty paint cans with lids. Cut a slot in the lid and label the can “used blades.” Provide enough of those that no one has to search for one.
Consider engineering controls. Is there another tool such as a putty knife that would do the same job? One that wouldn’t be disposable? Or one with a retractable blade?
The other example: a shop applies undercoatings. The product they used contained acetone, hexane and asphalt. Acetone and hexane catch fire very easily. Hexane has been shown to cause nerve damage. The work was usually done in a repair bay, with the vehicle on a lift. The product directions call for it to be sprayed on.
When we looked at what controls were needed, we advised that it needed the same controls as required for painting vehicles:
• This was spray application of a very flammable liquid. So, it needed to be done in a spray booth or a spray area, an area with explosion-proof wiring, adequate mechanical ventilation and fire suppression.
• The person applying the undercoating probably would need to wear a respirator. But we would need to monitor the air during application to confirm that, and to determine how long a respirator would last. If a respirator is required, then the employee needs medical approval, annual training and annual fit testing.
The respirator would need to be maintained correctly.
• Chemical resistant gloves would be needed. There are few gloves that hold up to acetone. Thin nitrile gloves, costing 30 cents a pair, won’t work but $35 a pair thick butyl gloves will.
• Any waste from this or from cleanup will be hazardous waste.
A quick internet search showed at least one alternative product, a water-based undercoating. It isn’t flammable, so applying it in a repair bay is acceptable. We don’t think any respirator will be needed. We still recommend gloves, but the 30 cents a pair nitrile gloves will work. And use of this product won’t generate hazardous waste. Even if the water-based undercoating costs more to purchase, it will cost less to use.
In this case, we can use one of the best types of controls, substitution.
When you’re faced with trying to decide how to protect your workers or yourself, don’t immediately go for personal protective equipment. Instead, consider the hierarchy of controls. Can you eliminate the hazard? Substitute something less hazardous? Use engineering controls? Change work procedures? We don’t think you can eliminate PPE. But if we can reduce our reliance on things people have to wear, employees will be safer and your costs, often, will be less.
For more information, contact Carol Keyes at carkey@chess-safety.com or (651) 481-9787.
What’s Wrong With This Picture?
At LKQ, the “R” in P.A.R.T. stands for Recycled OEM parts. LKQ first began 25 years ago through the acquisition of several auto salvage yards, and through the years, LKQ has grown to become the largest recycler of vehicles in the industry. LKQ now operates more than 125 auto recycling yards across North America. Through its stateof-the-art processes, LKQ recycles or re-sells more than 90% of the materials from end-of-life vehicles that would otherwise end up in landfills.
Alloy Wheel Repair Specialists: A “One-Stop Shop”
No matter how you spin it, there really is no competition when it comes to wheel repair and replacement outside of Alloy Wheel Repair Specialists. Thousands of body shops all around the country call on them for everything related to wheel repair and replacement as they are the world’s largest wheel repair, manufacturing and replacement provider.
The company has grown substantially since its early roots were first planted in 2001, growing from one shop to more than 100 today. According to CEO Rob Wheeley, who assures he did not change his name, quipping “It must have been in the stars,” the company began as a licensee company which moved to franchising. Wheeley was a franchise owner in Baltimore at the time when he was approached by a private equity company looking to create a corporate market alongside the franchise market. “Baltimore was the first acquisition in November 2015, and we started rolling out the corporate network we have now.”
Their large network allows them to serve clients in many different ways. The operation consists of over 400 mobile repair facilities that can go directly to their customers. They also have 50 manufacturing plants.
“Our mobile remanufacturing facilities are full wheel repair mobile units that go on site to the customer to perform wheel repairs, wheel straightening, recoloring or
whatever a body shop, dealership or tire store needs. These units are the equivalent of a mini body shop. They are OSHA and EPA compliant. They have a wheel straightener on board, a separate room to prep the wheel and an enclosed downdraft paint booth – a mini version of what you’d see in the body shop. This enables us to provide the workmanship that one would expect from a company like ours.
“We work for thousands, if not tens of thousands, of body shops around the country,” adds Wheeley. “We adhere to safety standards. If a mobile unit on the road encounters a wheel with heavy damage, we’ll take it back to our manufacturing unit where we usually repair and turn it around in about 24 hours. If a wheel cannot be repaired, we provide them with a replacement with OEM inventory at a fraction of the cost.”
