April 2019 NOLN Magazine by ⌘ ⇧ ⌥

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NAVIGATING THE SEA OF OIL SPECS

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2019 SPECIALTY MOTOR OIL GUIDE

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OFFER YOUR CUSTOMERS PENNZOIL AMERICA’S MOST TRUSTED MOTOR OIL* ®

PENNZOILSYNTHETICS.COM *Based on a leading independent research study between April 2013 and December 2017. Pennzoil/Quaker State trademarks are owned by Pennzoil-Quaker State Company. © SOPUS Products 2019. All rights reserved. CS14918-04

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inside this issue Features

SPECIALTY

JIFFY LUBE’S PATRICK SOUTHWICK TALKS INNOVATION AND EVOLUTION OF THE INDUSTRY

NOLN sat down with Jiffy Lube’s president to talk about the past, present and future of the quick lube industry.

2019 SPECIALTY MOTOR OIL GUIDE

Our exclusive list of available specialty motor oils.

2019

GUIDE

THE SEA OF SPECS

Learn how to navigate the sea of specific tions and why it is important to use the oil spec recommended by the OEM.

FEDERAL AND STATE BASED CHANGES FROM 2018 AND COMING IN 2019

In 2018, the federal government had fewer than average laws passed that impact labor and employment law. Here are a few changes employers should be aware of.

ONE-ON-ONE COACHING

32 4

Effective one-on-one coaching is one of the most important skills a great leader must possess and is one of the most effective ways to develop your people.

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CALL 1.800.221.0216 SERVICECHAMP.COM

R E N T R A P D E T S U R T R U O Y E V I S N E HE ENT COMPRCT ASSORTMd t r us t a t c omp e titiv e pric e s PRODoUf t he t op pr o duc t s y ou k no w an 0 Over 5,00 Y R T S U D N I N I T BES ATES OF 99a%y d+eliv er y t o mo s t lo c a tions FILL nRa tionwide dis t ribu tion - 1 - 2 d d IP Unmatche H S R E N T R A P c gi l u t i o n s e t a r t S ing & Business S o k E C I V Benchmar R E S R E M O T r S U C L A en indus t r y leade N O I T P E E XC r s o f e x p e r i e n c e a s a p r o v ea O ver 35 y Y G O L O N ne and mobile apps H C E T G N I h onli t i V w t n A e m T I M E- S a n d i n v e n t o r y m a n a g e trac Or dering ,

king ,

YEARS OF

SERVICE 1984 â&#x20AC;&#x201C; 2019

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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 36 42 60 62 63

AROUND THE INDUSTRY AUTOMOTIVE RECALLS TECH SPEC: 2018 HONDA ACCORD PRODUCTS & SERVICES CLASSIFIEDS ADVERTISERS INDEX

Viewpoints

FROM THE PUBLISHER It Has Been a Great Ride By Steve Hurt

54 42

ASSOCIATIONALLY SPEAKING Get to Know Your AOCA Board, Part II By Kristy Babb

KEEP ON ROLLING Keep Cool When Business Gets Hot By Max Glassburg

TRAIN LIKE YOUR WALLET DEPENDS ON IT Evaluating. How Did They Do? How Did I Do? By Lenny Saucier

MAKING IT HAPPEN Who Is In Charge of Your Shop? By Kit Sullivan

THE TRAINING NEVER STOPS

Customersâ&#x20AC;&#x2122; Expectations By Ragan Holt

Calendar of Events April 2-4 April 16-17 NOLN Quick Event Atlanta, Georgia 800.796.2577 www.nolnquick.com

AOCA Management Certific tion Course Chicago, Illinois 800.230.0702 www.aoca.org

May 13-15

iFLEX at The Car Wash Show Nashville, Tennessee 800.230.0702 www.aoca.org

August 6-7

AOCA Management Certific tion Course Irvine, California 800.230.0702 www.aoca.org

September 10-11

On the cover: More and more vehicles that roll through our bays are requiring specialty motor oil, like this 2020 GMC Sierra Heavy Duty.

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AOCA Management Certific tion Course Dallas, Texas 800.230.0702 www.aoca.org

april 2019

NAVIGATING THE SEA OF OIL SPECS

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2019 SPECIALTY MOTOR OIL GUIDE

Join the Conversation /OilLubeNews 6

@Oil_Lube_News

www.noln.net

@OilLubeNews 003_NOLN_Apr19.indd

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LETTER FROM THE PUBLISHER

It Has Been a Great Ride!

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Publisher

Steve Hurt

steveh@stevehurt.com

July 1986 was the fi st issue of NOLN. David Arrington and I started bi-monthly and went to monthly after six months. We have been publishing the lube news for almost 33 years. On October 16, 1987, I started the predecessor to AOCA (NAIL), with our fi st meeting held in Dallas, Texas. Next, was NAIL’s fi st convention, held at the Aladdin Hotel in Las Vegas, in February 1988. Over 200 oil change owners attended the fi st NAIL convention! I am proud to have had a hand in starting and supporting two organizations that are great partners to all of those in the oil change industry. It has been a great ride, and along the way I’ve had a tremendous staff by my side. Of course, my No. 1 was Barbara Tinsley, who many of you know. She was responsible for the magazine for over 22 years and is now happily retired in Lubbock, Texas. Sheila Beam has been with us over 20 years, and Tammy Neal is next in line with 12 years on board. They have been a tremendous help to NOLN and me for many years. I have made so many good friends over the years that I won’t mention them here for fear of leaving someone out. The pictures with this article should be fun for all of you old-timers! Jay DeWitt and his team at 10 Missions will do a super job carrying on the NOLN tradition. I have had a blast following and reporting on the oil change industry and wish everyone a prosperous future. I am truly grateful for the blessing all of you have been to my family and me. Keep on lubin’. S Steve Hurt

Chief Operating Officer

Ragan Holt

ragan.holt@noln.net Senior Director, Creative Team

Tammy Neal

tammy.neal@noln.net Senior Director, Business Operations

Sheila Beam

sheila.beam@noln.net Circulation

Nikki Held

nikki.held@noln.net Advertising Sales & Marketing

Brian Ashley

brian.ashley@noln.net

CONTRIBUTING WRITERS

Jeffrey Foley Paige McAlister Peter Suciu Steve Swedberg

GRAPHIC DESIGN

JimNissen.Design

PUBLISHER (left) Steve presenting the 1994 Operator of the Year award to Larry Dahl. (above) The NAIL National Training Center. (Right) Barbara Tinsley and Steve at an AOCA convention.

Published twelve times a year (along with an additional Buyers Guide) by NOLN 2721 81st St., Lubbock, TX 79423. Postage Paid at Burlington, VT. Postmaster: Send address changes to NOLN, 2721 81st St., Lubbock, TX 79423. 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 inform tion.

WEBSITE DEVELOPER

Tiffany Fowler

April 2019 Volume 34 s Number 4 ISSN 1071-1260 All correspondence and inquiries should be directed to our business offices 2721 81st St. Lubbock, TX 79423 Phone: 800.796.2577 or 806.762.4464

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AROUND THE INDUSTRY Caption

ITW Crowns Richardson as Full Throttle Tech U Training & Rewards Champion For Jeremy Richardson, the manager of the Speed Lube No. 2 store on East Pershing Road in Decatur, Illinois, the third time was the charm. After finishin third the previous two years, he was the runaway winner of the 2018 Full Th ottle Tech U Training & Rewards contest sponsored by ITW Professional Automotive Products. For his efforts, Richardson collected the grand prize of $10,000. During the yearlong contest, he sold a Full Th ottle Fuel System Cleaner or GDI+2 Fuel System Cleaning Service to more than 2,400 of his customers, which represents 16 percent of the total amount of cars that his store serviced last year. “I attribute the success we had with this contest to being extremely consistent with the service we offer and carry out for our customers,” said Richardson, who has worked at Speed Lube for 10 years, the last 7.5 years as a manager. “I am an extremely competitive person, and after coming close the previous two years, we made it a point to get all the guys on the same page for this contest.” ITW Professional Automotive Products developed and introduced the contest in 2016 as part of a comprehensive training program for service advisors and technicians involved in the quick lube business. The national Tech U Training and Rewards program is free and consists of six courses: Fuel System, Oil System, Transmission, Cooling System, Power Steering System and Wiper Blades. After overwhelming success, the program was expanded last year. Contestants could 10

earn more rewards on oil system cleaners, oil and transmission additives and power steering flu ds. They also had availability to the recently updated Full Th ottle Performance Products brand of automotive aftermarket maintenance chemicals. “Employee turnover rates are normally high in the quick lube business,” said Joe Farr, director of Sales-Quick Lube/WD for ITW Professional Automotive Products. “A training and rewards program of this caliber works to help reduce those rates because technicians see the positive results from their efforts. They can leverage their training and it becomes easier to properly educate and recommend services to their customers.” With a total of six Speed Lube stores available to service customers in the Decatur market, Richardson said the training program offers many benefits. “I believe the Tech U training program is very informative with lots of good information to learn from,” Richardson said. “The rewards program is great for the incentives it offers for participating in the program. I am eligible and will be participating for the fourth time this year. My advice for others is to treat your customers the way you would expect to be treated. I would also recommend to be very consistent with the service you offer to those customers.” Donatto De Leon, the 2017 champion who works for The Oil Well store in West New York, New Jersey, finis ed second. Jorge Lacayo of Jiffy Lube in Gaithersburg, Maryland, placed third in the contest, which split a total of $40,000 among the top 40 contestants. The 2019 Tech-U Training & Rewards contest is now underway. Visit www.fullthrottleproducts. com for more information. Mighty Enhances Its Spring Consumer Rebate Promotion Mighty Auto Parts will offer a Spring Consumer Rebate Promotion from April 1 through May 31, 2019. Consumers having their vehicle serviced at a professional shop utilizing Mighty parts and chemicals can receive up to $110 in combined rebates that can be used to care for their car on future visits.

New Enhancements to the Program Given today’s extended service intervals, Mighty has extended the time for customers to take advantage of the rebates from 120 days to 180 days. In addition, rebate requests can now conveniently be submitted online as well as by mail. The offerings include: • Mighty VS7 Fuel System Service: $15 rebate • Mighty VS7 Oil System Service: $15 rebate • Mighty VS7 Transmission Service: $15 rebate • Mighty Brake Pad Replacement: $15 rebate per axle • Mighty Brake Rotor Replacement: $5 rebate per rotor • Mighty Engine Guard Full Synthetic Oil Change with Mighty Max Synthetic Oil Filter: $15 rebate How It Works This Mighty promotion encouraging preventive maintenance helps professional automotive service providers using Mighty products to build consumer loyalty. Rebate checks are made payable to the original servicing retailer and mailed to the consumer. The consumer then gains the full value of the rebate upon their next service and/or purchase from the same retailer, when used within 180 days of the issue date on the check. For details on Mighty’s Spring Consumer Rebate Promotion, contact a Mighty representative or go to: www. mightyautoparts.com/spring19 AutoCenter Sales Advises on Sale of 48 Super-Lube Locations Super-Lube a 48-unit multi-state operator of quick lubes, car washes, and full-service auto repair has been acquired by Take 5 Oil Change. Super-Lube owners, Tom and Donna Chambasian, Chester Bojonowski and Aimann Hafez, began their business partnership 32 years ago in the Greater Milwaukee, Wisconsin-area as VIOC franchisees. Having sold the original company in 2006, they relocated to Tallahassee, Florida, and began to grow again. In so doing, they built strong teams

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in Maine, but throughout New England, and we couldn’t be more grateful for their continued partnership.” S

X TO

VIP Donates $78,000 to Make-A-Wish VIP Tires & Service recently donated $78,123.76 to Make-A-Wish. The funds were raised during the company’s annual holiday Season of Wishes Campaign at its 58 store locations. Since 2007, VIP has raised more than $483,000 for Make-AWish through its annual fundraising effort. VIP encourages employees and customers to make individual donations and then matches the amount 100 percent. The company’s 58 VIP stores raised $39,061.88, and with the VIP match, $78,123.76 was presented to Make-A-Wish at the company’s Auburn headquarters. The VIP 2018 Season of Wishes Campaign raised 40-percent more funds over the previous year, noted John Quirk, VIP’s chairman and CEO. “I attribute the increase to a phenomenal commitment to the cause by our store teams, plus a little friendly competition between all of our locations. This year was also so successful because Make-A-Wish had wish recipients visit our stores and tell their stories, and that helped to create a special link between the fundraising effort and those who benefit. It really inspired our employees and customers to get involved,” he said. Funds raised in each state benefit their local state Make-A-Wish chapters: • Maine VIP stores raised $24,213 ($48,426 donation) • New Hampshire VIP stores raised $11,331.18 ($22,662.36 donation) • Massachusetts VIP stores raised $2,889.10 ($5,778.20 donation) • Vermont VIP store, which opened in

the fall of 2018, raised $628 ($1,256 donation) Kate Vickery, executive director of Make-A-Wish Maine, who accepted the donation said, “The results of this year’s campaign are just incredible! The funds raised are indicative of the continued commitment and heartfelt dedication that the employees and leadership at VIP have to making life-changing wishes come true for the kids and families that we serve. Their efforts are truly making a difference in communities, not just here

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at each of their locations, supported by knowledgeable supervisors and a skilled back-office making the Super-Lube organization attractive to many suitors. Take 5, a division of Driven Brands, now has 350 Quick Lube locations across 19 States. AutoCenter Sales advised in the successful sale of Super-Lube. President, Mike Baynes and senior vice president, Joe This en, were integral parts of the acquisition. AutoCenter Sales assisted in identifying business value, navigating the quality of earnings process and interfaced with fi ancial consultants and environmental consultants to bring this transaction to a successful close.

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LOOKING FOR A CHANGE?

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CALL US AT 832-337-9029

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AGENCY: CLIENT: SPECS: AD CODE: BLEED: TRIM: LIVE: HEADLINE: PUB: Dates:

Jiffy Lube’s

JWT/Atlanta Jiffy Lube 4/C JL_042019_NOLN_BANNER_3 9.25”x1.625” 9”x1.5” 8.5”x1.375” LOOKING FOR A CHANGE? NOLN 2019 April 2019

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Patrick Southwick Talks Innovation and Evolution of the Industry By Peter Suciu

ust under a year ago, Patrick Southwick was appointed president of Jiffy Lube International, Inc., a wholly-owned indirect subsidiary of Shell Oil Company. The timing of this appointment came just as the company was set to celebrate four decades in business. For people, 40 is when one could be “middle-aged,” even if young at heart, but in the business world, 40 is a remarkable milestone. Jiffy Lube’s longevity has come about by making a task that had required an appointment with a time commitment into something that could be done while running errands. It began much like so many other pioneering American companies — it sought to fill a void where a service was lacking and offered a real solution to an existing problem. Had the company come about a decade earlier, it might have been too soon; while a decade later, its time might have passed.

It goes back to 1979 when Jiffy Lube International was established in Baltimore, Maryland, by W. James Hindman, who had bought out several franchises and led the company to what it would become today. Now with Southwick at its helm, the company is looking ahead at the next 40 years. Southwick said he is doing so by noting the changes in not only the automotive maintenance industry, but also in the greater automotive world. “If you look back over the past fi e to 10 years, there have been a number of changes that have taken place,” Southwick said. Southwick mentioned that the supply-side of the industry is evolving, and he said it is in part to “tangential businesses” — those focused more on tires and basic repairs have been moving into the oil change business.

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INNOVATOR. MARKET LEADER. GROWING. How do they describe your quick lube?

BECOME A JIFFY LUBE TODAY

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AGENCY: CLIENT: SPECS: AD CODE: BLEED: TRIM: LIVE: HEADLINE: PUB: Dates:

JWT/Atlanta Jiffy Lube 4/C JL_042019_NOLN_BANNER_2 9.25”x1.625” 9”x1.5” 8.5”x1.375” INNOVATOR. MARKET LEADER. GROWING. NOLN 2019 April 2019

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We have a winning brand, and we have some of the best franchisees in the industry.”

April 2019

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LOOKING FOR A CHANGE?

Join the #1 Preferred Chain for oil changes. BECOME A JIFFY LUBE TODAY

CALL US AT 832-337-9029

AGENCY: JWT/Atlanta CLIENT: Jiffy Lube JL_042019_NOLN_Banner_3.indd 1 SPECS: 4/C AD CODE: JL_042019_NOLN_BANNER_3 BLEED: which is 9.25”x1.625” sees, and they are the face of the brand. At the end “That is a bit of a challenge, causing a of the day, they are the ones on the ground, deliverbit more competition,” TRIM: Southwick said.9”x1.5” “The pace LIVE: 8.5”x1.375” ing the service to the customer that makes our brand of change is coming a little faster, and that pace of CHANGE? it is. Our franchisees have been critical to the change will continue to HEADLINE: escalate. One ofLOOKING the biggestFOR Awhat PUB: is the consumer NOLN base. 2019 success we had over the last 40 years, and they’ll be changes that has hit us already Dates: the expectation April 2019of an integral part of our success over the next 40 years.” The demographic composition,

consumers, how you engage potential consumers and how you deliver the experience they want.”

