August 2018 NOLN Magazine

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SIGNS OF THE TIMES

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August 2018

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inside this issue Features

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A Missouri Jiffy Lube uses humorous messages to draw in customers.

Ten years ago, Jose Cervantes bought his first shop from an ad he saw in the NOLN classifieds.

Today, he operates four successful shops in Florida.

SIGNS OF THE TIMES

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ATTENTION ALL MANAGERS

A letter to managers, from a manager.

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LEARN MORE, EARN MORE AT AAPEX

The AAPEX Show is right around the corner. Learn about the new features at this year’s show, such as the Service Professionals General Session.

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SMART POURING

Why it is important to stick to the OEM recommended viscosity for motor oils.

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WIELD THE FIVE KEYS TO LEAVING A POSITIVE LEADERSHIP LEGACY IN YOUR LIFE

We are all leaving a legacy; there is no escaping it. If asked, how would you respond to the question of, “What do you want your leadership legacy to be?”

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PREPARATION BREEDS CONFIDENCE

Prepare for success with these four strategies you can use inside the workplace and out.

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A CLASSIFIEDS SUCCESS STORY

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THE OTHER SIDE OF THE LEDGER

Manage your debts, or they will manage you. Here are some tips for getting your debt under control.

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THREE SIMPLE TRAINING TIPS TO BOOST COMPANY PERFORMANCE

Training offers the potential to dramatically increase profits and performance. Learn these three tips that can help make that happen.

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EIGHT ELEMENTS THAT COMPRISE A HIGH-PERFORMANCE OPERATION

Sue Bingham shares eight elements that are common sense and uncomplicated, and the absence of them can seriously hurt your business.

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WORKPLACE VIOLENCE: HOW TO REDUCE THE RISK OF TRAGEDY

Learn how to prevent the scenario that haunts every business owner.

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IN EVERY ISSUE

inside this issue

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AROUND THE INDUSTRY TECH SPEC: 2018 TOYOTA CAMRY AUTOMOTIVE RECALLS PRODUCTS & SERVICES CLASSIFIED ADVERTISING ADVERTISER INDEX

Viewpoints

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FROM THE PUBLISHER

The Dog Days of Summer

By Steve Hurt

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AUTOMOTIVE MAINTENANCE

Take Charge of Battery Testing

By Curt Stork

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ANSWERS FROM THE ONE

Spotlight on API SN Plus

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HEAVY LIFTING

The Importance of Supporting Each Other in Business

By Sean Porcher

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ASSOCIATIONALLY SPEAKING

Give Back to the Industry By Getting Active with AOCA

By John Lindsay

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SELLING IS EDUCATING

Protect Your Customers’ Investments and Help Prevent Breakdowns

By Amber Kossak

Calendar of Events September 11-12 AOCA Management Certification Course Chicago, Illinois 800.230.0702 www.aoca.org

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September 17-19

QUICK, Presented by NOLN San Diego, California 800.796.2577 www.nolnquick.com

October 23-24 AOCA Management Certification Course Irving, Texas 800.230.0702 www.aoca.org

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POURING 0W-16

AAPEX Las Vegas, Nevada www.aapexshow.com

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On the cover: Jiffy Lube on Providence Road in Columbia, Missouri, with their original humorous sign.

Join the Conversation /OilLubeNews 6

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@OilLubeNews

@Oil_Lube_News

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LETTER FROM THE PUBLISHER

The Dog Days of Summer

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Publisher

Steve Hurt

steveh@stevehurt.com

Yesterday, one of my friends called me and asked me, “What ever happened to the dog days of summer?” I smiled and thought, “I haven’t heard that saying in a long time.” However, my buddy had a point. It seems summertime used to be a slower time of year when everything slowed down.

It wasn’t long ago when summertime and vacation time meant the same thing.

Earlier this year, a report came out that said approximately 70 percent of U.S. workers do not use all their vacation time and of the 30 percent that do take the time off, most of those do not actually unplug from the workplace. Instead, they have coined a new phrase — a working vacation. That is an oxymoron if I have ever heard one. But either way, I hope we can find some balance.

The conversation with my friend also reminded me that NOLN used to have a popular section that included pictures of various industry people taking their latest issue of NOLN with them on vacation and sending us the pictures, hence “NOLN on Vacation.” It was a fun section that all of us enjoyed. One of them actually made the cover a few years ago; a picture of several of my friends and me from a trip we took to Niagara Falls. Good memories.

In this month’s issue, we cover a topic that Tammy Neal has been covering for years.