Aside from the quality of service they provide, what really sets Alloy Wheels apart is that they have the largest footprint across
the United States. Others may provide one or two of these services, but they are the only company to provide all three – repair, re-manufacturing and replacement.
The company has truly achieved substantial success and growth over these past 25 years as the need for repair grew and grew. “Prior to twenty-five years ago, they weren’t repairing wheels or windshields and fixing dents in bumpers. They began to repair these components in the late 90s and early 2000s, and that’s how this franchise was born.”
Growth continues in many forms. They are also working to publish their repairs to estimating platforms – another easy button for shops. Also, working closely with local auto body associations is a great way to partner with their customers and get the word out.
“We are a one-stop shop, offering world class wheel repair and first-class customer service,” Wheeley boasts.
Alloy Wheel Repair Specialists CEO, Rob Wheeley
ESTIMATING TIPS
Visit degweb.org to submit a Database Inquiry and contribute to database accuracy!
HELPING TO IMPROVE COLLISION REPAIR ESTIMATE INFO THROUGH REPAIRER FEEDBACK
If you’re performing automotive repairs of ANY kind, you need to utilize the DEG! Check out some recent Database Inquiries - and their resolutions - below!
Mitchell: Carry-Up Service – When decoding newer vehicle chapters in Mitchell, a pop-up box may appear indicating “Carry-up Service.”
Mitchell users should be aware of possible differences between the previous-year information used, compared to the actual vehicle being worked on. Differences in part design may impact part number, pricing and labor to the current vehicle being repaired.
CCC: Masking for Seam Sealer – Recent DEG Inquiry
37700 provides feedback from MOTOR that, “when the OEM service information specifically states to use tape when seam sealing that operation is included. When the OEM service information does not specifically state to use tape then it would be considered not included.”
Mitchell: Recommended Calibration Lines – Mitchell users can activate recommendations for suggested calibrations in their Estimate Profile under Calculations >> Diagnostics and Calibration.
This is not a substitute for researching OEM procedures to confirm if diagnostic scanning and/or calibrations are necessary.
Mitchell does not publish labor or labor procedures for scanning and calibrations in CEG.
CCC: MOTOR Guide to Estimating (GTE) Updates –
MOTOR has updated its Guide to Estimating (GTE). The most current version, rev 11-24 GTE, can be found at help.cccis.com/webhelp/motor/gte/guide.htm.
“All updated folders and topics in the Table of Contents display a star and all updates in a topic are marked in blue.”
AASPMN MEMBER PREFERRED PROVIDER PROGRAMS
PROPERTY/LIABILITY AND
WORKERS’ COMP INSURANCE
CBIZ
Contact: Brad Schmid
763-549-2247 / bschmid@cbiz.com
CBIZ AIA and United Fire Group (UFG) have created a program for members that includes a special premium discount, exclusive coverage and potential safety group dividend. CBIZ AIA can present quotes from multiple carriers and, as an added bonus, offer members an exclusive 10% discount on their property/liability insurance premiums.
EMPLOYEE BENEFITS
CBIZ
Contact: Brad Schmid
763-549-2247 / bschmid@cbiz.com
AASP and CBIZ are partnering to help make the process of purchasing employee benefits a lot less stressful for members. The CBIZ platform provides increased transparency and more options for savings, the ability to predict rate increases early, and guidance from CBIZ benefits experts. New Health Insurance Options Now Available!
EMPLOYEE VOLUNTARY BENEFITS
Colonial Life
Contact: Deb Ferrao
612-600-4135 / deb.ferrao@coloniallifesales.com or Tracy Bailey 612-801-0139 / tracy.coloniallife@gmail.com
Dedicated representatives can help members transform their benefit package with competitive rates, value added services at no cost and complimentary legal document preparation service. Colonial Life has the tools and flexibility to create a plan to fit everyone’s needs.
UNIFORM & LINEN SUPPLIES
Vestis (formerly Aramark)
Contact: Ryan Vick 612-269-2303 / vick-ryan2@aramark.com
Discounted pricing to members on rental of uniforms, entrance mats, shop rags, etc. Purchases are also discounted. Members receive annual rebate equal to 10% of their business with Vestis each year.