The Big 4-0

As the new president of Jiffy Lube International, Southwick is responsible for the strategic direction of the automotive service provider. This includes the management and growth of the 2,000-plus independently owned and operated Jiffy Lube service centers across the United States and Canada. While Southwick has worked at Shell for 15 years in various strategic and operational roles in North America and abroad, he is quick to point out that he isn’t exactly an “industry veteran” in the traditional sense. “I wouldn’t call myself a veteran,” Southwick explained. Instead, he could be seen as an innovator who will address the challenges the company and industry face in the coming years. “We have 40 years in the business, and we’ve been successful because we have a winning business model. We have a winning brand, and we have some of the best franchisees in the industry.” When you look back at Jiffy Lube, you can see how it revolutionized oil changes with a ground-breaking business model — one that changed how consumers maintained their vehicles. “For 40 years, Jiffy Lube has stayed on top of the industry and helped shape the industry, as well,” Southwick said. “Innovation has been the core of our success. Going forward, we’re going to focus on innovation and our business model, as well as how we engage with the consumer and how we drive the right customer experience.” Jiffy Lube’s past success has been because of the teamwork from the corporate level to each and every franchisee. Southwick credits their franchisees and the relationship they have together. “Jiffy Lube wants to create an environment where the franchisee and franchisor are working together to win in the market,” he said. “We have great franchi14

3/11/19 4:25 PM

Sustaining Growth in a Crowded Industry

If there is a problem with being on top, it is often there is no place to go but down. Yet, Southwick said that realizing this is just part of ensuring that you do stay on top. That includes addressing competition. “It is fair to say that when you are No. 1, the rest of the industry is looking at ways to catch you and beat you — and that comes with the territory,” he said. “Our response to that is to continue to evolve and innovate to maintain our leadership position. We have a strategy to do that, and we are confident with this strategy.” Jiffy Lube’s strategy includes serious investment and commitment toward growth through new stores and locations. Jiffy Lube recently announced it has set up a fully owned subsidiary and raised a substantial amount of capital to build new stores. Jiffy Lube’s current target is to have 250 new stores open by the end of 2023. “That growth is set to come from new builds, franchisee growth and some new opportunities that we are putting in place to see our network grow,” Southwick said. “This is about evolving our network both where we are and in the quality of the network. The capital comes from the confidence in the business model that we’ve put in place.”

The Changing Auto Industry

One reason for Jiffy Lube’s enduring success has been its ability to keep up with changing vehicles — whether it was economy vehicles in its early days coming out of the Middle East oil embargo or the spike in fuel prices in 2008 to the increased demand for SUVs and pickup trucks. “The vehicles are certainly different when you go back the 40 years we’ve been in business,” Southwick said candidly. “This is the key point — an interesting point — because we often talk in the industry about

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IF YOU’RE LOOKING TO SELL, WE’RE LOOKING TO BUY. The #1 Preferred Chain is only getting bigger. CALL US TODAY AT 832-337-9029

AGENCY: JWT/Atlanta CLIENT: Jiffy Lube JL_042019_NOLN_Banner_1_X1A.indd 1 3/11/19 SPECS: 4/C AD CODE: JL_042019_NOLN_BANNER_1 BLEED: 9.25”x1.625” how the fleet is changing. But, the conversation tends to In his 15 years at the Shell Oil Company, Patrick Southwick TRIM: However,9”x1.5” be on electric and hybrid vehicles. the current — who holds a master’s degree in business administration LIVE: trucks and 8.5”x1.375” impact on the fleet is more around SUVs. This from Penn State’s Smeal College of Business and a HEADLINE: IF YOU’RE creates challenges for everyone in the industry, that’s forLOOKING TO SELL... bachelor’s degree in business administration from the NOLN 2019 sure, but some of it is simplyPUB: an infrastructure issue.” University of Massachusetts at Amherst (Isenberg Aprilbecause 2019 The infrastructure issue isDates: an important one,

Getting to Know Patrick Southwick

today’s “soccer mom” is more likely to be driving a large SUV than a minivan, while white-collar executives are as likely to be commuting to work in a Ford-150 as a BMW sedan. The move toward bigger vehicles on the road is also affecting the space on the shop floor. “If you look at the vehicles coming in, the space you need to accommodate these vehicles is a bit different, and it could be something as simple as a lift,” Southwick said. “It used to be that there were lifts at some stores that couldn’t accommodate some of the heavier vehicles that are on the road. These are all challenges.” Inventory complexity is another challenge, added Southwick, who explained, “Now the number of parts you have to carry, the tires you have to carry and the oil inventory — this makes up a complexity that you need to have if you want to service those vehicles. “As a supplier, you have to think about the marriage as you manage that inventory complexity. That comes down to fi ding ways of being more efficient, so you can manage your margins as a service provider.”

The CAFE Debate

The industry has been watching the latest developments of the Corporate Average Fuel Economy (CAFE) standards — which were fi st enacted in 1975 after the Arab oil embargo to improve the fuel economies of cars and light trucks produced for sale in the Unites States. “There is a lot of debate around the CAFE standards, and now there are not only CAFE standards but also state regulations,” Southwick said. Today, there are more than 208 million vehicles on the road, and the average age of those vehicles is about 12 years. This presents a tremendous opportunity for Jiffy Lube, and the industry as a whole, to service those vehicles. “Long-term, OEMs will build the vehicles that consumers want; and it is up to us — the service provider — to provide services to maintain those vehicles,” Southwick said. “CAFE has been increasing, but it is up to us to continue to evolve and meet the needs of consumers for the cars they drive.”

School of Management) — wore a few different hats. He served as global marketing manager for indirect markets, regional sales manager and as a consultant within Shell’s U.S. strategy and portfolio and global strategy and portfolio organizations. But at the heart of it he is a self-confessed “car guy.” “The one that I’d love to own, I don’t own yet — and I don’t know if I’ll ever be able to afford it: a 1965 AC Cobra 427,” Southwick said. “I’m definitely a car guy. I had an uncle who restored a Shelby when I was young and that was my introduction to the muscle car, which was a pretty unique opportunity.” Southwick’s dream machine may not be parked in his garage yet, but he has owned some other notable vehicles that “car guys” must respect. “I had an older Porsche 911 (an air-cooled one), and I wish I still had one,” Southwick admitted. What is in his budget is taking time with his father to hit the links — and in places a bit more exotic than the Memorial Park Golf Course or Wildcat Golf Club in Houston. “I like golfing in Northern Europe, including England, Ireland and Scotland. I go over once a year with Golfing t my father,” Southwick St. Andrews said. “I’ve golfed most of my life, and while I’m not a great golfer, I’m pretty avid about it.” The rest of his free time is spent with his wife and daughters — the younger of the two is now picking up another game from the British Isles: rugby. And always one to be thinking about innovation and trying something new, Southwick said he picked up another sport that requires some travel. “I like to surf, and, unfortunately, I can’t do that in Houston,” Southwick said. S April 2019

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Innovation has been the core of our success. Going forward, we’re going to focus on innovation and our business model, as well as how we engage with the consumer and how we drive the right customer experience.” Higher Tech Vehicles and a Higher Tech Industry

While electric — and even hybrid — vehicles are still a ways down the road for most consumers, there is another challenge that the industry needs to consider, Southwick said. It is the increasingly complex vehicles that roll into our bays. Today, vehicles are, basically, computers on wheels. And vehicle technology will only advance, adding increased complexity. “I do expect the complexity to increase over time. I don’t see that changing,” Southwick said. “Yes, that complexity is there. It does present some challenges, but it also presents some opportunities — there will be different service needs for some of these vehicles. There are core underlying needs that will remain, no matter what the vehicle’s powertrain is. Tires are going to be there forever, and I don’t see that changing. “Vehicles are lasting longer, and wear maintenance is now more important than ever — more than it was in the past.” The automotive maintenance industry should now see itself as an extension of the tech world. “This is spot on,” Southwick said. “It is true in every industry, certainly ours, and we’re seeing it in a variety of ways. When you look at it, the timing of 16

the implementation of technology might vary, but the impact is imminent. It is going to affect everyone. Obviously, we have to see how technology impacts vehicles. But we have to look at the role that technology plays on the consumer side of the equation, as well.” Technology plays an important role across the spectrum of customer interaction. This includes customer awareness, customer engagement, customer experience and customer attention. Better technology also means that customers are more informed than ever before. Th s, the industry needs to hold itself to a higher standard to satisfy this better-educated customer. “Consumers will continue to demand new products and services that will meet their expectations from a single-source maintenance provider,” Southwick said. “But, I also think today’s consumer is a combination of two different types of consumers we talk about in the automotive aftermarket space.” Traditionally, we have seen do-it-yourself (DIY) customers and do-it-for-me (DIFM) customers. However, today, DIFM customers are better educated and better prepared when they bring their vehicles in for service. “Having your connection to the consumer and providing transparency in the service process is a lot more important,” Southwick said. “This is an area where technology will have a big impact. There are a lot of ways we can use technology for in-store operating efficiency to help bring down costs, but it is critical in how we engage with consumers.”

The Next 40 Years For Jiffy Lube

With the fi st four decades in the rearview mirror, Jiffy Lube could now be living up to the mantra of the old bumper stickers that said, “Life begins at 50.” As long as Jiffy Lube remains under Southwick’s leadership, growth and innovation are on the agenda to help the company continue to build a desirable customer experience. “Our pace of innovation will continue to accelerate,” Southwick said. “We already launched our new business model, Jiffy Lube Multicare, which extended our services to brakes and tires. This will have a big impact on the part we play in the industry.” While the company has already seen a good adoption of this program, this year it will begin an advertising campaign to spread the word. “We feel good about the business model,” Southwick said. “So much so that we’re investing in ourselves to make it a bit more prominent in the market.” One thing is for certain, over the next 40 years, you can expect Jiffy Lube to continue to be an innovator and market leader — wherever this industry may go. S

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Technology for your road ahead. TSU-0015-2019-NOLN-Banners-mech-banner-1

SPECIALTY

s more and more vehicles roll off the factory floor and into your bays factory-filled with synthetic oils, and since more highmileage vehicles travel up and down the road than ever before, oil companies are offering specialized oils to meet these needs. If you are not stocking the specialty motor oils – synthetic, synthetic-blend, high-mileage, diesel, etc. – to service the varied vehicles rolling through your bays, you could be at risk of falling behind your competitors. That’s why we’ve compiled our annual Specialty Motor Oil Guide, a comprehensive list of the specialty motor oils available.

2019

GUIDE

What is “speciality motor oil”? Really, anything that falls outside the term “conventional oil.” (While we know that some marketers actually produce their “conventional” oil from a blend of synthetic and conventional base stocks, for the purposes of this guide, we only list those products that are specifically marketed as a “synthetic-blend.”) We also list which engine oil specifications a product meets, be it API, ILSAC, ACEA, dexos or other. Finally, a big note of thanks to TOTAL for sponsoring this year’s guide.

CHEVRON LUBRICANTS

Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

dexos Specs Met

Other Specs Met

SAE Grades Available

Delo 400 SDE

CK-4, CJ-4, CI-4, CI-4 PLUS, CH4, SN

Cummins CES 20086; Daimler MB-Approval 228.31; Detroit Fluids Specification (DFS) 93K222; DEUTZ DQC III-10 LA; Mack EOS 4.5; MTU Category 2.1; Renault RLD-4; Volvo VDS-4.5; Caterpillar ECF-3; JASO DH-2; MAN M3575

15W-40

Delo 400 XLE Synthetic Blend

CK-4, CJ-4, CI-4, CI-4 PLUS, CH-4, SN, SN PLUS

E6/E9

Allison TES-439 (15W-40); Cummins CES 20086; Daimler MB-Approval 228.31, 228.51; Detroit Fluids Specificatio (DFS) 93K222; DEUTZ DQC III-10 LA; Mack EOS 4.5; MTU Category 2.1 (10W-30); MTU Category 3.1 (15W-40); Renault VI RLD-4; Volvo VDS-4.5; Caterpillar ECF-3; JASO DH-2 (10W-30); MAN M 3575

10W-30, 15W-40

Delo 400 XSP Synthetic

CK-4, CJ-4, CI-4, CI-4 PLUS, SN, SN PLUS

E6, E7 (5W-30), E9 (5W-30,

Allison TES-439, heavy-duty automatic Transmissions, DEUTZ DQC III-10 LA, MAN M 3575, MTU Category 2.1 (5W-40); Daimler MB-Approval 228.51, DEUTZ DQC IV-10 LA, MTU Category 3.1 (5W-30); Detroit Fluids Specificatio (DFS) 93K222; Mack EOS 4.5; Volvo VDS-4.5; Caterpillar ECF-3; JASO DH-2; Cummins CES 20086; Daimler MBApproval 228.31

5W-30, 5W-40

Delo 400 ZFA Synthetic Blend

FA-4, SN, SN PLUS

Cummins CES 20087; Detroit Fluids Specification (DFS) 93K223; Ford WSSM2C214-B1; MB 228.61

10W-30

Havoline High Mileage Synthetic Blend

SN PLUS/ RC

GF-5

FCA US LLC MS-6395 (0W-20, 5W-20, 5W-30, 10W-30); Ford WSS-M2C930-A, WSS-M2C945-A (5W-20); Ford WSSM2C946-A (5W-30); Ford WSS-M2C947-A (0W-20)

0W-20, 5W-20, 5W-30, 10W-30

Havoline ProDS Full Synthetic

SN, SN PLUS/RC

GF-5 (0W-

A3/B3, A3/ B4 (5W-40); C3 (Euro

dexos1 Gen 2 (0W-20,

Acura/Honda HTO-06, Ford WSS-M2C946-A (5W-30); Chrysler MS-6395, Fiat 9.55535-CR-1, GM6094M (0W-20, 5W-20, 5W-30, 10W-30) Ford WSS-M2C945-A (5W-20); Ford WSS-M2C947-A (0W-20); GM4718M (5W-30, 10W-30); BMW Longlife-01, FCA US LLC MS-12991, Daimler-MB Approval 229.30, Daimler-MB Approval 229.50 (5W-40); BMW Longlife-04, Daimler-MB Approval 229.51, VW 505 01 (Euro 5W-40); Porsche A40, VW 502 00, VW 505 00 (5W-40, Euro

0W-16, 0W-20, 5W-20, 5W-30, 10W-30, 5W-40, Euro 5W-40

FCA US LLC MS-6395 (0W-20, 5W-20, 5W-30, 10W-30); Fiat 9.55535-CR-1, Ford WSS-M2C946-A (5W-30); Ford WSSM2C945-A (5W-20); Ford WSS-M2C947-A (0W-20); GM6094M (5W-30, 10W-30)

0W-20, 5W-20, 5W-30, 10W-30

Havoline Synthetic Blend

(0W-16, 0W-20, 5W20, 5W-30, 10W-30); SN (5W-40, Euro 5W-40)

SN PLUS/ RC

5W-40)

20, 5W-20, 5W-30, 10W-30)

GF-5

866.354.4476

5W-40)

5W-30),

dexos2

(Euro 5W-40)

5W-40)

WWW.CHEVRONLUBRICANTS.COM

WWW.CHEVRONDELO.COM

WWW.HAVOLINE.COM

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Aston Martin DB11

Total powers Aston Martinâ&#x20AC;&#x2122;s excellence

Total is proud to be the official Energy Partner of Aston Martin for three consecutive years. This prestigious unity of automotive excellence, powered by the cutting-edge technology of TOTAL QUARTZ engine oil, ensures outstanding performance to meet every driverâ&#x20AC;&#x2122;s highest demands. totalspecialties.com

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Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

TSU-0

CITGO PETROLEUM CORPORATION

dexos Specs Met

Other Specs Met

SAE Grades Available

CITGO CITGARD 600 Engine Oil

CK-4

Caterpillar ECF-3; Cummins CES 20086; Detroit Diesel 93K222; Volvo VDS-4.5; Mack EOS-4.5; Renault RLD-4; Ford WSS-M2C171-F1

10W-30, 15W-40

CITGO CITGARD 700 Synthetic Blend Engine Oil

CK-4

Detroit Diesel DFS 93K222; Mercedes 228.31; Paccar; Volvo VDS-4.5; Mack EOS-4.5; Renault RLD-4; Ford WSSM2C171-F1; Caterpillar ECF-3; Cummins CES 20086

10W-30, 15W-40

CITGO CITGARD 700 MFE Syn Blend Engine Oil

FA-4

Cummins CES 20087; Detroit Diesel DFS 93K223

10W-30

CITGO CITGARD CNG/ LNG Engine Oil

CK-4, SN

Cummins CES 20092, CES 20086; Detroit Diesel DFS 93K222; Volvo VDS-4.5; Mack EOS-4.5; Renault RLD-4; Caterpillar ECF-3

10W-30, 15W-40

CITGO CITGARD Syndurance Plus Synthetic Heavy Duty Engine Oils

CK-4

Caterpillar ECF-3; Cummins CES 20086; Detroit Diesel DFS 93K222; Volvo VDS-4.5; Mack EOS-4.5; Renault RLD-4; Mercedes 228.31; Paccar; Navistar; Ford WSS-M2C171-F1

5W-30, 5W-40

CITGO SUPERGARD European Formula Motor Oils

C3 (5W-30) A3/B4-12

VW 502.00, 505.00, 504.00, 507.00; BMW Longlife-01, Longlife-04; Mercedes Benz-Approval 229.5, 229.51, 229.3, 229.31, 226.5; Porsche A40

5W-30, 5W-40

CITGO SUPERGARD Full Synthetic Motor Oil

SN PLUS

GF-5 (0W-

dexos1 Gen2 (0W-

Ford WSS-M2C945-A, WSS-M2C946-A (0W-20, 5W-20, 5W-30, 10W-30)

0W-16, 0W-20, 5W-20, 5W-30, 10W-30

(5W-40) (0W-20, 5W20, 5W-30, 10W-30); SN

PLUS/RC

20, 5W-20, 5W-30, 10W-30)

20, 5W-20, 5W-30)

(0W-16)

CITGO SUPERGARD Synthetic Blend Motor Oils

SN/RC (5W20, 5W-30),

SN PLUS

(10W-30, 10W-40)