The 0W-16 viscosity oil is here, and it is the factory pour and the OEM recommendation for a few popular import models. We need to be sure we carry some 0W-16 in our shops so we can properly service these vehicles. Steve Swedberg, starting on page 22, covers the topic of viscosity and reminds us how critical it is to pour the oil that meets OEM recommendations, even 0W-16. Along with the other Training Tips (pages 52, 53 and 66) that are included with this month’s issue, a critical function in training is product training. Your staff should know why it is critical to follow the 0W-16 specs on vehicles that call for it and why it is important not to use other viscosities in our customers’ vehicles. These articles are good for this month’s shop meeting. This month’s issue is another one of those issues to be passed be around the shop and discussed.

Enjoy the rest of your summer. I hope you will find some time to get away and relax. If you do get away, take NOLN along, snap me a picture, and I am sure Tammy and her creative team will find a way to share it with the rest of the industry.

Until next time, keep on lubin. S

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 Account Coordinator

Caitlyn Nix

caitlyn.nix@noln.net CONTRIBUTING WRITERS

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Jim Baumer Sue Bingham Jeffrey Foley Jill Johnson William Lynott Phillip Perry Cordell Riley Peter Suciu Steve Swedberg McCarter Wansley GRAPHIC DESIGN

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JimNissen.Design WEBSITE DEVELOPER

PUBLISHER STEVE HURT is publisher of NOLN. He can be contacted at: steveh@stevehurt.com Published twelve times a year (along with an additional Buyers Guide) by NOLN 2721 81st St., Lubbock, TX 79423. Postage Paid at Shepherdsville, KY. 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.

Subscriptions to Canada and Mexico are $70. All other foreign destinations are $130 for postage. Prepayment is required on all foreign orders, paid in U.S. funds. ©Copyright NOLN 2018. Reproduction is allowed only with permission of publisher. Views expressed by columnists and guest writers do not imply NOLN endorsement. Every attempt is made to provide accurate and reliable information described or offered herein, nor can NOLN verify accuracy of advertising claims made herein. The purpose of NOLN is to open an active line of communication between lube shop owners and managers and to provide a link between lube shops, manufacturers and suppliers throughout the country.

Authors — We welcome editorial proposals and submissions. Contact Tammy Neal for more information.

Advertisers — Advertising rates are available upon request. Please contact Brian Ashley for display advertising deadlines, Internet advertising and other information.Contact Nikki Held for classified advertising information.

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Tiffany Fowler August 2018 Volume 33  Number 8 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

AROUND THE INDUSTRY Bear Visits Virginia Meineke As reported on by NBC 29, employees at Meineke Car Care Center in Charlottesville, Virginia, got a visit from a furry guest.

On Monday, June 19, a black bear made a dash for it inside the shop, surprising everyone inside.

“It was really kind of small,” Shawn Jenkins told NBC 29. “It probably weighed 100 pounds.”

Jenkins told NBC 29, “Another employee yelled ‘bear.’ I turned around, and there was a bear. I ran like, you know, typical humans do.”

On the shop’s security camera, you can see a young black bear hop onto a customer’s car and dash into the shop. Moments later, you can see it run away in the lower right-hand corner, NBC 29 reported.

Jenkins told the news station he watched the bear run and collide with a car near the intersection of Rt. 29 and Hydraulic Road. He said the animal didn’t look hurt and kept going.

“I’m guessing he was confused ‘cause traffic around here gets pretty bad,” Richard Warburton, who works at the shop, told NBC 29. “When Shawn yelled, he got confused and just slid, fell over, got back up and ran out the other bay door.

“We’re kind of laughing, thinking, ‘jeez, you know, how would we explain this to my insurance company had he hurt somebody or damaged some vehicle or something.”

Warburton told NBC 29 he is glad no one was hurt and that employees have a fun new story to share with customers.

“Customers have come in saying, ‘hey,

I heard you had a bear sighting here, and I’ve showed several people the video,’ — which they think it’s funny,” Warburton told NBC 29.

Mighty Names Franchise of the Year Mighty Distributing System of America has announced Mighty of Central Indiana as Franchise of the Year.

This prestigious award was presented at Mighty’s National Sales Meeting and Trade Show in Houston, Texas. The Central Indiana operation is one of four Mighty franchises owned by the JTM Group. Steve Sanner and Jay Greenfield are principals and Jeff Bare is COO of the JTM Group.

“JTM has many different entities within each business group based on giving ownership opportunities to key people as we add new franchises,” Sanner said. “So, while we started in the Jiffy Lube business in 1985, we are now in Jiffy (48 shops), Tuffy (six shops) and Mighty (four fran-

Mighty Distributing System of America named Mighty of Central Indiana as Franchise of the Year. Pictured, left to right, are Ken Voelker (president and CEO of Mighty), Steve Sanner, Melissa Huffman, Jeff Bare, Scott Fraley, Joe Ritter, Ken April, Jr., Delana Brown, Jay Greenfield, Jeff Buskirk, Lonnie Hinkle, Ben Clark and Mike Gardner.