Members receive discounts on a variety of products and services they use every day! From discounts on paint and rental cars to office supplies and phone services. Over 50 programs available!
LEGAL CONSULTATION
Fryberger, Buchanan, Smith & Frederick
800-496-6789
Members receive free, over-the-phone legal assessment and consultation (some restrictions apply) with an attorney who specializes in the area of law that is the subject of the call.
WEBSITE AND INTERNET MARKETING SOLUTIONS
Autoshop Solutions
Contact: Tony Mercury 919-267-1731 / tony@autoshopsolutions.com
Autoshop Solutions has developed the most cutting-edge marketing platform for AASP members. Really Powerful Marketing (RPM) is an all-in-one program that bundles your website, payper-click, search engine optimization, social media, and much more! With five levels of RPM to match your budget, goals, and competition, it’s built to drive your shop forward!
Mitchell 1 offers AASP members a $10 per month discount on any eligible Mitchell 1 subscription.
Mitchell International
Contact: Mitchell International Representative 800-238-9111
AASP members receive $350 off Mitchell's MD500 all-in-one solution for scanning, calibration, estimating, and blueprinting.
TECHNICAL INFORMATION HOTLINE
IDENTIFIX
800-745-9649
Members enjoy a 20% annual savings on DirectHit and Direct-Help subscriptions, the industry's most reliable source for experience-based repair information.
CHECK GUARANTEE SERVICES
Certegy Check Services
877-520-2987
Discount rate of .75% to AASPMN members. Use existing credit card terminal. Fast claim payments.
EXECUTIVE DIRECTOR’S MESSAGE continued from pg. 4
newly planned regular travel would be delayed.
In August, I was back to travel and presented at the Minnesota Teachers of Transportation & Industrial Areas conference in Brainerd. Once my core responsibilities at the event were finished, I drove myself to the area emergency room, based on heart and breathing issues that had cropped up post-surgery. AASPMN decided it was best to not have me travel for work until these symptoms were fully addressed. Hopefully, when this issue of the magazine lands on your desk, I will be in Minnesota for the December Board of Directors Meeting and the annual holiday luncheon for major contributors to AASPMN.
So yes, I understand deeply how frustrating it can be to be faced with impossible choices about how to handle employees. When employers are understanding of their employees’ situations and respect the need for work/ life balance, it can result in enhanced loyalty from those employees and a desire to work even harder to achieve the business goal.
AASPMN members receive a 20% discount on Safety Data Sheet Management (SDSLinks), Right to Know(RTK)/Hazard Communication program customized for your facility and monthly safety reminders, and other safety, OSHA or environmental assistance.
Members receive 20% discount off standard payroll, time and attendance, and HRIS products and services.
LIVE-ONLINE & ON-DEMAND TECHNICAL TRAINING
Automotive Seminars
Contact: Tim Houghtaling 920-866-9813 / tim@automotiveseminars.com
Discounted pricing to AASPMN members on all live-online events, as well as on-demand training videos. Automotive Seminars specializes in diagnostic training that provides automotive technicians with knowledge, testing techniques and data interpretation skills needed to diagnose today’s vehicles. The live-online events and on-demand training videos focus on automotive electronics and engine management systems and are written and created by some of the industry’s leading diagnostic technicians.
BUSINESS COACHING 180BIZ
540-833-2014 / info@180biz.com
Members receive a 25% discount on Rick White's Pocket Business Genius subscription, offering independent auto shop owners fast access to actionable business advice from a leading industry expert.
Here are three examples of progress in the past few months at AASPMN: there is a new website being built to coincide with a new social media and online marketing strategy; we have a new lobbying firm that is making critical headway on advocacy efforts; committees are asking to meet more frequently than they have in the past; and we continue to bring news and resources to light via our official magazine, AASPMN News. There are many great leaders at AASPMN who are advancing the mission of the organization on behalf of all members. The culture is open, flexible and supportive, backed by unchanged core values, even though things look a bit different. “Lead by amplifying member voices” is a key part of our strategic plan, which means we need to empower members more than members need to listen to me take up all the talking time. I continue to be here to champion the work of AASPMN members and give them the opportunity to shine.