GF-5 (5W20, 5W-30,

Ford WSS-M2C930-A, WSS-M2C929-A; GM6094M (5W-20, 5W-30)

5W-20, 5W-30, 10W-30, 10W-40

10W-30)

CITGO SUPERGARD Synthetic INTL Motor Oils

SN PLUS

GF-5

Ford WSS-M2C945-A, WSS-M2C946-A

0W-20, 5W-20, 5W-30

Mystik JT-8 Premium Gasoline Synthetic Blend Motor Oils

SN PLUS/ RC

GF-5

5W-20, 5W-30, 10W-30

Mystik JT-8 Premium Gasoline Synthetic Motor Oils

SN PLUS/ RC

GF-5

dexos1 Gen2 (0W-

Ford WSS-M2C945-A, WSS-M2C946-A

0W-20, 5W-20, 5W-30

Mystik JT-8 Synthetic Engine Oil

CK-4

Caterpillar ECF-3; Cummins CES 20086; Detroit Diesel DFS 93K222; Volvo VDS-4.5; Mack EOS-4.5; Renault RLD-4; Mercedes 228.31; Paccar; Navistar

5W-40

Mystik JT-8 Synthetic Blend Super Heavy Duty Engine Oils

CK-4 (10W30, 10W-40, 15W-40, 15W-50),

Caterpillar ECF-3; Cummins CES 20086; Detroit Diesel 93K222; Volvo VDS-4.5; Mack EOS-4.5; Renault RLD-4; Paccar; Navistar-International; Ford WSS-M2C17-F1 (10W-30, 15W-40)

10W-30, 10W-40, 15W-40, 15W-50

10W, 30, 40, 50

20, 5W-20, 5W-30)

CI-4 PLUS (10W-40, 15W-50)

Mystik JT-8 Synthetic Blend Super Heavy Duty Engine Oils Monogrades

CF, CF-2

(obsolete)

800.248.4684

WWW.CITGOLUBES.COM

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Learn more at totalspecialties.com TSU-0015-2019-NOLN-Banners-mech-banner-2

Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

MIGHTY AUTO PARTS

dexos Specs Met

Other Specs Met

SAE Grades Available

Mighty Engine Guard Full Synthetic dexos1 Gen2

SN PLUS RC

GF-5

dexos1 Gen2

0W-20, 5W-30

Mighty Engine Guard Full Synthetic Diesel Engine Oil

CK-4

5W-40

Mighty Engine Guard Full Synthetic European Formula

SN, CF

A3/B3, A3/ B3, C3

BMW LL-04; Mercedes MB 229.31/229.51, 226.5; Porsche A40; VW 502.00, 505.00, 505.01

5W-30, 5W-40

Mighty Engine Guard Synthetic Blend

SN PLUS RC (0W-20,

GF-5 (0W-

0W-20, 5W-20, 5W-30, 10W-30

5W-20, 5W30, 10W-30)

SN Plus

20, 5W-20, 5W-30, 10W-30)

(10W-40, 20W-50)

Mighty Engine Guard Synthetic Blend Diesel Engine Oil

CK-4

E9, E7, E4, E2

15W-40, 10W-30

Mighty Engine Guard Synthetic Blend High Mileage

SN PLUS

GF-5

5W-20, 5W-30

OL 104: Semi Synthetic Oil Treatment

Mighty VS7 Semi-Synthetic Oil Treatment can be added to conventional motor oil to create semi-synthetic properties.

OL 107: High Mileage Oil Treatment

Mighty VS7 High Mileage Oil Treatment is a formula specially designed for engines over 75,000 miles. Safe to use in cars, trucks, tractors, motorcycles, boats and diesels.

770.448.3900

WWW.MIGHTYAUTOPARTS.COM

April 2019

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TOTAL QUARTZ Energy.

Superior protection in extreme temperatures. TSU-0015-2019-NOLN-Banners-mech-banner-3

Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

PHILLIPS 66

dexos Specs Met

Other Specs Met

SAE Grades Available

Kendall GT-1 Competition

SN/ SN PLUS

20W-50, 50

Kendall GT-1 dexos1

SN PLUS/ RC

GF-5

dexos1 Gen 2

0W-20, 5W-30

Kendall GT-1 Endurance

SN PLUS/ RC (5W-20,

GF-5 (5W-

5W-20, 5W-30, 10W-30, 10W-40

A3/B4-12

5W-30, 5W-40

5W-30, 10W-30)

20, 5W-30, 10W-30)

SN PLUS

(10W-40)

Kendall GT-1 Euro

SN/SL

Kendall GT-1 Euro+

C3-12

5W-30

Kendall GT-1 High Performance

SN PLUS/ RC (0W-20,

GF-5

0W-20, 5W-20, 5W-30, 10W-30, 10W-40

5W-20, 5W30, 10W-30)

SN PLUS (10W-40)

Kendall GT-1 Max

SN PLUS/ RC

GF-5

0W-20, 5W-20, 5W-30, 10W-30

Phillips 66 Shield Armor

SN PLUS/ RC

GF-5

0W-20, 5W-20, 5W-30, 10W-30

Phillips 66 Shield Choice

SN PLUS/ RC (0W-20,

GF-5

0W-20, 5W-20, 5W-30, 10W-30, 10W-40

GF-5 (5W-

5W-20, 5W-30, 10W-30, 10W-40

5W-20, 5W30, 10W-30)

✘ ✘ ✘ ✘

SN PLUS (10W-40)

Phillips 66 Shield Defense

SN PLUS/ RC (5W-20,

5W-30, 10W-30)

20, 5W-30, 10W-30)

SN PLUS

(10W-40)

Phillips 66 Shield Euro-Tech

SN/SL

GF-5

A3/B4-12

5W-30, 5W-40

Phillips 66 Shield EuroTech+

GF-5

C3-12

5W-30

Phillips 66 Shield Firebird

SN PLUS/ RC

GF-5

5W-20, 5W-30

Phillips 66 Shield Valor

SN PLUS/ RC

GF-5

dexos1 Gen 2

0W-20, 5W-30

877.445.9198

WWW.KENDALLMOTOROILS.COM

WWW.PHILLIPS66.COM

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RED LINE SYNTHETIC OIL RED LINE OIL | SPOT COLOR SPECS PMS RED 200C BLACK WHITE

Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

dexos Specs Met

Other Specs Met

SAE Grades Available

0W-20 Motor Oil

SN, SM, SL, SG, CF

GF-5

A5/B5

dexos1

0W-20

0W-30 Motor Oil

SN, SM, SL, SG, CF

GF-5

A5/B6

dexos1

0W-30

0W-40 Motor Oil

SN, SM, SL, CF

A3/B3/B4

0W-40

5W-30 Motor Oil

SN, SM, SL, SJ, SH, SG, CF

GF-5

A3/B3/B4

dexos1

5W-30

5W-50 Motor Oil

SN, SM, SL, SJ, SH, SG, CF

A3/B3/B4

5W-50

10W-40 Motor Oil

SN, SM, SL, SJ, SH, SG, CF

A3/B3/B4

10W-40

10W-60 Motor Oil

SN, SM, SL, SJ, SH, SG, CF

A3/B3/B5

10W-60

15W-40 Diesel Motor Oil

CK-4, CJ-4, CI-4 PLUS, CF, CH-4, CF-4

A3/B4, E5/ E7/E9

15W-40

Euro Series 5W-30 Motor Oil

SN, SM, SL, CF

C2/C3

dexos2

5W-30

Euro Series 5W-40 Motor Oil

SN, SM, SL, CF

C2/C4

dexos2

5W-40

Professional-Series 0W-20 Motor Oil

SN PLUS/ RC

GF-5

dexos1 Gen 2

0W-20

Professional-Series 5W-20 Motor Oil

SN PLUS/ RC

GF-5

5W-20

Professional-Series 5W-30 Motor Oil

SN PLUS/ RC

GF-5

dexos1 Gen 2

5W-30

Professional-Series 5W-30TD Euro Motor Oil

C3-12

BMW LL04; Porsche C30; Mercedes Benz-Approval 229.51; VW-Audi 507.00, 504.00

5W-30

Professional-Series 5W-40 Diesel Motor Oil

CK-4, CJ-4, CI-4 PLUS

E9-08/ E7-08

5W-40

Professional-Series 5W-40 Euro Motor Oil

SN, SM, SL, CF

A3/B4-12

BMW LL01; Porsche A40; Mercedes Benz-Approval 229.5; VW-Audi 505.00, 502.00

5W-40

707.745.6100

WWW.REDLINEOIL.COM

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Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

DuraMAX Advanced Full Synthetic XLT

SN PLUS

GF-5

DuraMAX Full Synthetic

SN PLUS

GF-5

DuraMAX Full Synthetic Euro

GF-5

DuraMAX Syn Blend

SN PLUS

DuraMAX Syn Blend High Mileage

SN PLUS

TSU-0

RELADYNE

dexos Specs Met

Other Specs Met

SAE Grades Available

dexos1

0W-20, 5W-20, 5W-30, 10W-30

dexos1

0W-20, 5W-20, 5W-30, 10W-30

A3 / B4

0W-40, 5W-40

GF-5

dexos1 Gen 2 (5W-30)

5W-20, 5W-30, 10W-30, 10W-40

GF-5

5W-20, 5W-30, 10W-30, 10W-40

Gen 2 (0W20, 5W-30) Gen 2 (0W20, 5W-30)

317.696.3009

WWW.RELADYNE.COM

WWW.DURAMAXOIL.COM

SCHAEFFER’S SPECIALIZED LUBRICANTS

Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

dexos Specs Met

Other Specs Met

SAE Grades Available

Supreme 7000 Synthetic Plus

SN Plus, SN-RC

GF-5

–

Ford WSS-M2C946-A, Ford WSS-M2C929A (5W-30); MIL-PRF-46152E; CID A-A-52039B; General Motors 6094M; Chrysler MS-6395, Chrysler MS- 9214 (5W-30, 10W-30)

5W-30, 10W-30

Supreme 9000 Full Synthetic

SN PLUS

GF-5 (0W-

E7-12, E912 (5W-40)

dexos1 Gen2 (0W-

Ford WSS-M2C945-A (5W-20 and suitable for use 0W-20); Ford WSS-M2C946-A (5W-30 and suitable for use 0W-20); Ford WSS-M2C930-A (5W-20, 5W-30); Ford WSS-M2C929A (5W-30); Ford WSS-M2C-947-A (suitable for use 0W-20); Chrysler MS-6395Q; General Motors 6094M; Toyota and Honda Service Fill Specifications; Honda/Acura H O-06 (0W-20, 5W-20, 5W-30); Military Specifications MIL-PRF-2104H and A-A-52306A; Global Specification DHD-1; JASO DH-1 an DH-2; Mack EO-O Premium Plus-07; Caterpillar CAT ECF-1-a, CAT ECF-2, CAT ECF-3; Cummins CES 20081; Detroit Diesel 7SE 270; Detroit Diesel Power Guard Oil Specification 93 218; MTU Category Type 2 and 2.1; Navistar; Deutz; Mercedes-Benz MB 228.31; Volvo VDS-4; MAN 271, 3275-1 and 3575; Renault RLD-2 and RLD-3; Scania LA, LD-F, LDF-2 (5W-40)

0W-20, 5W-20, 5W-30

SynShield Durability Advantage

CK-4

–

E7-12, E9-12

–

Caterpillar ECF-3; Cummins CES 20081, CES 20086; Detroit Diesel Power Guard Oil Specifications: DDC93K218 DDC93K222; Ford WSS-M2C171-E, WSS-M2C171-F1; Mack EO-O Premium Plus, EOS-4.5; MAN 3275, 3575; MB 228.31; Volvo VDS 4, VDS 4.5; Navistar; John Deere

15W-40

SynShield OTR Plus

CK-4

–

E7-12, E9-12

–

10W-30

SynShield Ultra Performance

CK-4

–

E7-12, E9-12

–

10W-30

(0W-20, 5W-20, 5W-30); CJ-4 (5W-40)

20, 5W-20, 5W-30)

800.325.9962

WWW.SCHAEFFEROIL.COM

www.noln.net

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Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

SERVICE PRO

dexos Specs Met

Other Specs Met

SAE Grades Available

Service Pro dexos1 Gen 2 Full Synthetic Motor oils

GF-5

dexos1 Gen 2

0W-20, 5W30

Service Pro Full Synthetic Motor Oil

GF-5 (0W20, 5W-20, 5W-30, 10W-30)

A3/ B4

A3/ B3-08, A3/ B4-08

0W-16, 0W-20, 0W-40, 5W-20, 5W-30, 5W-40, 10W-30

(0W-40), (5W-40)

Service Pro Synthetic Blend High Mileage Motor Oils

GF-5 (5W-

5W-20, 5W-30, 10W-30, 10W-40, 20W-50

Service Pro Synthetic Blend Motor Oils

GF-5 (5W20, 5W-30, 10W-40)

0W-20, 5W-20, 5W-30, 10W-30

20, 5W-30, 10W-40)

800.313.2463

WWW.SERVICE-PRO.COM

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Helps keep cars younger, TSU-0015-2019-NOLN-Banners-mech-banner-7

Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

TSU-0

SHELL LUBRICANTS

dexos Specs Met

Other Specs Met

SAE Grades Available

Pennzoil Euro AV

VW 502 00/505 00/505 01

Pennzoil Euro L

dexos2

BMW LL-04; Chrysler MS-11106; MB 229.31, 229.51

5W-30

Pennzoil Gold Synthetic Blend

SN, SN PLUS, SM, SL, SJ

GF-5

Dexos1 Gen 2 (0W-

Ford WSS-M2C945-B1 (5W-20), Ford WSS-M2C946-B1 (5W-30), Ford WSS-M2C947-B1 (0W-20), Chrysler MS-6395

0W-20, 5W-20, 5W-30, 10W-30

Pennzoil High Mileage

SN, SN PLUS, SM, SL, SJ

GF-5 (5W-

10W-30, 10W-40)

Chrysler MS-6395; Ford WSS-M2C945-B1 (5W-20), Ford WSS-M2C946-B1 (5W-30), Chrysler MS-6395 (5W-20, 5W-30,

5W-20, 5W-30, 10W-30, 10W-40

Pennzoil Platinum Euro Full Synthetic

SL (5W-30), SN (0W-40,

A3/B3, A3/ B4

BMW LL-01 (5W-30, 5W-40), Chrysler MS-10725, MS-10850, MS-12991; MB 229.3, 229.5, 226.5; VW 502 00/505 00; Porsche A40;, PSA B71 2296; Fiat 9.55535-Z2, 9.55535-N2 (5W-40)

0W-40, 5W-30, 5W-40

Pennzoil Platinum Euro JL

SL, SJ

JLR STJLR.51.5122

0W-20

Pennzoil Platinum Euro LX

C2, C3

Chrsyler MS-90047; Fiat 9.55535-DS1, 9.55535-GS1; MB 229.31, 229.51, 229.52; Porsche C30; VW 504 00/507 00

0W-30

Pennzoil Platinum Racing

SN, SM, SL (10W-60), SJ (5W-40, 10W-60)

A3/B3, A3/ B4

Ferrari (5W-40); Maserati (10W-60)

5W-40, 10W-60

Pennzoil Platinum with PurePlus Technology Full Synthetic

SN, SN PLUS, SM, SL, SJ

GF-5 (0W-

A1/B1, A5/ B5 (5W-30)

dexos1 Gen 2 (0W-

Chrysler MS-6395 (0W-20, 5W-20, 5W-30, 10W-30); Ford WSS-M2C945-B1 (5W-20); Chrysler MS-13340; Ford WSSM2C946-B1; Honda/Acura HTO-06 (5W-30); Ford WSS-M2C947-B1 (0W-20)

0W-16, 0W-20, 5W-20, 5W-30, 10W-30, 5W-50

Pennzoil Ultra Platinum with PurePlus Technology Full Synthetic

SN, SN PLUS, SM, SL, SJ

GF-5 (0W-

A1/B1, A5/ B5 (5W-30)

Chrysler MS-6395 (0W-20, 5W-20, 5W-30, 10W-30); Chrysler MS-12633 SRT (0W-40); Ford WSS-M2C945-B1 (5W-20); Ford WSS-M2C946-B1 (5W-30); Ford WSS-M2C947-B1 (0W-20)

0W-20, 5W-20, 5W-30, 10W-30, 0W-40

Quaker State Enhanced Durability Synthetic Blend

SN, SN PLUS, SM, SL, SJ

GF-5

Chrysler MS-6395 (5W-20, 5W-30, 10W-30); Ford WSS-M2C945-A (5W-20); Ford WSS-M2C946-A (5W-30)

5W-20, 5W-30, 10W-30

Quaker State High Mileage Synthetic Blend

SN, SN PLUS, SM, SL, SJ

GF-5 (5W-

Chrysler MS-6395 (5W-20, 5W-30,10W-30); Ford WSS-M2C945-A (5W-20); Ford WSS-M2C946-A (5W-30)

5W-20, 5W-30, 10W-30, 10W-40

Quaker State Synthetic Blend

SN, SN PLUS, SM, SL, SJ

GF-5

dexos1 Gen 2

0W-20, 5W-20, 5W-30

Quaker State Ultimate Durability

SN, SN PLUS, SM, SL, SJ

GF-5

dexos1 Gen 2 (0W-

Chrysler MS-6395 (0W-20,5W-20, 5W-30, 10W-30); Ford WSS-M2C947-A (0W-20); Ford WSS-M2C945-A (5W-20); Ford WSS-M2C946-A (5W-30)

0W-20, 5W-20, 5W-30, 10W-30

Quaker State Ultimate Durability European

SN (5W-40), SN PLUS

A3/B3, A3/ B4

Porsche A40; BMW LL-01; Chrysler MS-10725, Chrsyler MS-10850 (5W-40); MB 226.5 (0W-40); MB 229.3, 229.5; VW 502 00/505 00 (0W-40, 5W-40)