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– Photo credit: Aston Martin Racing.

Performance is a quest

For the third year in a row, Total is proud to be the official Lubricant and Technical partner of the prestigious Aston Martin Racing team in the FIA WEC*. The 2018/2019 season is unprecedented as there will be two editions of 24h of Le Mans, one of the most demanding races in the world. You will have twice the opportunity to witness TOTAL QUARTZ engine oil’s reliability and the Aston Martin Vantage GTE’s long-lasting performance. Tested on the track, available to everyone. *World Endurance Championship totalspecialties.com

chises), hence the JTM name.”

“It is gratifying to award Mighty’s Franchise of the Year recognition to a longterm, professional organization like the JTM Group,” said Ken Voelker, president and CEO of Mighty. “And their operation in Central Indiana knocked the ball out of the park this year! The award is extremely well deserved.”

In accepting the Franchise of the Year award Sanner said, “We have raised the bar. We have maintained a professional

work environment at every level. Our employees are our associates; our customers are our guests. That’s how we truly feel about each other, and that’s how we feel about the people we do business with.

When you think like that, it compels you to conduct business accordingly.”

Work Begins on 2018 Grand Prize Car At Petty’s Garage work has commenced building the grand prize for the 2018 Mahle “Drive with the Original” Techni-

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Glockner Oil Co 1-800-289-2979 Grainger www.grainger.com Heathwood Oil Co 1-800-255-0287 Inland Wholesale 1-800-446-5263 International Filters 1-800-872-2333 John R Young Co 1-800-481-3889 Keller Heartt Oil 1-800-423-7513

Key Oil Co. 1-800-950-2645 Kwik Industries 1-800-442-5368 Lard Oil Co. 1-800-738-7738 Levin’s Auto Supply 1-800-655-7700 Mays-Shedd Sales 1-800-488-5823 McGlaughlin Oil Co 1-800-839-6589 Oakland Lubrication 1-800-828-1675

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Call 1-800-528-0334 for questions or samples Sampson-Bladen Oil Co 1-800-341-9266 S&E Distribution 1-888-251-2609 Service Champ 1-800-221-0216 1-800-233-9041 Steve Shannon Automotive Warehouse 1-800-343-8473 Tyree Oil 1-800-669-0760 Whitfield Oil Co. 1-888-394-3835

cian Promotion — a custom, resto-mod 1968 Chevrolet Camaro RS. The one-ofa-kind vehicle will be finished and tested in time to be awarded to the winner by Mahle Aftermarket Inc. at the Automotive Aftermarket Product Expo in Las Vegas, taking place October 30 to November 1, 2018.

“Last year’s Mahle Mustang was a huge hit at AAPEX, and we wanted to do something that would surpass even that,” said Jon Douglas, general manager, Mahle Aftermarket North America. “The Mahle Camaro RS will be a real showcase for Mahle Original gaskets, filters and other Mahle parts. One lucky technician is going to be very happy!”

The “Drive with the Original” promotion runs to October 1, 2018. Four finalists will be randomly selected from all entries to receive a trip for two to AAPEX in Las Vegas. The “Original,” Richard Petty, will be present when the finalists each select a key from The King’s signature Charlie One Horse hat — one of which will start the grand prize Mahle Camaro RS from Petty’s Garage.

Petty’s Garage found the rare Camaro with Rally Sport option sitting in a field in Martinsville, Virginia, less than 100 miles from the company’s Level Cross, North Carolina, headquarters. They will replace the original 327 cubic-inch engine with a high performance LS7 427 cubic-inch motor with all Mahle components, including Mahle pistons and rings, Mahle Original gaskets and filters and Clevite bearings. The engine, expected to put out 625 horsepower, will be mated to a Tremec T5 five-speed transmission and deliver the power to the road through a narrowed rear axle housing with 12-bolt differential.

The chassis will ride on a Ridetech suspension, equipped with Forgeline 20-inch, three-piece forged wheels, shod with Continental ExtremeContact Sport Tires. Wilwood six-piston front and four-piston rear disc brakes will provide impressive stopping power.

Finishing off the package, the interior will feature Dakota Digital upgraded digital gauges that fit the original dash, complimented with black leather bucket seats with Mahle blue stitching and the Petty’s Garage and Mahle logos embroidered into the seatbacks and headrests.

The exterior of the Petty’s Garage Mahle Camaro will feature custom bodywork, including flush-mounted windows with removed trim and drip rails; trimmed and fitted front and rear bumpers; and a custom carbon fiber front splitter and rear spoiler. The package will be finished off with custom BASF R-M Finish Mahle blue paint with painted white graphics.