5W-40

Quaker State Ultimate Durability European L

BMW LL-04; Chrysler MS-11106; MB 229.31, 229.51

5W-30

Shell Rotella Gas Truck

SN, SN PLUS

GF-5

dexos1 Gen 2

Chrysler MS-6395 (0W-20, 5W-20, 5W-30); Ford WSS-M2C947-B1 (0W-20); Ford WSS-M2C945-B1 (5W-20); Ford WSSM2C946-B1 (5W-30)

0W-20; 5W-20; 5W-30

20, 5W-30, 10W-30)

5W-40)

20, 5W-20, 5W-30, 10W-30) 20, 5W-20, 5W-30, 10W-30)

20, 5W-30, 10W-30)

20, 5W-20, 5W-30)

(0W-40)

800.BESTOIL

20, 5W-20, 5W-30)

WWW.PENNZOIL.COM

5W-30

(0W-20, 5W-20, 5W-30, 10W-30)

WWW.PUREPLUS.COM

WWW.QUAKERSTATE.COM

WWW.ROTELLA.COM

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Product Name

API Specs Met

ILSAC Specs Met

ACEA Specs Met

TOTAL SPECIALTIES USA

dexos Specs Met

Other Specs Met

SAE Grades Available

TOTAL QUARTZ 7000 Future XT

SN PLUS

GF-5

Kia-Hyundai; Ford WSS-M2C945-A (5W-20); Ford WSS-M2C946-A (5W-30); GM 6094M

5W-20, 5W-30, 10W-30

TOTAL QUARTZ 9000 Energy

SN, CF (5W40, 0W-40); SL (0W-30);

A3/B4

Porsche A40 (0W-40, 5W-40); VW/Audi 502.00 505.00; MB 229.5; BMW LL-01 (5W-30); Volvo VCC 95200356 (0W-30); Aston Martin service fill; Ford WSS-M2C937- (0W-40)

0W-30, 5W-30, 0W-40, 5W-40

SL, CF

(5W-30)

TOTAL QUARTZ 9000 Future

SN PLUS

GF-5

0W-20

TOTAL QUARTZ 9000 Future EcoB

Jaguar/Land Rover STJLR 03.5004; Ford WSS-M2C948-B

5W-20

TOTAL QUARTZ 9000 Future FGC

SN PLUS

GF-5

dexos1 Gen 2

Kia-Hyundai; Ford WSS-M2C947-A (0W-20); Ford WSS-M2C946-B1 (5W-30); Chrysler MS-6395 (5W-30)

0W-20, 5W-30

TOTAL QUARTZ 9000 Future NFC

A5/B5

Jaguar/Land Rover STJLR 03.5003; Ford WSS-M2C913-D

5W-30

TOTAL QUARTZ 9000 Future XT

SN PLUS

GF-5

Kia-Hyundai; Ford WSS-M2C945-A (5W-20); Ford WSS-M2C946-A (5W-30); Ford (10W-30); GM 6094M

5W-20, 5W-30, 10W-30

TOTAL QUARTZ Ineo Dynamics

GF-5

BMW LL-17FE+; Aston Martin first fill and service fill

0W-20

TOTAL QUARTZ Ineo Efficienc

SN, CF

C2/C3

MB 229.51; BMW LL-04

0W-30

SN, CF

Porsche C30, VW/Audi 504.00, 507.00 (0W-30, 5W-30); MB 229.51; BMW LL-04 (5W-30); Porsche C20; VW/Audi 508.00, 509.00 (0W-20)

0W-20, 0W-30, 5W-30

TOTAL QUARTZ Ineo MC3

SN PLUS, CF

dexos2

MB 229.52; BMW LL-04; Chrysler MS-11106; Kia-Hyundai

5W-30

TOTAL QUARTZ Racing

BMW M Series (10W-60)

10W-50, 10W-60

TOTAL RUBIA G9 Diesel Engine Oil

General Motors Electro-Motive Division Generation 5, General Electric Generation 4 LL

TOTAL RUBIA Gas 5M 15W-40

Cummins CES 20074; Isuzu

15W-40

TOTAL RUBIA OPTIMA 1100 15W-40

CK-4, CJ-4, CI-4 PLUS, CI-4, CH-4, SN

E9-16/E7

Mack EO-S 4.5; Vovo VDS-4.5; Cummins CES 20086; Detroit Diesel DFS 93K2222; MB 228.31; MAN M3575; Renault RLD-4; Ford WSS-M2C171-F1

15W-40

TOTAL RUBIA OPTIMA 1100 FE 10W-30

CK-4, CJ-4, CI-4 PLUS, CI-4, CH-4

E9-16/E7

Mack EO-S 4.5; Volvo VDS-4.5; Cummins CES 20086; Detroit Diesel DFS 93K2222; MB 228.31; MAN M3575; Renault RLD-4; FORD WSS-M2C171-F1

10W-30

TOTAL RUBIA OPTIMA 1300 15W-40

CK-4, CJ-4, CI-4 PLUS, CI-4, CH-4, SN

E9-16/E7

Mack EO-S 4.5; Vovo VDS-4.5; Cummins CES 20086; Detroit Diesel DFS 93K2222; MB 228.31, MAN M3575, Renault RLD-4; Ford WSS-M2C171-F1

15W-40

TOTAL RUBIA OPTIMA 1500 5W-40

CK-4, CJ-4, CI-4 PLUS, CI-4, CH-4, SN

E9-16/E7

Mack EO-S 4.5; Vovo VDS-4.5; Cummins CES 20086; Detroit Diesel DFS 93K2222; MB 228.31; Renault RLD-4

5W-40

TOTAL RUBIA OPTIMA 2100 XFE 10W-30

FA-4

Cummins CES 20087; Detroit Diesel DFS 93K223

10W-30

TOTAL RUBIA S10, S30, S40, S50

CF/SF, CF-2, E2

10W, 30, 40, 50

TOTAL QUARTZ Ineo Long Life

(5W-30)

800.323.3198

WWW.TOTALSPECIALTIES.COM

April 2019

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TOTAL RUBIA superior CK-4, FA-4 protection. TSU-0015-2019-NOLN-Banners-mech-banner-6

Product Name

Valvoline Advanced Full Synthetic

API Specs Met

SN PLUS

(0W-16, 0W-20, 5W20, 5W-30), SN (0W-16, 0W-20, 5W20, 5W-30, 0W-40, 20W-50)

ILSAC Specs Met

GF-5 (0W-

ACEA Specs Met

A3/B3, A3/

20, 5W-20, 5W-30)

B4 (0W-40, 20W-50)

VALVOLINE

dexos Specs Met

Other Specs Met

SAE Grades Available

dexos1 Gen2 (0W-

Ford WSS-M2C945-B1, WSS-M2C946-B1, WSS-M2C947-B1; Chrysler MS-6395 (0W-20, 5W-20, 5W-30); Mercedes Benz-Approval MB 229.3, MB 229.5; VW 502.00, 505.00; BMW LL-01; Porsche A40 (0W-40)

0W-16, 0W-20, 5W-20, 5W-30, 0W-40, 20W-50

20, 5W-20, 5W-30)

Valvoline Advanced Full Synthetic HST

A3/B3, A3/ B4

MB 229.3, MB 229.5; VW 502.00, 505.00; BMW LL-01; Porcshe A40

5W-40

Valvoline Advanced Full Synthetic MST

dexos2

Mercedes Benz-Approval MB 229.3, MB 229.5, MB 229.51, MB 229.52 (5W-30); VW 505.01, 502.00, 505.00; BMW LL-04; Porsche A40 (5W-40)

5W-30, 5W-40

Valvoline Advanced Full Synthetic XL-III

VW 505.01, 502.00, 505.00, 504.00, 507.00; Porsche C30

5W-30

Valvoline Full Synthetic

SN PLUS

GF-5

dexos1 Gen2

Ford WSS-M2C945-B1, WSS-M2C946-B1, WSS-M2C947-B1; Chrysler MS-6395

0W-20, 5W-20, 5W-30

Valvoline Full Synthetic High Mileage with MaxLife Technology

SN PLUS

GF-5

dexos1 Gen2

Ford WSS-M2C945-B1, WSS-M2C946-B1, WSS-M2C947-B1; Chrysler MS-6395

0W-20, 5W-20, 5W-30, 10W-30

Valvoline High Mileage with MaxLife Technology

SN PLUS

GF-5

Ford WSS-M2C945-B1, WSS-M2C946-B1, WSS-M2C947-B1; Chrysler MS-6395

0W-20, 5W-20, 5W-30, 10W-30, 10W-40, 20W-50

Valvoline Premium Blue 8600 ES

CK-4

E9/E7

CES 20086; Mack EOS-4.5; Volvo VDS-4.5; Detroit Diesel DFS 93K222, DFS 93K218; Deutz DCQ III-10LA; Renault VI RLD-4; Mercedes Benz-Approval MB 228.31; MTU Category 2.1; JASO DH-2

10W-30, 15W-40

Valvoline Premium Blue 8700 FE

FA-4

CES 20087; DFS 93K223; WSS-M2C214-B1

10W-30

Valvoline Premium Blue Extreme

CK-4, SN

E9/E7

CES 20086; Mack EOS-4.5; Volvo VDS-4.5; Detroit Diesel DFS 93K222, DFS 93K218; Renault VI RLD-4; Mercedes Benz-Approval MB 228.31; Ford WSS-M2C171-F1; Chrysler MS-10902

5W-40

Valvoline Premium Blue One Solution

CK-4, SN

CES 20092, CES 20086, CES 20085; Mack EOS-4.5; Volvo VDS-4.5; Detroit Diesel DFS 93K222; Renault VI RLD-4

10W-30, 15W-40

Valvoline VR1 Racing

10W-30, 20W50, 50

Valvoline VR1 Synthetic Racing

5W-30, 10W-20, 20W-50

1.800.TEAM.VAL

WWW.VALVOLINE.COM

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FULL PAGE AD p. 31

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The Sea of Specs:

Why It’s Important to Use the Oil Recommended by the OEM

By Steve Swedberg

e’ve all been there: A customer pulls up to have his oil changed. The service writer looks and sees that the vehicle in question isn’t an Americanmade product and immediately starts thinking, “What oil does this one require?” Not too many years ago, the answer would have been the bulk oil in the right viscosity grade. A safe bet would have been an SAE 5W-30 or SAE 10W-30. Today, that’s not a sure bet. It isn’t even a good idea; at least without going to the book to fi d out what the vehicle

manufacturer recommends. However, that’s not easy since there are so many auto makers out there and more and more each is going their own way. For example, General Motors now recommends their dexos brand of engine oil. The European automakers all seem to have their own set of oil specifications that convolutes the problem even more. The Japanese have their “Genuine” oils, which are formulated by the OEMs themselves and are specific to their brand. Add to that the shop’s desire to sell up versus the basic product, and you have a pretty complex situation.

The need for a simplified recommendation system is more important than ever. There’s another factor to consider as well — what does your customer want? There are several types of customers, and which one is the person to whom you’re speaking? About 5 percent of the folks coming into your shop could be classified as those who want the best no matter the cost. Another 25 percent or so are brand loyal (maybe two or three brands). About 50 percent would like a reasonable product at a good price, and the remaining 20 percent want it cheap, cheap and

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Contact Gayle McMillin

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cheap. To provide for all of these buying types, a “good,” “better,” “best” set of oils is important. The simplest way to handle that is with products based on conventional, semi-synthetic and fullsynthetic base oils. The system should be able to identify the proper performance recommendation, a secondary recommendation in case your shop doesn’t carry an appropriate product, the desired viscosities and, of course, the

vehicle in question. That makes it a threedimensional system. It gets complex pretty quickly. Here’s an illustration of just how complex it can get. Recently, API introduced a new oil category, API SN-Plus, and its fuelefficient version, API SN-Plus Resource Conserving. These categories are needed for the newer designs based on direct injection, turbocharged, gasoline fueled engines. The leader in this effort is Ford. Because of the

FORD

Chart 1: FORD Oil Brand Motorcraft Synthetic Blend

Motorcraft Full Synthetic

Pennzoil or any other oil marketer

Application

Viscosity, SAE

Performance

All Ford Engines

0W-20, 0W-30, 5W-30

API SN Plus RC

All Ford Engines

0W-20, 0W-30, 5W-30

All Ford Engines

API SN Plus RC

0W-20, 0W-30, 5W-30

API SN Plus RC

Chart 2: BMW Brands Oil Brand

Application

Viscosity

Performance

Street Turbo

SAE 0W-30

API SN ACEA A5/B5

’01 to ’13 M engines

SAE 10W-60

SULEV

SAE 0W-20

TwinTurbo LL-01 FE

TwinTurbo (being replaced by 0W-30)

Street Turbo

TwinPower Turbo M LL-01

TwinPower Turbo M Synthetic

Turbo Diesels

TwinTurbo

Diesel Engines

Genuine BMW FE+

SAE 5W-30

SAE 0W-40

SAE 5W-30

API SN ACEA A5/B5 API SN ACEA A5/B5

API SN ACEA A3/B4

API SN ACEA A5/B5

API SN-RC ACEA A5/B5

Chart 3: Competitive Brands Oil Brand Red Line Synthetic Red Line Synthetic

Application

Viscosity

Performance

Street Turbo

SAE 0W-30

API SN ACEA A5/B5

Turbo Diesels

SAE 5W-40

API SN ACEA A3/B4

Street Turbo

Castrol Syntec European Formula

Turbo Diesels

Mobil 1

Street Turbo

Pennzoil Platinum European Formula

SAE 5W-30 SAE 0W-40 SAE 0W-40

API SN ACEA A5/B5 API SN ACEA A3/B4 API SN ACEA A3/B4

Chart 4: VW/AUDI Audi Oil Quality Std. VW 502.00

Viscosity, SAE

Castrol

Edge Professional G E521671QDSP

5W-40

Mobil

Mobil 1

VW 502.00

Pennzoil

VW 505.01

Chevron

VW 505.01

Oil Type

Chevron

VW 505.01

Manufacturer

VW 502.00

VW 505.01

www.noln.net

NOLN_Apr19 BOOK.indb 34

API backward compatibility requirement, this category of engine oil is suitable for all earlier engines, not only at Ford, but for all domestic (except GM) and Japanese engines. However, the European OEMs are a different breed and are reluctant to recommend oils other than their specification oils. Europe has a system similar to, but more complex than, the API categories, known as the ACEA Oil Sequences. Here is an example of the complexity of oil selection for a fast oil change operation.

Castrol Mobil

Pennzoil

Havoline Ultra

Pennzoil Platinum European Formulation Edge Professional G E521671QDSP Havoline Ultra S

Mobil Syst S Special V

Pennzoil Platinum Low SAPS

Ford owner’s manual states that these are the preferred oils for their engines. • Motorcraft Synthetic Blend Oils meet ILSAC GF-5 SN Plus and API certification requirements. • Motorcraft Full Synthetic Oils provide the highest level of performance for Ford Motor Company vehicles. See Chart 1 Viscosity grades are SAE 0W-20, SAE 0W-30 and SAE 5W-30. These are all viscosity grades of the API SN Plus RC and API/ILSAC GF-5. Ford has an SAE 10W30, but is not recommended for the latest applications — a very straight-forward recommendation. This says that Ford has decided to use the same oil for all their vehicles and only use the conventional, semi- and full-synthetic base oil for product differentiation. This is similar to most North American and Japanese automakers. General Motors is the only dissenter with their dexos products. Let’s look at another vehicle, BMW. Thisis a European product and uses ACEA specifications, as well as API categories. It is much more complex but doesn’t actually identify approved brands — only their products plus the performance categories met.

BMW BRANDS See Chart 2

5W-40

0W-40

5W-40

5W-40 5W-40

5W-30

3/14/19 11:02 AM

COMPETITIVE BRANDS

• Approved Engine Oils: Below are the lists of engine oils available in North America that currently meet Audi oil quality standards (VW 501 01, 502 00, 504 00, 505 00, 505 01, 507 00, 508 00, 509 00). What follows are eight pages of oils known to VW/Audi as meeting their various oil specifications. Castrol products are preferred. Here’s a sample from their specifi ation pages. See Chart 4

See Chart 3

VW/AUDI

VW/Audi is very specific about what oils can be used in their engines. Their recommendations are made based on the specification, and only oils approved on that list may be used. The following is their statement on their specification pages. • Oil Quality: Audi engines must always use engine oils that conform to the applicable Audi oil quality standard. No other engine oils may be used (this also applies when the engine oil is topped off between services). • Recommendation for Customers: Th customer should always have a spare quart of engine oil in case the engine oil needs topping off while on the road. The spare quart of oil should be stored in its original container, securely closed and stowed in the vehicle luggage compartment. • Note: Use of the wrong oil may damage the engine. Damage caused when the wrong oil is used will not be covered by the applicable vehicle warranties.

Navigating the Sea of Specs

From all of the above, it is apparent that carrying a complete line of engine oils is impossible. The complexity of specifications, viscosity grades, country of origin and other factors puts a fast oil change shop in a real quandary. One approach that makes a lot of sense is to carry the one or two oils in bulk that satisfy the largest percentage of your customers. Have one or two oils that may meet some of the exotics that you may expect to come into your shop. The golden rule of oil changes is read the owner’s manual if you don’t know for sure! Often

there will be a recommendation such as that found in GM vehicles: “Selecting the right engine oil depends on both the proper oil specification and viscosity grade. See Recommended Fluids and Lubricants Specification. Ask for and use engine oils that meet the dexos1 specification. Engine oils that have been approved by GM as meeting the dexos1 specification are marked with the dexos1 approved logo.” In addition, GM as well as other manufacturers state the following: “Caution — Failure to use the recommended engine oil or equivalent can result in engine damage not covered by the vehicle warranty.” A major project for the industry would be to collect the engine oil recommendations for each manufacturer/ engine and identify suppliers, brand names, viscosity grades and part numbers where appropriate. Otherwise, you’ll need a good contact with your primary oil supplier who knows the ins and outs of the oil specifications game. 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. 2007-2013 BMW X5; 2008-2014 BMW X6 BMW of North America LLC is recalling certain 2007-2013 X5 xDrive30i, X5 xDrive35i, X5 xDrive48i, X5 xDrive50i and X5 M vehicles, 2008-2014 X6 xDrive35i, X6 xDrive50i and X6 M vehicles, 20092013 X5 xDrive35d vehicles and 20102011 X6 ActiveHybrid vehicles. 2014 BMW X6

These vehicles are equipped with certain air bag inflators assembled as part of the passenger frontal air bag modules used as original equipment or replacement equipment. In the event of a crash necessitating deployment of the passenger frontal air bag, these inflators may explode due to propellant degradation occurring after long-term exposure to absolute humidity and temperature cycling. An inflator explosion may result in sharp metal fragments striking the driver or other occupants resulting in serious injury or death. BMW will notify owners, and dealers will replace the passenger frontal air bag module, free of charge. 2015 BMW X1 SAV BMW of North America LLC is recalling certain 2015 X1 sDrive28i, X1 xDrive28i and X1 xDrive35i vehicles. These vehicles are equipped with air bag inflators assembled as part of the driver frontal air bag modules, used as original 36

2015 BMW X1

equipment or replacement equipment, 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. BMW will notify owners, and dealers will replace the driver’s frontal air bag module, free of charge. 2012-2015 Mercedes-Benz C250; 2010-2014 Mercedes-Benz C300; 2010-2015 Mercedes-Benz C350, C63 AMG, GLK350; 2010, 2013 Mercedes-Benz E350; 2015-2017 Mercedes-Benz E400; 2010-2017 Mercedes-Benz E550; 2013-2015 Mercedes-Benz GLK250; 2011-2014 Mercedes-Benz SLS; 2011-2012, 2014 Mercedes-Benz E350 Mercedes-Benz USA, LLC is recalling certain 2014 C250, C300 4Matic, C350, C63 AMG, E350 4Matic Coupe, E350 Cabrio, E350 Coupe, SLS AMG Cabrio, SLS AMG Coupe; 2014-2015 C250 Coupe, C350 4Matic Coupe, C350 Coupe, C63 AMG Coupe, GLK 350, GLK250 BlueTec 4Matic, GLK350 RWD; 2015-2017 E400 4Matic Coupe, E400 Cabrio, E400 Coupe; 20142017 E550 Cabrio; and 2014-2016 E550 Coupe 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, MBUSA is recalling certain 2012-2014 C250, E350 4Matic Coupe, SLS AMG Cabrio; 2012-2015 C250 Coupe, C350 4Matic Coupe, C350 Coupe, C63 AMG Coupe; 2011 C300; 2011-2014 C300 4Matic, C350, C63 AMG, E350 Cabrio,

E350 Coupe, SLS AMG Coupe; 20152016 E400 4Matic Coupe, E400 Cabrio, E400 Coupe; 2011-2016 E550 Cabrio, E550 Coupe; 2011-2015 GLK350 4Matic, GLK350 RWD; and 2013-2015 GLK250 BlueTec 4Matic vehicles ever registered in the states of Arizona, Arkansas, Delaware, Washington DC, 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.” MBUSA is also recalling certain 2012-2014 C250, E350 4Matic Coupe, SLS AMG Cabrio; 2012-2015 C250 Coupe, C350 4Matic Coupe, C350 Coupe, C63 AMG Coupe; 2010-2011 C300; 20102014 C300 4Matic, C350, C63 AMG, E350 Coupe; 2011-2014 E350 Cabrio, SLS AMG Coupe; 2015-2016 E400 4Matic Coupe, E400 Cabrio, E400 Coupe; 2016-2017 E550 Cabrio; 2010-2016 E550 Coupe; 2010-2015 GLK350 4Matic, GLK350 RWD; and 20132015 GLK250 BlueTec 4Matic vehicles ever registered in the states of Alaska, Colorado, Connecticut, Idaho, Iowa, Maine, Massachusetts, Michigan, Minnesota, Missouri, New Hampshire, New York, North Dakota, Oregon, Rhode Island, South Dakota, Utah, Vermont, Washington, Wisconsin and Wyoming or “Zone C.”

CMY

2014 Mercedes-Benz C63 AMG

These vehicles are equipped with air bag inflators assembled as part of the passenger frontal air bag modules 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 passenger or other occupants resulting in serious injury or death. MBUSA will notify owners, and dealers will replace the passenger frontal air bag module, free of charge.

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2010-2013 Subaru Forester; 20102011 Subaru Impreza; 2010-2014 Subaru Legacy, Outback, Tribeca, WRX Subaru of America Inc. is recalling certain 2010-2013 Forester; 2010-2014 Tribeca, WRX, Outback, Legacy; and 2010-2011 Impreza 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. These vehicles are equipped with certain air bag inflators assembled as part of the passenger frontal air bag modules used as original equipment or replacement equipment. In the event of a crash necessitating deployment of the passenger frontal air 2013 Subaru Forester

bag, these inflators may explode due to propellant degradation occurring after long-term exposure to absolute humidity and temperature cycling. An explosion of an inflator within the passenger frontal air bag module may result in sharp metal fragments striking the front seat passenger, driver or other occupants resulting in serious injury or death. Subaru has notified owners, and dealers will replace the front passenger air bag inflator, free of charge. 2014-2015 Ferrari 458, 458 Italia, 458 Speciale, 458 Spider; 2016-2018 Ferrari 488 GTB, 488 Spider; 2014 Ferrari California; 2015-2018 Ferrari California T; 2014-2017 Ferrari F12 Berlinetta; 2016-2017 Ferrari F12 TDF; 2016 Ferrari F60 America; 2014-2016 Ferrari FF; 2017-2018 Ferrari GTC4Lusso; 2015 Ferrari Speciale A Ferrari North America is recalling certain 2014 Ferrari California; 2014-2015 Ferrari 458 Italia, 458 Spider; 2014-2016 Ferrari FF; 2014-2017 Ferrari F12; 20152018 Ferrari California T; 2015 Ferrari 458 Speciale A; 2016 Ferrari F60 America;

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2016-2017 Ferrari F12 TDF; 20162018 Ferrari 488 GTB, 488 Spider; and 2017-2018 Ferrari GTC4Lusso vehicles nationwide. These vehicles are equipped with certain air bag inflators assembled as part of the passenger frontal air bag modules used as original equipment or replacement equipment. In the event of a crash necessitating deployment of the passenger frontal air bag, these inflators may explode due to propellant degradation occurring after long-term exposure to absolute humidity and temperature cycling. An inflator explosion may result in sharp metal fragments striking the driver or other occupants resulting in serious injury or death. Ferrari will notify owners, and dealers will replace the passenger frontal air bag assembly, free of charge. 2015-2017 Freightliner Sprinter 2500, Sprinter 3500; 2015-2017 MercedesBenz Sprinter 2500, Sprinter 3500 Daimler Vans USA LLC is recalling certain 2015-2017 Freightliner Sprinter 2500 and 3500 and Mercedes-Benz Sprinter 2500 and 3500 vehicles. These vehicles are equipped with certain air bag inflators assembled as part of the driver frontal air bag modules used as original equipment or replacement equipment. In the event of a crash necessitating deployment of the driver frontal air bag, these inflators may explode due to propellant degradation occurring after long-term exposure to absolute humidity and temperature cycling. An inflator explosion may result in sharp metal fragments striking the driver or other occupants resulting in serious injury or death. DVUSA will notify owners, and dealers will replace the front driver air bag module, free of charge. 2011-2017 Kia Optima; 2012-2017 Kia Sorento; 2011-2018 Kia Sportage Kia Motors America is recalling certain 2011-2017 Optima, 2012-2017 Sorento

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and 2011-2018 Sportage vehicles that previously received an engine replacement under recall No. 17V-224, warranty or the Knock Sensor Detection System (KSDS) Product Improvement Campaign. The high-pressure fuel pipe that connects to the fuel pump outlet may have been damaged, misaligned or improperly torqued during the engine replacement procedure, possibly causing a fuel leak. 2017 Kia Optima

A fuel leak in the presence of an ignition source can increase the risk of a fi e. Kia has notified owners, and dealers will inspect and replace the fuel pipe, as necessary, free of charge.

2019 Ram 1500

Chrysler will notify owners, and dealers will repair the adjustable pedal assembly, free of charge. 2019 Mercedes-Benz Sprinter Daimler Vans USA, LLC is recalling 2019 Mercedes-Benz Sprinter VS30 vehicles. The steering shaft that connects to the steering gear may disconnect without warning. The steering shaft disconnecting from the steering gear can cause a sudden loss of steering control, increasing the risk of a crash.

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Unexpectedly downshifting into fi st gear may result in a loss of vehicle control, increasing the risk of a crash. Ford will notify owners, and dealers will reprogram the powertrain control module, free of charge. 2019 Ram 1500 Chrysler is recalling certain 2019 Ram 1500 vehicles equipped with adjustable pedals. The affected vehicles have a brake pedal that may move too far and separate from the pedal assembly. If the brake pedal separates from the pedal assembly, the driver may be unable to brake the vehicle, increasing the risk of a crash.

Daimler Vans will notify owners, advising them to stop driving the vehicle immediately. Dealers will inspect the bolts connecting the steering shaft to the steering gear, fully tightening and/ or adjusting them, as necessary, free of charge. 2016-2018 Acura MDX; 2015-2019 Acura TLX; 2015-2017 Honda Accord Honda is recalling certain 2016-2018 Acura MDX, 2015-2019 Acura TLX and 2015-2017 Honda Accord vehicles, equipped with a 3.5L V6 engine. 2017 Acura MDX

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Particulates in fuel may adhere to the internal components of the fuel pump, reducing its performance. Reduced fuel pump performance can result in an engine stall, increasing the risk of a crash. Honda will notify owners, and dealers will update the fuel injection engine control unit (FI-ECU) software and, if necessary, replace the fuel pump, free of charge. 2014-2017 Ram 2500; 2013-2017 Ram 3500 Chrysler is recalling certain 2013-2017 Ram 3500 and 2014-2017 Ram 3500 Chassis Cab and Ram 2500 vehicles. 2017 Ram 3500

2019 Ram 1500 Chrysler is recalling certain 2019 Ram 1500 vehicles. The battery ground fastener on the driver-side front fender may have been improperly secured, possibly resulting in a loss of power steering assist. A loss of power steering could vary the steering effort required, possibly causing vehicle oversteer or understeer, increasing the risk of a crash. Chrysler has notified owners, and dealers will properly secure the ground fastener, free of charge.

2017-2019 Honda Ridgeline Honda is recalling certain 2017-2019 Ridgeline trucks. 2017 Honda Ridgeline

2017-2018 Honda Clarity Fuel Cell Honda is recalling certain 2017-2018 Clarity Fuel Cell vehicles previously repaired under recall 18V-068. 2018 Honda Clarity Fuel Cell

2010-2011 Chevrolet Malibu General Motors LLC is recalling certain 2010-2011 Chevrolet Malibu vehicles. In the event of a crash necessitating deployment of the driver frontal air bag, the air bag inflator may explode due to being overpressurized. 2011 Chevrolet Malibu

The outboard steering linkage jam nut may loosen, allowing one end of the drag link to separate. A drag link separation can cause a loss of steering control, increasing the risk of a crash. Chrysler will notify owners, and dealers will check the steering linkage jam nut tightness, replacing the drag link assembly or welding the nut to the adjuster sleeve, free of charge.

improperly torqued during the engine replacement procedure, allowing fuel to leak from the pipe. A fuel leak in the presence of an ignition source can increase the risk of a fi e. Hyundai will notify owners, and dealers will inspect and replace the fuel pipe, as necessary, free of charge.

If the inflator explodes, sharp metal fragments may strike the driver or other occupants resulting in serious injury or death. GM has notified owners, and dealers will replace the front driver air bag module, free of charge.

The previous software remedy may have been incomplete. As a result, the fuel cell control unit (FC-ECU) may misinterpret a small cell voltage drop, causing the vehicle to have a partial or complete loss of power. A loss of power can increase the risk of a crash. Honda has notified owners, and dealers will update the FC-ECU software, free of charge. 2019 Jeep Cherokee Chrysler is recalling certain 2019 Jeep Cherokee vehicles. 2019 Jeep Cherokee

2013-2014 Hyundai Santa Fe Sport; 2011-2014 Hyundai Sonata Hyundai Motor America is recalling certain 2011-2014 Sonata and 2013-2014 Santa Fe Sport vehicles previously repaired under recall No. 15V-568 and No. 17V-226. 2014 Hyundai Santa Fe

Exposure to acids, such as from car wash soaps, can result in the fuel pump feed port cracking. A crack in the fuel pump feed port can allow pressurized fuel to leak out, increasing the risk of a fi e. Honda will notify owners, and dealers will replace the fuel pump, if necessary, and install a fuel pump cover, free of charge. 40

The high-pressure fuel pipe that connects to the fuel pump outlet may have been damaged, misaligned or

The instrument cluster may fail, resulting in a lack of activation of warning chimes, messages and gauges. Without the activation of warning chimes, messages and gauges to provide vehicle information to the driver, there would be an increased risk of a crash. Chrysler has notified owners, and dealers will inspect and, as necessary, replace the instrument cluster, free of charge.

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2009 Nissan Murano Nissan of North America Inc. is recalling certain 2009 Murano vehicles. 2009 Nissan Murano

The valves within the ABS Hydraulic Control Units (HCU) may react with brake flu ds containing specific corrosion preventative additives. This reaction may cause the valves to not close properly. If the valves do not properly close, additional brake pedal travel may be required to stop the vehicle, increasing the risk of a crash. Nissan has notified owners, and dealers will fl sh the brake system with DOT 4 flu d. The HCU will then be tested to detect a possible stuck-valve condition. If necessary, the HCU will be replaced, free of charge. 2015-2017 Nissan Altima Nissan North America Inc. is recalling certain 2015-2017 Altima vehicles, previously

remedied under recall No. 17V-040. The door-latch cable may not have been routed properly in the rear door when the remedy was applied. As a result, the cable may interfere with the window regulator causing the rear passenger door to unlatch and inadvertently open without warning when the window is lowered. If the rear passenger door opens while the vehicle is moving, the rear passengers have an increased risk of injury. 2017 Nissan Altima

Nissan will notify owners, and dealers will secure the latch-lock cables in the correct position using the new remedy procedure, free of charge. 2019 Mercedes-Benz CLS450, CLS53 Mercedes-Benz USA LLC is recalling certain 2019 CLS450, CLS450 4Matic and CLS53 AMG vehicles.

2019 Mercedes-Benz CLS53

The horizontal adjustment screw may not be effectively sealed, allowing the headlights to be improperly adjusted. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 108, “Lamps, Reflective Devices and Associated Equipment.” If the headlights are not properly adjusted, the driver may have reduced visibility, increasing the risk of a crash. MBUSA has notified owners, and dealers will inspect the horizontal headlight adjustment screws, sealing them as necessary, free of charge. An interim letter was mailed to owners on February 13, 2019, notifying them of the issue. A second notification letter will be sent when the repair is available. S

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NUTS & BOLTS

First introduced to American car buyers in 1976, the Honda Accord is the secondlongest-running automotive nameplate in Honda’s history, after the Honda Civic. The Accord was the fi st automobile from a Japanese automaker to be manufactured in America and has been in continuous production at the company’s Marysville, Ohio, auto plant since November 1, 1982. The 10th generation of the Honda Accord was introduced as the 2018 model year. All-new from the ground-up, the new Accord is built on a new platform with a lower, wider stance, a lighter and more rigid unibody structure; a lighter and more sophisticated chassis; three advanced new power units, including Accord’s fi st-ever turbocharged engines, a new 10-speed automatic transmission and a third-generation two-motor hybrid system. Virtually everything on the Accord is new and substantially reengineered. In reimagining the Accord, designers shrunk the Accord’s footprint while expanding its interior space. The move to four-cylinder engines across the lineup was a key com42

Tech Spec: 2018 Honda Accord

ponent of this approach, allowing a shorter engine bay while also reducing weight and improving dynamic performance. The 2018 Accord takes an entirely new approach to performance by featuring three advanced new powerplants — two turbocharged four-cylinder engines and the third generation of Honda’s twomotor hybrid powertrain technology. A new Honda-developed 10-speed automatic transmission (10AT) is paired with the new 2.0-liter engine and a shortthrow six-speed manual transmission is available for both turbocharged engines in Sport trim. The new 1.5-liter, 16-valve DOHC directinjected turbo with dual variable timing control (dual VTC) and VTEC produces a peak of 192 horsepower at 5,500 rpm and 192 pound-feet of torque from 1,600 to 5,000 rpm, up from 185 horsepower at 6,400 rpm and 181 pound-feet of torque at 3,900 rpm on the existing normallyaspirated 2.4-liter model. The new 1.5-liter turbo is mated to a Honda continuously variable automatic transmission (CVT) or

in Sport trim to a CVT or six-speed manual transmission. The Accord can also be equipped with a new 2.0-liter 16-valve DOHC directinjected turbo with VTEC valvetrain and dual VTC, paired with a 10-speed automatic transmission or, in Sport trim, to the 10AT or an available six-speed manual. The new 2.0-liter turbo produces 252 horsepower at 6,500 rpm and 273 poundfeet of torque from 1,500 to 4,000 rpm, compared to 278 horsepower at 6,200 rpm and 252 pound-feet at 4,900 rpm for the 3.5-liter V6 that it replaces. The new Accord Hybrid is powered by the third-generation of Honda’s two-motor hybrid technology featuring a 2.0-liter 16-valve DOHC Atkinson cycle engine with greater than 40 percent thermal efficiency. The Accord two-motor system operates without the need for a conventional automatic transmission. Additionally, a new, more compact intelligent power unit (IPU), containing the hybrid battery pack and its control systems, is now mounted under the rear floor instead of in the

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trunk, preserving both cargo space and the flexibility of a 60/40-split and folding rear seat, standard on all hybrid models and trims. The new Accord has a longer wheelbase, a lower overall height and wider body, wider wheel tracks, a shortened overall length and a lower, sportier seating position. The 2018 Accord also boasts a larger, more premium and tech-savvy interior that compliments its body design. The tech-savvy and easy-to-use 2018 Accord cabin also features an all-new HMI that includes a seven-inch digital driver’s meter and an available new eight-inch display audio touchscreen interface with physical volume and tuning knobs. More intuitive, smartphone-like features and functionality including customizable app tiles and homescreen shortcuts, along with available Apple CarPlay and Android Auto compatibility and Wi-Fi-enables over-the-air system updates, further enhance the new Accord.

The Accord also offers the next-generation of HondaLink telematics with new capabilities including emergency roadside assistance, remote locking/unlocking and engine start, stolen vehicle tracking, remote diagnostics, geofencing, speed tracking and more. Touring trims also feature a new six-inch driver’s head-up display, wireless device charging, 4G LTE in-car Wi-Fi and fast, automatic Bluetooth phone pairing with near field communication technology. For 2018, all Accords feature the full suite of Honda Sensing safety and driverassistive technologies as standard equipment. Honda Sensing includes collision mitigation braking system, lane departure warning, road departure mitigation, adaptive cruise control with low-speed follow and traffic sign recognition. Additional available driver-assistive technologies include blind spot information, front and rear parking sensors, rear cross traffic monitor and driver awareness monitor.

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And, all models feature a multi-angle rearview camera with dynamic guidelines. Standard advanced active and passive safety systems include vehicle stability assist with traction control, anti-lock brakes with electronic brake booster, tire pressure monitoring system, advanced front airbags, driver and front-passenger side airbags and new driver and frontpassenger knee airbags. The 2018 Accord with 1.5-liter turbocharged engine is available in six trims: LX, Sport, EX, EX-L, EX-L Navi and Touring. The 2018 Accord with the 2.0-liter VTEC turbo comes in four trims: Sport, EX-L, EX-L Navi and Touring. The new Accord Hybrid has fi e trims: Hybrid, EX, EX-L, EX-L Navi and Touring.

Servicing the 2018 Honda Accord

If the engine oil life is less than 15 percent, you will see the Maintenance Minder messages appear on the driver information interface every time the vehicle is turned on. The messages notify the driver when to change the oil. Maintenance items, which should be serviced at the same time that the oil is replaced, appear on the driver information interface. They can be viewed on the engine oil life screen at any time: 1. Set the power mode to On. 2. Press the (home) button. 3. Roll the left selector wheel until (the wrench icon) is displayed. 4. Press the left selector wheel to go to the Maintenance Minder screen. The engine oil life appears on the driver information interface along with maintenance items due soon. When a driver is at the Maintenance Minder screen, it displays codes for maintenance items due at the next engine oil change, along with the percentage of engine oil life remaining. If the engine oil has passed its service life, a negative distance appears after driving over 10 miles (10 km). The negative distance on the display blinks. MAIN MAINTENANCE ITEMS (U.S. MODELS)

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Code A: • Replace engine oil • Note: If a Maintenance Minder message does not appear more than 12 months after the display is reset, change the engine oil every year.

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Code B: • Replace engine oil and fi ter • Note: If a Maintenance Minder message does not appear more than 12 months after the display is reset, change the engine oil every year. • Inspect front and rear brakes • Inspect tie rod ends, steering gearbox and boots • Inspect suspension components • Inspect driveshaft boots • Inspect brake hoses and lines • Inspect all flu d levels and condition of flu ds • Inspect exhaust system • Inspect fuel lines and connections

does not appear more than 36 months after the display for item No. 7 is reset, change the brake flu d every three years. MAIN MAINTENANCE ITEMS (CANADIAN MODELS)

Code A: • Replace engine oil • Note: If a Maintenance Minder message does not appear more than 12 months after the display is reset, change the engine oil every year.

Code 0: • Replace engine oil and fi ter • Note: If a Maintenance Minder message does not appear more than 12 months after the display is reset, change the engine oil every year. MAINTENANCE SUB ITEMS (CANADIAN MODELS)

Code 1: • Rotate tires

MAINTENANCE SUB ITEMS (U.S. MODELS)

Code 1: • Rotate tires Code 2: • Replace air cleaner element • Note: If the vehicle is driven in dusty conditions, replace the air cleaner element every 15,000 miles (24,000 km). • Replace dust and pollen fi ter • Note: If the vehicle is driven primarily in urban areas that have high concentrations of soot in the air from industry and from dieselpowered vehicles, replace the dust and pollen fil er every 15,000 miles (24,000 km). • Inspect drive belt Code 3: • Replace transmission flu d • Note for CVT models: Driving in mountainous areas at very low vehicle speeds results in higher transmission temperatures. Th s requires transmission flu d changes more frequently than recommended by the Maintenance Minder. If the vehicle is regularly driven under these conditions, the transmission flu d should be changed every 25,000 miles (40,000 km). Code 4: • Replace spark plugs • Inspect valve clearance Code 5: • Replace engine coolant Code 7: • Replace brake flu d • Note: If a Maintenance Minder message April 2019

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The 2018 Honda Accord’s 1.5L turbo engine.

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Code 2: • Replace air cleaner element • Note: If the vehicle is driven in dusty conditions, replace the air cleaner element every 15,000 miles (24,000 km). • Replace dust and pollen fi ter • Note: If the vehicle is driven primarily in urban areas that have high concentrations of soot in the air from industry and from dieselpowered vehicles, replace the dust and pollen fil er every 15,000 miles (24,000 km). • Inspect drive belt

Code 9: • Service front and rear brakes • Inspect tie rod ends, steering gear box and boots • Inspect suspension components • Inspect driveshaft boots • Inspect brake hoses and lines • Inspect all flu d levels and condition of flu ds • Inspect exhaust system • Inspect fuel lines and connections

Code 3: • Replace transmission flu d • Note for CVT models: Driving in mountainous areas at very low vehicle speeds results in higher transmission temperatures. Th s requires transmission flu d changes more frequently than recommended by the Maintenance Minder. If the vehicle is regularly driven under these conditions, the transmission flu d should be changed every 25,000 miles (40,000 km).

Motor Oil: API 0W-20; capacity 3.4 quarts (3.2 liters) – 1.5L engine, 3.7 quarts (3.5 liters) – 1.5L engine with fi ter, 4.6 quarts (4.4 liters) – 2.0L engine, 5.0 quarts (4.8 liters) – 2.0L engine with fi ter Coolant: Honda Long-Life Antifreeze/ Coolant Type2; capacity is 1.59 gallons (6.3 liters) – 1.5L engine CVT models, 1.56 gallons (5.9 liters) – 1.5L engine manual transmission models, 1.34 gallons (5.06 liters) – 2.0L engine CVT Fluid: Honda HCF-2 Transmission Fluid; capacity is 3.9 quarts (3.7 liters) – 1.5L engine Automatic Transmission Fluid: Honda Automatic Transmission Fluid ATF-type 2.0; capacity is 4.5 quarts (4.3 liters) – 2.0L engine Manual Transmission Fluid: Honda Manual Transmission Fluid; capacity is 2.0 quarts (1.9 liters) – 1.5L engine, 2.27 quarts (2.15 liters) – 2.0L engine Brake Fluid: Honda Heavy Duty Brake Fluid DOT 3 S

Code 4: • Replace spark plugs • Inspect valve clearance Code 5: • Replace engine coolant Code 7: • Replace brake flu d • Note: If a Maintenance Minder message does not appear more than 36 months after the display for item No. 7 is reset, change the brake flu d every three years.

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Federal and State-Based

CHANGES from 2018 and Coming in 2019

n 2018, the federal government had fewer than average laws passed that impact labor and employment law. This was due to focus on other areas as well as political gridlock. There were a few changes that employers should be aware of: By Paige McAllister

NEW FLSA RULES FOR HANDLING TIPS Th Consolidated Appropriations Act restricts an employer from keeping tips received by its employees for any reason, including allowing managers or supervisors to keep a portion of those tips. Thisact also repealed a previous ban on “tip pooling,” requiring tipped employees to share tips with non-tipped employees, as long as the employer does not take a “tip credit.”

CHANGES TO TAX CREDITS Under the Tax Cuts and Jobs Act of December 2017, certain exclusions for business-related deductions were eliminated, including employer-paid relocation, transportation and entertainment expenses. This act also eliminated the allowance to deduct certain expenses related to payments made as part of non-disclosure agreements for sexual harassment settlements. 48

Looking ahead to 2019, here are some trends or topics about which employers should be aware:

IMMIGRATION There were no laws related to immigration enacted in 2018, and few anticipate there being any enacted for the next year or two. For now, most immigration initiatives such as DACA protections remain in place. However, employers can expect increased ICE activity and USCIS initiatives to enforce the administration’s focus on immigration. Workplace raids by ICE increased dramatically over the past year. In 2018, ICE conducted 6,000 workplace audits, up from just 1,300 in the prior year — an increase of more than 360 percent. And the number of workplace arrests, mostly of undocumented workers, increased nearly 700 percent over the same period, from 300 arrests in 2017 to 2,300 arrests in 2018. Employers can expect this dramatic increase in immigration control activity at the federal level to continue in 2019.

NLRB With Republicans gaining control of the National Labor Relations Board, the Board is likely to continue their more employer-friendly decisions in 2019, such as reversing the previous Board’s decision regarding joint employment standards and restricting the rights of unions, union representatives and employees. The NLRB also recently announced they are working to facilitate quicker settlements and resolutions by expanding the Alternative Dispute Resolution (ADR) program.

DEPARTMENT OF LABOR The Wage-and-Hour division has been working on revamping the white-collar overtime rules, which are expected to be released in 2019; they are also expected to clarify regular rate of pay calculations for overtime. The DOL is expected to release its own guidance on joint employment in the upcoming year.

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LGBTQ PROTECTIONS

SALARY HISTORY

Despite indications otherwise, the US Supreme Court will not take up cases challenging LGBTQ discrimination decisions. This leaves legal interpretations for federal workplace protections for LGBTQ employees in limbo for now, so employees may need to defer to state and local laws.

In the effort to create more gender equality for wages, three states (California, Connecticut and Hawaii) are joining six other states in enacting laws preventing employers from asking about an applicantâ&#x20AC;&#x2122;s previous compensation history. Addressing some forms of compensation such as benefits and bonuses, as well as how to handle if an applicant offers the information varies based on specific state law.

While the federal government had most of their labor and employment bills stall in Congress, the states were busy passing and enacting laws impacting wage rate, sexual harassment prevention, sick time and many other areas. Some of the changes that will be in effect as of January 1, 2019, include:

MINIMUM WAGE INCREASES While the federal minimum wage has remained $7.25/hour since 2009, 29 states have or will have minimum wage rates higher than that. Twenty states (Alaska, Arizona, Arkansas, California, Colorado, Delaware, Florida, Maine, Maryland, Massachusetts, Minnesota, Missouri, Montana, New Jersey, New York, Ohio, Rhode Island, South Dakota, Vermont and Washington) and the District of Columbia will have increasing minimum wage rates effective in 2019. Note: Many cities and counties have also implemented higher minimum wage rates, so the highest rate would apply.

PREDICTIVE SCHEDULING Laws focused on employers in retail, food service and hospitality industries have recently gone into effect in Oregon and several cities and are in the legislative forecast in at least 12 other states. These predictive scheduling laws require advanced notice when posting a schedule (ranging from 48 hours to 2 weeks depending on state law) and restrict or ban employers from scheduling on-call shifts and adding pay incentives for these shifts.

SEXUAL HARASSMENT PREVENTION TRAINING Several states have recently passed laws creating or revising the requirements for sexual harassment prevention training to be conducted regularly, usually annually. Among states that recently enacted new or changed requirements are California, Delaware and New York.

PAIGE MCALLISTER has nearly 15 years of HR experience both in external and internal HR roles with a focus on compliance, employee relations, training and HR strategic initiatives. McAllister is currently part of the team at Affin y HR Group, assisting automotive service businesses and others with their HR needs. As an HR Manager at McGladrey, she worked with the partners and managers on matters involving recruiting, discipline, terminations and legal requirements as well as assisting employees with issues such as on-boarding, leaves of absence and reimbursement/benefit availability. During her seven years with Oasis Outsourcing, McAllister assisted thousands of clients of all sizes in diffe ent industries across all 50 states. McAllister earned her MBA in General Business from Florida Atlantic University and her BA in Psychology from Auburn University. McAllister has held her SPHR certifi ation since January 2009, having previously held her PHR since June 2003. Contact McAllister at 877.660.6400 or visit: affin yhrgroup.com

EARNED SICK TIME Recent laws in Michigan, Minnesota, New Jersey and Texas implemented or expanded the requirement for providing sick time to employees but vary as to whether the mandated sick leave is paid or unpaid. Other states (Arizona, California, Connecticut, Massachusetts, Maryland, Oregon and Vermont) as well as some cities and counties already have a mandatory sick time law with differences as to how much time and the allowable reasons for taking the time.

LEGALIZED MARIJUANA While some states (Michigan, Montana and Utah) passed laws legalizing medicinal and/ or recreational use, these impacts expand into the workplace as it may change how employees react to a positive employment drug test. None of these laws change employersâ&#x20AC;&#x2122; ability to prohibit employees from being under the influence at work as with alcohol or other prescribed drugs. S

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One-on-One Coaching:

The Most Effective Way to Develop Your People By Jeffrey Foley

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ffective one-on-one coaching is one of the most important skills a great leader must possess. Effective coaching inspires in others an internal drive to act ethically, without direction, to achieve goals. Effective coaching drives performance, builds competence and confidence and ultimately enhances relationships. The best coaches help people find ways to make things happen as opposed to creating excuses why they can’t.

Effective coaching also requires you to believe in yourself. You need to believe that you can have an impact in the workplace and that you can inspire others to achieve their goals they might not otherwise achieve. The real question is not if you will make a difference, but what difference you will make. Respectful, transparent and regular face-to-face communication between leaders and their people breaks down barriers and builds trust. What you can see in a person’s eyes or other body language can be revealing. While technology can be effective at times, it will never replace human contact for discovery and inspiration. The most impactful leaders are adept listeners and don’t allow their egos to become roadblocks. When egos are alive and well, listening ceases, effective coaching environments disappear and organizations suffer. Here are three recommendations that can help you raise the bar on your ability to coach others.

Create a positive and open environment for 1communication

People listen to and follow leaders they trust. They engage in meaningful dialogue with people they trust. They are not afraid to disagree with people they trust. Trust provides the foundation for a positive and open communication environment where connections between people can thrive. When people connect, they learn about each other. They enable understanding of cultures, individual strengths and challenges. Knowing your people’s unique capabilities and desires helps focus on how to help them be successful. Knowing your people also reduces the probability of promoting someone into a management position who does not want it or is not otherwise qualified. Not all technicians want to be managers. The costs can be exorbitant to an organization that wrongly promotes someone into a management position. There are four questions that can help establish this open line of communication:

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What is on your mind? What can I do for you? What do you think? How am I making your life more difficult? When asked with genuine interest, people respond with more honesty. Meeting with your people regularly helps break down barriers. Talk to folks outside the work area like the jogging track, grocery store or the kid’s soccer game. The informal sessions can be wonderful enablers of opening the line of communication.

agreed upon goals 2 Establish and strategies to achieve

Most people want to know what success looks like. They want to be clear in their goals as an individual and, if appropriate, the leader of a team. Well-defined, measurable, relevant goals on paper help people gain clarity on success for them. Assigning responsibility with authority helps inspire an individual’s commitment to be successful. Success also includes how to reach their goals. Strategies are developed and agreed upon by the manager and team member so both understand each other’s roles. The probability of success increases dramatically when strategies and accountabilities are well defi ed.

First, review the individual’s goals and those of the organization. Ensure alignment of both to clarify where the individual is contributing to the mission of the organization. Second, discuss what is going well. Where do both the coach and the individual agree on successes? Provide positive recognition for achievements where important. Thi d, discuss the challenges or areas for improvement. Underwrite honest mistakes in the pursuit of excellence so people can learn. Determine how you as the manager can help. Gain a clear understanding of the shortfall in the individual’s ability and desire to achieve the goal and what resources or assistance the individual needs to be successful. When unsatisfactory performance occurs, managers must address it. Leaders who never take action to remove an underperformer are doing a great disservice to their institution. All too often, good people serving in leadership positions fear the task of confrontation. They hope, magically, that something will happen which will turn

the underperformer around and all will be well in the end. Hope is not a strategy; the magic seldom happens. Your goal as a leader and coach is to inspire a willingness to succeed. When coaching, it is often easier to criticize and fi d fault. Think before you speak — fi d ways to praise. Fourth, seek suggestions for how you can be a more effective leader for your team. This question can change the dynamic of the coaching session and can provide powerful feedback for the manager in his or her quest to be the best they can be. Doing so will enhance their trust in you and help build confidence in their own capabilities. Remember, effective one-on-one coaching can be the catalyst for attracting and retaining the best people, and that will ultimately help guide your organization to unprecedented results. S JEFF FOLEY is a recognized speaker, executive leadership coach and author of “Rules and Tools for Leaders.” He is a West Point graduate and retired as a Brigadier General having served 32 years in the Army. Drawing on his unique military experience, Foley uses his singular insight to build better leaders. For more information on Foley, visit: www.loralmountain.com

accountability by 3 Enforce assessing performance

There are many significant consequences when people are not held accountable for achieving goals or otherwise performing to standard. Integrity disappears. Discipline erodes. Morale evaporates. Leaders are not taken seriously. Problem employees become a cancer in the organization. The best people leave. Results are not achieved. Effective coaching demands assessment of performance. Without this assessment, no system of accountability will be achieved. If the senior leader does not hold his or her executive team accountable, subordinate leaders are likely to think, “Why should I?” Consistent, regularly scheduled coaching sessions with your people are the key to ensuring effective follow-up assessments to celebrate successes and identify areas to improve.

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Summary

Coaching session agendas will vary based on a variety of conditions. A good place to start is outlined below.

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VIEWPOINT

Associationally Speaking

Get to Know Your AOCA Board, Part II By Kristy Babb

April showers bring May flowers. But rain or shine, there are two upcoming events that oil change professionals should have on their radar. First, on April 1617, AOCA will host its first Management Certification Course of 2019, taking place in Downtown Chicago. Invest in your business by ensuring your management team is proficient in the areas of leadership, managerial duties, safety and OSHA, regulatory compliance and more. On May 13-15, the fast lube industry’s largest trade show and educational summit, iFLEX at The Car Wash Show, returns to Nashville. This is your chance to discover innovative new products, connect with industry peers and fi d inspiration for building and maintaining your business from the inside out. The party begins in Music City on the evening of May 12 at AOCA’s Welcome Reception at the Hard Rock Café. For more information on iFLEX at The Car Wash Show or the upcoming Management Certification Course, visit www. aoca.org or call 800.230.0702.

AOCA Board Spotlight: John Lindsay

This month, we continue our Board Spotlight Series with a profile of none other than John Lindsay, our current Board President. AOCA: Tell us about your business and your experience in the fast lube industry. Lindsay: I have owned and operated Power Lube Express Auto Care for 21 years. We are a traditional two-bay quick lube with typical automotive maintenance offerings. Ten years ago, we added auto glass repair and replacement in a separate building on the premises. I have really enjoyed the relationships that I have been able to build with my employees, 52 | www.noln.net

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customers and suppliers over the years. AOCA: What challenges do you see facing the industry today and in years to come? Lindsay: Currently, our biggest challenge is finding employees that are passionate about our line of work. There will always John Lindsay

“There is no way to put a value on the relationships that I have been able to build in these capacities, and the education that I have received from serving with my peers in the industry.” be challenges, but I really feel like the future is bright in our industry, if we take the challenges on as they arise and learn to adapt. AOCA: Why did you opt to get involved with AOCA? Lindsay: I decided to get involved with AOCA to be able to give back to an association that has opened many doors for me to be successful. I have really enjoyed serving on committees in the past and currently on the board. There is no way to put a value on the relationships

that I have been able to build in these capacities and the education that I have received from serving with my peers in the industry. AOCA: How has AOCA benefited you as a fast lube business operator? Lindsay: AOCA has benefited me as an operator in so many ways. Our Government Affairs committee has been at the forefront of many issues that affect us all. I really appreciate Joanna Johnson, Justin Cialella and the rest of the committee for their continued hard work and dedication to be the industry voice. Our educational offering continues to evolve and be a huge benefit to many operators. The Manager Certification course brings so much value. I appreciate the personal interest Kevin Davis and so many others have taken in this course to make it such a great value to our industry. AOCA: What should we anticipate with AOCA in 2019 and beyond? Lindsay: As a board, we have identified very specific goals for the future. I feel like the most important thing for AOCA to focus on long-term is to continue to create awareness of our government affairs effort for the industry and to strive to unite the industry as a whole in this arena. I also see AOCA continuing to create other value for its members. AOCA: What do you do in your spare time, when you’re not running your business? Lindsay: I am very passionate about having fun! My current passion is exploring the off-road trails throughout the West in my UTV. I also enjoy skiing, traveling and, most of all, doing these

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Keep On Rolling

VIEWPOINT

Keep Cool When Business Gets Hot by Max Glassburg

When it’s summertime, the living gets anything but easy in this business. Kids are running through sprinklers in the park, and teenagers are lounging on the couch, but you’re hard at work, sweating it out in a lube shop only partially protected from the sun and heat. No one in his or her right mind is going to blast A/C at a high enough rate to make a difference in these sweltering conditions — the resulting bill would devastate your savings and probably be ineffective anyway. You could close the doors, but the whole reason your quick lube is quick is because the doors stay open. There’s no such thing as a drive-through that you can’t actually drive through.

these amazing tools are must-have cooling equipment in modern quick-lube facilities. They can be transported anywhere, begin cooling almost immediately and are so cheap that they’ll more than pay for themselves in a single season of heavy use. Here’s what you need to know about using swamp coolers during the sweltering heat.

Hotter the Air, Cooler the Breeze

One of the main concerns people have when they first hear about portable coolers is that the cooler simply won’t be able to lower shop temperatures that spike as high as 90-100 F. This could not be further from the truth. The hotter and drier the air, the better an evaporative

When you activate your swamp cooler, a pump will draw water from the reservoir tank, up and over the top of an evaporative media. This media may look like simple cardboard, but it’s actually a specialized material that maintains its shape and durability when it gets wet. Water drips down, and perforations in the media let hot air pass through. A large, frontfacing fan pulls hot air from the outside, and when that hot air hits the water, the water evaporates and immediately chills the surrounding air. All that cool air gets blown directly into your face. It’s very refreshing! It may sound kind of complicated and technical at fi st, but if you think about it,

“It’s not always the best idea to get the biggest, most expensive unit. It’s often better to pick up multiple units that you can move around the shop as you see fit. ” So, if not for air conditioning, how can a modern tech stay cool when both business and the weather are heating up? A simple overhead fan is just going to push hot air around, doing little to keep you cool. Air conditioning is too expensive and too unreliable for automotive workspaces. Is there an option that will provide adequate cooling, a minimal electrical bill and the versatility to be anywhere you need it, when you need it? Yes! The answer comes in the form of portable evaporative coolers, also known as swamp coolers. If you’ve never heard of swamp coolers, 54

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cooler will work. In hot conditions, these coolers can reduce air temperatures by as much as 26 F, blasting chilled air across your shop. Multiple coolers will amplify this cooling effect.

How Do Swamp Coolers Work?

There’s no gimmick or wizardry involved here. A swamp cooler is sort of like a mechanical sweat factory. Sounds gross, right? But it’s true. When you sweat, salty water evaporates off your hot skin. The process of evaporation cools the air around your skin, thereby cooling you off.

this entire process is very simple. Water drips down the media, evaporates when it meets hot air and then gets blown all over your shop. The simplicity of the design greatly reduces the chance of anything breaking in the unit, so you get a reliable, cool breeze all summer long. And here’s the truly mind-blowing part: Swamp coolers should only cost a dollar or two a day to operate. Check the rated square footage of the cooler that interests you, and get at least one more unit than you think you need. They don’t take up much space, but everyone who’s ever invested in one will tell you they’re lifesavers.

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Keeping cool is more than a productivity concern: It’s an ethical and legal duty to your employees. OSHA mandates that employers provide shaded and chilled rest spaces for workers. Furthermore, workers need to have access to these spaces as often as necessary. You don’t have to sweat it, though (sorry about the pun). A swamp cooler ensures you and your staff can be cool, productive and compliant with government regulations. That’s a win-win-win in anyone’s book.

What to Look For in a Swamp Cooler

Before we wrap things up, let’s take one last look at what you should ensure you get from your chosen cooler. One, it should be appropriately sized for your space. There are two ways to get more cooling power in larger spaces: get a bigger unit or buy multiple units. It’s not always the best idea to get the biggest, most expensive unit. It’s often better to pick up multiple units that you can move around the shop as you see

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fit. Versatility is always key when it’s hot outside. Additionally, every cooler should have oscillating swing-louvers. These louvers will help cool significantly more space than non-oscillating units. To help manage your cooler, be sure your unit has remote control capability. It’s really annoying and unproductive to have to walk across a room to make adjustments to your swamp cooler, so make sure you have that remote on-hand at all times. Last, some coolers pull doubleduty as ionizers. An ionizer releases negatively charged particles into the air. These particles cling to dust and other particulates that clutter your shop’s air. This literally weighs down all the dirt, forcing it against walls or onto the floor. Ionizers make for cleaner shops that are easier to sweep and healthier to work in. This summer, help the techs in your quick-lube shop beat the heat with a good swamp cooler. These nifty devices are simple, cheap, healthy and really good at chilling hot air. They’re pretty much nobrainers. S MAX GLASSBURG is a Creative Content Writer at BendPak.

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Train Like Your Wallet Depends On It

VIEWPOINT

Evaluating. How Did They Do? How Did I Do? By Lenny Saucier

“Then you will know the truth, and the truth shall set you free.” OK, OK — I am going to completely rip this out of context from John 8:32, but it is exactly what evaluating is. Effective evaluating is the freeing of both parties from the doubt of the unknown, in regard to the effectiveness of one’s job. Recently, I conducted some interviews for a client. A new location was opening, and they wanted a second set of ears listening to potential managers interviews. A current manager was contacted by his supervisor and then by me to interview for the position. The manager was caught off guard to fi d out that he was not immediately selected for the job. It was then that the manager began to question if he was actually doing a good job for the company. This reaction can happen due to a lack of coachability (as noted in a previous article) or due to a lack of effective evaluating. The lack of effectively evaluating someone on their performance has a profound negative impact on their ability to meet your performance goals.

What Are We Aiming For?

In a side story from “The New One Minute Manager,” Ken Blanchard describes a situation where an employee is at the beginning of a bowling lane and a manager is at the end of the bowling lane with a clipboard. In between the employee

and the pins lies a curtain. The employee is unaware of the pin configuration behind the curtain, and only the manager knows this information. As the employee hurls the ball down the lane, he receives direction from the manager like, “a little to the left.” Then, the employee rolls another ball down the lane hoping to please the manager. This is an improbable scenario for success, yet many managers perform this technique in their businesses every day. “You don’t need to know (insert big picture goal); you just need to do your job”. Once you remove the curtain from the bowling lane, you can give your employee a clear vision of their job and hold them directly accountable to achieve their goals.

Measuring What Matters

Before we get into the actual evaluation, we need to understand what to evaluate. The standard forms of procedures, customer service, sales, claims and tardiness are all fine and give off that classic “corporate” feel. However, I will challenge you to adjust your evaluation to align with your goals within the company. In the book “Measure What Matters” by John Doerr, the theme is to ensure you are paying attention to the details of your growth plan and only measure what truly matters. Let’s be clear, I will never say that being

on time doesn’t matter or calling out “Plug and fi ter tight” is just lip service to the listening ears. These are all significant things that must get done daily. But our theme for this entire series has been growing your wallet by growing your people. And just like the bowling alley, the owner down to the manager are set on a goal(s) — let’s say, increasing customer retention by 10 percent from Q1 to Q3. You have thrown up a curtain to your employees when you say, “Make sure you call out, clear to add bay 2.” We will get more into this in another chapter, but for a little taste consider how that callout is improving your goal. How does evaluating your employee on that callout get 10 percent more people to come back for their oil change than normal? It isn’t by saying, “Oil draining bay 2” (but again, it is important). Perhaps your employees can increase retention by performing an above-and-beyond act. If that is the case and an employee can help you reach one of your Q3 goals, that is what should be measured. This may also be referred to management by objectives (MBO).

Giving an Evaluation

Evaluations are uncomfortable for so many people. All the legwork of reviewing performance notes, scheduling a time to talk in private and the polarizing

“Don’t waste your time or their time. Ensure that the conversation is honest and explains how the employee has already improved (or diminished), and how they can improve more.” 56

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event of talking over a clipboard. For you, it should be easy. You give feedback multiple times a day in a timely manner, and your employees are used to having engaging conversations that help develop them for their future. When giving an evaluation, there are some simple rules that most HR representatives will tell you: make sure the setting is private, lead offwith encouraging conversation and use a standard form or grading system. These are great controls to help steer the evaluation. The most important rule is, don’t waste your time or their time. Ensure that the conversation is honest and explains how the employee has already improved (or diminished) and how they can improve more. If you spend your time trying to tiptoe around the truth, you may leave the conversation without a true understanding of their success in meeting the goals set previously by the last review.

Receiving an Evaluation

Communication is the exchange of thoughts and ideas between two or more people. When performing an evaluation and telling someone how they did, you should encourage communications about how you are doing, as well. If it’s just you talking, you’re lecturing. Don’t worry about your ego too much, only the strong will say anything! And that conflict will allow you to see how you are doing from a view outside your own. Isn’t confl ct wonderful? As I write this, I can see the chests poking out, the chins sucking in and the octaves in the voice plummeting as people mutter, “I don’t need them to tell me how to do my job, I am the boss.” If this is your feeling, you are not the boss; in fact, you are a puppet master. And a great poet James Hetfield once wrote the words, “Master of puppets, I’m pulling your strings. Twisting your mind and smashing your dreams. Blinded by me, you can’t see a thing. Just call my name ‘cause I’ll hear you scream, Master, master!” Your job is not to control your employees by directing them. Your job is to control your business by developing a legion of followers who will help you accomplish

your goals and grow your wallet.

Homework

Goalsetting Based on the Evaluation

Once you have established the past, you can build for the future. If goal setting was not part of your last evaluation session, you can always start now. Look at their personal performance and clearly communicate what their goals are. Clearly state what the company’s goals are and how their next few months will play a part in that success. Help them understand your vision and how they fit into it. Be extremely specific in goal setting. Writing the words “get better at pits” is a waste of ink, paper and time. It’s like asking someone where they are and they respond, “just down the road.” Set goals that not only can be impactful to the company’s goals, but ones that can also be measured and not disputed. Perhaps something like this, “have zero customer returns on unsatisfied pit work i.e. loose plug or bad post-oil-change engine cleaning.”

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Take a hard look at your evaluation process and decide if it’s helping your company, or are you just checking the HR box? “Measure What Matters” is a great book that shows how a lot of businesses broke free from the cycle and started using a new method to move their company forward. 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.

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Making It Happen

VIEWPOINT

Who Is In Charge Of Your Shop? By Kit Sullivan

From an owner or operators viewpoint, the most crucial “asset” to have on your list of lube shop assets is often the shop manager. If you are fortunate enough to have great lube shop manager working for you, no other single item or employee can have such remarkably positive effects on the operation of your lube shop. Unfortunately, if you have a less-thanstellar shop manger working for you, all kinds of devastating problems can quickly doom the performance of your shop. If your main method for fi ding a great manager is to wait for the “perfect” candidate to walk through your door looking for a job, then you are in for a long, fruitless search. It probably isn’t going to happen!

employer and are looking for just the right opportunity to jump ship and improve their situation. Pay careful attention to every person you may run into, from the clerk at the convenience store to the salesperson in the appliance store you happen to be at or even the person standing next to you in line at the bank. You never know whom you are going to run into. If someone you meet strikes you as a particularly sharp or outgoing individual, hand them your business card and offer them up something like this: “My name is [your name], and here is my card. You seem like the kind of person who would probably be a great fit in my company. If you ever happen to fi d yourself looking for new employment, or if you are just looking

— and you won’t have to experience the burden of trying to un-teach old bad habits they may have picked up at their last lube-shop employer. Start with the basics of the job, the same way you would train a new lower-bay or upper-bay technician. If they are as sharp as you hope, then they will be a quick study and will pick things up faster than a typical hourly employee might. It isn’t absolutely necessary that they become the most profi ient practitioner of any specific task, only that they fully understand it and can actually perform the work as necessary, accurately and without mistakes when required to. If your manager-in-training is new to this particular crew, then having them

“If your management-candidate is new to the lube industry, then you have the perfect opportunity to teach only the good new habits you want them to have.” Clearly, the best method for developing a lube shop manager to your standards is just that: Develop them. Actively pursue great candidates; don’t just wait around for them to show up.

Where Do You Find Great Prospects?

The real question should be: Where don’t you find them? As you go through your regular day-to-day activities, at work as well as away from work, you will run into many people who may seem perfectly happy and satisfied in their jobs, but, in reality, are possibly frustrated with their current 58

for a change of pace, give me a call. We can set up an interview, and I can tell you exactly the things I can offer you.” Or, at least, something along those lines If this prospect gives you a call at a later date, then you know something you said impressed that person. A great start to a great relationship!

STEP 1: Basics, Basics and More Basics

If your management-candidate is new to the lube industry, then you have the perfect opportunity to teach only the good new habits you want them to have

learn all the various positions throughout the shop and becoming efficient at each of them will help him to earn the respect and trust of the existing crew members. This is the point where it doesn’t matter so much what you teach them, as to how you teach them. Once you are sure they understand why something is done a certain way, you must make it clear to them that it is to be done exactly this way, every time, without fail. You must let them go it alone, so to speak, and work at their task without direct supervision for a short while. Then follow up with intense scrutiny and inspection. Their job performance

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must then be praised for any outstanding results and, likewise, critiqued for any possible challenges. When they become proficient at the basic, day-to-day tasks within the lube shop, they can begin to learn management techniques.

STEP 2: Position Them As a Leader

Up to this point, your training should have basically resulted in a good technician. Unfortunately, nothing so far has really helped your candidate to become an effective manager. You must now step up to the next level of training, which is teaching the management skills. You can’t teach effective management skills and expect the candidate to achieve positive results unless you first teach them the skills of the people they will be in charge of. This is an undeniable fact of operating a profitable and well-run lube shop. Your management candidate does not necessarily need to be the most proficient person in the shop at every facet of the day-to-day procedures, but he must be able to adequately perform any of the needed operations at a moment’s notice. Unfortunately, many operators fail to realize this and end up with a shop manager who is, in all respects, a great guy, but nonetheless, fails to become an effective leader. Being a great technician does not necessarily mean that the individual will be a great manager; however to be a great manager, the candidate must have good technician skills.

STEP 3: Define Job-Duty Difference

Your manager-candidate must understand that a store manager is not just a technician who is also in charge of the other technicians. He must be a leader. The first thing to teach them is that no matter how much they feel it is to their benefit, they are not going to be successful if their primary goal as a store manager is to be their crew’s friend. Don’t get confused — being friendly at work is obviously very important, and especially so for a ‘leader’, but that is not his primary goal as a store manager. His job is be a leader, and that requires making decisions that are often based solely on the necessities of what is best for the shop

and have almost nothing to do with what would be considered a friendly decision. This can be paraphrased this way: A manager is one who is required to make the unpopular decision, if necessary. Another facet of strong leadership is the need for your manager to be totally fair in all aspects of running the shop. But what is fair? One of the rules of fairness is that all employees in the shop must be held to the same demands and requirements. Playing favorites is the quickest way to destroy any opportunity there may be for a wellrun shop. It is very common for a newly-appointed manager to have become friends, inside and possibly outside of work, as he was a technician. When he is then appointed to the position of lube-shop manager, this relationship with the other technicians can — and so often does — create dramatically damaging behaviors within the store, which can lead to a general inability of the manager to infl ence the moral of the troops in a positive fashion. Make sure to carefully explain to your brand-new manager that when he is tasked with making the unpopular decision, he must be sure his crew understands his responsibility is, ultimately, what is best for the location, not what is best for the individual crew-members. These decisions should be made and enforced without drama or any other unnecessary histrionics. To insulate the crew from the emotionally hurtful effects of a potentially unpopular decision, your manager must always demonstrate sympathy for each of his team member’s feelings and opinions about the matter, explaining that he understands their particular attitudes about the matter. However, he is required by the nature and responsibilities of the job of manager to make the decision that is best for the smooth operation of the shop.

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This will most often result in the crew blaming circumstances for whatever level of disappointment or discomfort they experience and not blame the manager, their former friend, for their unhappiness or dissatisfaction.

STEP 4: Always Moving Forward

Of course, there are many other aspects of successful lube-shop management, but many seem to feel that it is their job to keep things as-is, or to prevent the shop from moving backward. In reality, it is impossible to keep the shop as-is. Things change all the time, and that must be fully understood by any lube-shop manager who wants to run a successful shop. So, moving forward is the only answer! Crew members must constantly be trained, retrained and maintained. The opportunities for promotion and wage increases must be kept alive for each team member, and the manager is the only one who can instigate this. This does not mean that they will all get promotions and raises, but they must all know that the possibility is there for them to capitalize on if they decide to. These are only a few of the many skills that lube shop managers must possess if they are expected to run a good shop. If these essentials are followed consistently, you will be closer to building the perfect lube shop manager. Talk to all of you next month, and always remember: It is up to you to make it happen every day in your shops! 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:

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PRODUCTS & SERVICES New Ultra-Low Viscosity Oil Chevron recently launched its new ultra-low viscosity, Havoline ProDS Full Synthetic Motor Oil SAE 0W-16 with Deposit Shield Technology, responding to market needs for improved fuel economy and lower emissions without sacrificing protection. Havoline ProDS SAE 0W-16 is for today’s newest gasoline and hybrid, start-stop engines designed to operate on an SAE 0W-16 viscosity motor oil. This product meets the requirements of API SN PLUS / Resource Conserving, protecting modern engines from lowspeed pre-ignition (LSPI). In technical comparisons with industry standards and performance testing versus a major OEM flu d, Havoline ProDS SAE 0W-16 demonstrated advantages in the areas of: wear protection, sludge and varnish, oxidation, reduced engine deposits and protection from rust and corrosion. For example, Havoline ProDS SAE 0W16 showed 50-percent less cam lobe wear compared to the API SN PLUS specification [Sequence IVA (ASTM D6891)]. Select 2018 Toyota and 2018 Honda models are driving initial demand for SAE 0W-16. Corporate Average Fuel Economy (CAFE) requirements will push other OEMs to follow over time. For more information, call 866.354.4476 or visit: havoline.com/0W16-NOLN Cordless Work Lights Worx recently introduced two new cordless solutions to tackle a wide variety of task lighting projects including the 20V Multi-Function LED Light and the 20V Max Lithium LED Worksite Light. The new Worx 20V Multi-Function LED Light features five functions including a flashlight, lantern, desk lamp with hi/lo settings and flashing emergency light. As a flashlight, the 60

5.6-pound Worx 20V Multi-Function LED Light projects a beam of light that’s the equivalent of 130 lumens. The flashlight beam burns for 18 hours on a single charge of the 1.5 Ah battery. In lantern configuration, it generates 480 lumens, producing light for up to eight hours. The desk lamp configuration generates 440 lumens and runs for up to seven hours on the hi setting, or it projects 210 lumens and will run up to 18 hours on the lo setting. The Worx 20V Max Lithium-ion Worksite Light generates 1500 lumens, which is the equivalent of a 100-watt light bulb. The cord-free, go-anywhere 20V Worksite Light makes any project where light is needed easier. It weighs 5.6 pounds with battery. A built-in hook can be used to hang the worksite light from the hood of a vehicle to see into the engine compartment, or the work light also can be mounted to a conventional tripod. The worksite light is housed in a tubular frame with a rigid foot plate as its base. The frame incorporates a comfortable foam grip, which serves as a carrying handle. The high-performance, temperedglass LED light’s frame rotates north to south 360 degrees. When using a Worx 1.5 Ah Max Lithium battery, run time is approximately 90 minutes; with a 2 Ah battery, it’s two hours; and with the Worx 4.0 Ah battery, the light will operate up to four hours continuously. For more information, visit: www.worx.com

Incorporate Paid Search Advertising The Mitchell 1 SocialCRM shop marketing service is now offering paid search advertising, helping automotive shops attract new business and maintain an effective online presence as a key part of their overall marketing strategy. The new Google Ads option from SocialCRM is designed to help shops extend their internet reach, target customers looking for auto repair services and maximize return on their advertising investment. The auto repair shop online marketing service includes custom landing pages to maximize ad performance and conversions, unique call tracking phone numbers, ad creation and customization, budget setup, robust reporting and full account administration by a SocialCRM support agent.

Mitchell 1’s SocialCRM auto repair marketing service provides a comprehensive program to attract and retain customers. With automated marketing messages, authentic customer reviews, social media content, professional website and more, shops can engage with customers and enhance their online presence to build loyalty. SocialCRM is integrated with Manager SE, Mitchell 1’s shop management software, for immediate access to vital customer details and insights. For more information, call 888.724.6742 or visit: www.mitchell1.com

Expansion of Performance Rotor Coverage Raybestos has expanded its specialty line of Performance Rotors, adding 60 new part numbers to cover even more popular performance applications.

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Raybestos Performance Rotors are made with application-specific enhanced iron, which suppresses noise and keeps brakes running cool, quiet and vibration free. Drivers experience a stronger bite without sacrificing smooth braking. Performance Rotors feature black fusion coated hats or Grey Fusion 4.0 coating for rust protection. Additionally, patented S-groove slot designs found on select applications allow for improved pedal feel. The Raybestos Performance line is specifically designed for demanding street performance drivers. The new rotor coverage includes truck, SUV and luxury car applications. For more information, visit: www.raybestos.com

Larger Spill Kit Cart New Pig recently introduced the Pig Spill Kit in a Large High-Visibility Cart to help facilities respond quickly and more efficiently to large spills. The cart provides a highly visible central station for more absorbents and spill supplies than most available spill carts — and three times more than the original Pig Spill Cart. Designed to fi d the right absorbent without digging or dumping, the cart’s

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large swing-out doors and flip top lid offer instant and full access to spill response supplies. Eight-inch rear wheels roll and front swivel caters allow the cart to move swiftly over uneven surfaces. In addition, it holds a mounted roll of Pig Mat for easy pull-and-tear dispensing. PPE is also included to guard against splash backs. Available in absorbent variations for universal, oil-only or hazmat spills, the Spill Cart contains Pig Absorbent socks, mat pads, loose absorbent and wipers. For more information, call 800.HOT.HOGS or visit: www.newpig.com

New Line of Severe Duty Transmission Fluid and Gear Oil Hot Shot’s Secret now offers a new line of Severe Duty Transmission Fluids and Gear Oils branded under its most premium line, Blue Diamond. Blue Diamond Severe Duty formulas are for all vehicles that experience heavy loads, towing or challenging terrain. Hot Shot’s Secret’s Blue Diamond

Severe Duty Transmission Fluid and Gear Oil formulas utilize 100-percent poly-alpha-olefin (PAO) Group IV synthetic oils and high-quality Group V esters infused with Hot Shot’s Secret’s patented FR3 nano technology. Both Blue Diamond Transmission Fluids and Gear Oils offer multiple benefits that provide longer transmission and gear protection and performance with extended drain intervals. Blue Diamond Severe Duty formulas ensure improved oxidation resistance and thermal stability; all while reducing deposits, varnish and sludge that can cause costly breakdowns. These unique formulas reduce heat transfer with improved oxidation stability for maximum protection. The FR3 nano technology provides a higher level of energy efficiency for improved shift response, reduced noise and vibration and horsepower gain up to 3 percent. All Blue Diamond Severe Duty products are backed by Hot Shot’s Secret’s money back guarantee. For more information, visit: www.hotshotsecret.com

New Vehicle Fluid Sample Tray H&S Garage Gear recently released a new U.S.-made vehicle fluid sampling product — the Fluid Lock. This product features a snap-down window that safely holds customer fluids, tough plastic composition, stackable design and pristine molded-in graphics. This sturdy

new alternative to vehicle fluid sampling provides first-rate fluid indication to customers while offering mechanics a chance to provide a simple diagnosis and recommendation on when to change unhealthy fl ids. H&S Garage Gear has created a flu d examination experience for each customer. This procedure includes a short, animated video for customers to watch while in the waiting room that discusses the importance of checking and maintaining their vehicle’s flu ds. This video can be accessed by scanning a QR code on a counter card, provided by H&S. When the Fluid Lock is implemented and customer awareness improves, daily flu d sales will increase, sales confidence will grow and vehicle flu d health will improve. For more information call 801.473.4871 or visit: www.hsgaragegear.com

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Classified Advertising CONSULTING Advertise your lending institution to thousands of industry specific clients in the Classified pages of NOLN. Call Nikki for details 800-796-2577 ext 204. Print and online ads available

EDUCATION/TRAINING Highlight your educational institution here! Reach those candidates seeking a career in the fast lube and fast lube plus industry choosing a college or university. Call Nikki for ad specifics 800-762-4464.

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ADVERTISERS/PRODUCT INDEX April 2019

AutoCenter Sales_________________________________________ 49_____________800.874.5793____________ www.autocenter-sales.com Auto Data, Inc. _____________________________________________ 7______________800.767.7580________________ www.autodatainc.com Avis Lube_______________________________________________ 25_____________432.520.4000__________ www.thekentcompanies.com BayNets Safety Systems (Pit Covers)__________________________ 50_____________800.331.0731______________www.incord.com/baynets BendPak, Inc.______________________________________________35_____________800.253.2363___________________ www.bendpak.com CITGO__________________________________________________ 55_____________800.331.4068______________________ www.citgo.com Devon Industries___________________________________________46_____________800.468.1970__________________www.devonlube.com eGenuity, LLC - eLube.net_ _________________________________ 31_____________800.296.0177___________________ www.egenuity.com Havoline_______________________________________________ Cover Flap__________866.354.4476_______ www.havoline.com/0W16-NOLN Herkules Equipment Corporation_____________________________ 44_____________800.444.4351_____________________ www.herkules.us HS Garage Gear____________________________________________39_____________801.473.4871_______________ www.hsgaragegear.com Integrated Services, Inc. - LubeSoft - Modulube__________Outside Back Cover_____800.922.3099________________________www.ints.com Jiffy Lube International______________________________ Sponsorship, 17_______800.327.9532________________www.jiffylube.com/noln Kafko International Ltd. - Oil Eater/Degreaser____________________11_____________800.528.0334_____________________www.oileater.com M & M Service - Deep Blue Windshield Washer Concentrate__________ 59, 62 ___________800.657.9834__ www.windshieldwasherconcentrate.com Mighty Distributing System of America____________________________ 9 _____________800.829.3900______________www.mightyautoparts.com NOLN____________________________________________________ 29_____________800.796.2577________________________ www.noln.net Penray Companies________________________________________ 43_____________800.323.6329_____________________ www.penray.com Phillips 66 Lubricants_ ____________________________________ 53_____________877.445.9198__________www.phillips66lubricants.com PM Attendant, Inc.__________________________________________23_____________866.576.8957_______________ www.pmattendant.com Red Line Synthetic Oil_____________________________________ 41_____________800.624.7958___________________ www.redlineoil.com Reladyne_ ______________________________________________ 47_____________317.696.3009___________________ www.realdyne.com Roth Industries_ _________________________________________ 38_ ___________ 888.266.7684______ www.rothlubetanks.com/benefits Schaeffer Manufacturing Co.________________________________ 45_____________800.325.9962_________________www.schaefferoil.com Service Champ___________________________________________ 5______________800.221.0216______________ www.servicechamp.com Service Pro_ ____________________________________________ 37_____________800.313.2463__________________www.servicepro.com Shell - Pennzoil___________________________________ Inside Front Cover______800.237.8645___________________ www.pennzoil.com Shinn Buildings__________________________________________ 51_____________855.879.9995______________ www.shinnbuildings.com Smart Blend Synthetics/Phillips 66 Spectrum Corporation__________ 3______________ 888.422.9099_________________ www.smartblend.com Snyder Industries_________________________________________ 57_____________888.422.8683___________ www.snyderpetrotanks.com Solid Start â&#x20AC;&#x201C; True Brand______________________________ Inside Back Cover______877.290.3950____________________ www.solidstart.biz TOTAL Specialties USA_______________________________ sponsorship, 19_______800.323.3198______________www.totalspecialties.com Valvoline__________________________________________________33_____________859.357.7303_________ www.valvolinequicklubes.com April 2019

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The Training Never Stops

VIEWPOINT

Customers’ Expectations by Ragan Holt

Our customers expect you to be an expert! Everyone agrees that today’s vehicles have become technically sophisticated pieces of equipment. In the past, the owner’s manual would have sections on how to service various components on our vehicles. In some cases, vehicle manufacturers would also include a user-friendly toolbox to assist owners in performing different maintenance requirements on the vehicles. Automakers designed and built a vehicle that was user-friendly with the expectation that the owner would perform their own maintenance. Over the years, we have developed a term for these folks — do-it-yourselfers (DIY). These days, most owners’ manuals suggest returning to the dealership for needed services and the DIYers are mostly gear heads who would never consider taking their cars to a shop. Because of this and other circumstances, the buying public expects you to be an expert. An interesting perception that the buying customer has is that if a company has gone to the expense of constructing a building and equipping it with the tools to work on these sophisticated vehicles, then the employees must be experts. Why else would the shop owner go to

the expense, if they don’t have experts working on the vehicles? Technicians on the front line will tell you that educating a customer is not a gender issue or a generational issue, because every part of our society suffers from vehicle illiteracy. Even retired mechanics will confess that today’s vehicles are complicated. In the past, our public schools offered vocational car repair classes for those who wanted to pursue a career in automotive repair. Now, entire institutions have been developed that spend millions of dollars on curriculum and classrooms to teach the next generation of technicians how to diagnose and repair a vehicle. It is no wonder that the driving public’s fi st expectation for your shops is that your crews are experts in servicing vehicles. It is only when we prove that we are not experts that the customer is disappointed.

Other Customer Expectations

Additional services have become as much a part of our industry as changing the oil and filter. Our customers have proven that if we offer the products and the services they need, they would prefer to buy them from us. Professionalism and training is the key to success in performing these services. Shops that have an aggressive

training schedule not only ensure the service is performed correctly, but good training also gives your techs the ability, confidence and professionalism that your customers are expecting of you. Many suppliers are recognizing the need for programs to continue training technicians in various fields. Most franchises have revamped or renewed their training procedures and guidelines. If you are not aggressively pursuing a continued training program, then, quite frankly, you are missing the boat. Talk to your suppliers, warehouses or franchisors and ask what is available. If none of these organizations can help, consider the Automotive Oil Change Association. AOCA has several management training courses throughout the year to address this critical component in our industry. For 2019, AOCA has enlisted Kevin Davis, a successful operator and skilled trainer, to guide your management in proven best practices for today’s quick oil and lube shop. Never stop training. It’s one thing I know that’s guaranteed to put money back in your pocket! S RAGAN HOLT is an operational training advisor, who specializes in creating a customer-first culture. He can be reached at: rgnholt@gmail.com

“The driving public’s first expectation for your shops is that your crews are experts in servicing vehicles. It is only when we prove that we are not experts that the customer is disappointed.” 64

Co Ca

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