NOLN-AugustIssue2018.pdf 7/11/18 4:10 In addition to the grand1 prize, over 1,000 additional instant prizes will be awarded, including Richard Petty Driving Experiences, autographed Richard Petty signature Charlie One Horse cowboy hats and autographed No. 43 diecast model cars.

Information on entering the “Drive With the Original” Promotion is available on specially marked Mahle Original gasket boxes.

Auto Care Association Named Red Hot Association The Auto Care Association was recognized as a “Red Hot Association” by DCA

Live at the first annual DCA Live 2018 Red Hot Not Profits and Associations event in Arlington, Virginia. The event honored Washington, D.C.-based organizations that demonstrated performance

PM

as high growth or innovative nonprofit or association.

The list of 2018 Red Hot Associations included: • Auto Care Association • Conference of State Bank Supervisors • Infectious Diseases Society of America • Association for Corporate Counsel • Association for Career and Technical Education • American Society for Engineering and Education

• American Psychiatric Association • National Federation of Independent Business • International Sign Association • Military Officers Association of America • American Association of Airport Executives • American Medical Writers Association • National Association of School Nurses • Architectural Woodwork Institute • Association of Governing Boards • National Grocers Association • National Association of Criminal Defense Lawyers • Future Business Leaders of America “We’re honored to be recognized alongside these outstanding associations making a positive impact on our community here in our nation’s capital and throughout the United States,” said Bill Hanvey, president and CEO, Auto Care Association. S

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SIGNS OF THE TIMES: Missouri Jiffy Lube Uses

Humorous Messages to Draw in Customers

By Peter Suciu

W

ho actually pays much attention to the messages on the marquee outside most businesses these days? Typically, these are used to announce a special, a sale or some other service. Much like the billboards on the highway, these are in the background, but one lube shop manager thought maybe it was time to send a different message — one that was sure to catch the eyes of drivers.

Instead of the usual, “brake flush” or other service as the message, last summer Cody Baumert, location manager of Jiffy Lube on Providence Road in Columbia, Missouri, posted “The Catalina Wine Mixer of Oil Changes. –Huff and Doback.”

That humorous message was noticed by 14

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customers, and with approval from MFA Oil, which owns the Jiffy Lube location, Baumert continued with similar fun and silly quotes and pop culture references.

With help from other employees, the sign’s message is regularly updated, referencing movies, the Olympics, The NCAA Tournament and other events in the news.

“I just decided to do something different when I started coming up with the goofy stuff last summer,” Baumert said. “I like to put up a crazy movie quote or some pop culture reference instead of the normal business message. I think this has been a way to grab attention of those who are driving by. I mean the customers already know what we do!”

Baumert, who has worked with MFA Oil for three and a half years, has been at the current Jiffy Lube location for about two years. He noted that many of the other businesses in the area had the usual messages and decided to do something different. He made sure to have the support of the operations manager as well as the franchise owner, Ed Harper.

“I made sure they were both on board,” Baumert said. “They thought it was funny.

At times they didn’t always get it, but we made sure we made it fun.”

The humor certainly plays to Baumert’s appreciation of modern comedies that feature Owen Wilson and Vince Vaughn.

“That goofy stuff stuck with me,” Baumert explained. “I must have seen ‘Wedding Crashers’ 200 times and just got the inspiration.”

While those movies have no shortage of quotable lines, some aren’t appropriate for all ages, but Baumert admitted he keeps that in mind.

“Without a doubt, you have to play to your audience,” he noted. “My job is to make them laugh and not offend anyone in the process. That’s the last thing we’d want to do. So instead, I try to come up with something that everyone will appreciate — and that is a hard thing to do these days. We want the good press for these messages and certainly no bad press.

The last thing I’d want to do is put a message up there that would offend someone.”

As for customer reaction, it has been positive. The original “Catalina Wine Mixer” message garnered much attention and has clearly stuck with some customers even a year later.

“We do have customers who stop in, comment on the sign and sometimes even laugh about it,” Baumert said. “That is the whole reason we do this. And we continue to try to appeal to one demographic or another. Last summer ‘Game of Thrones’ was on TV and Ed is a big fan, so we had some quotes from the show. That really stuck out.”

Sometimes the references do go over peo-

ple’s heads — including some of the staff.

“Yeah, I have to explain it at times, but for the most part everyone from the staff to the customers has been super supportive,” Baumert said.

The signs garnered local media attention as well, so the good press has certainly been there. However, the goal still remains to catch the attention of drivers.

“I think of this as a way of being noticed by those who may come back another time,” Baumert said. “I understand not everyone needs an oil change every day, but this can be something simple to draw back customers on another day. It is a way of making them remember we’re here and ready to serve.” S August 2018

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By McCarter Wansley

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N O I T N E ATT

ALL MANAGERS

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ttention all managers: Please, read this article for your own good — and mine.

Seventy five percent of all customers at oil and lube shops return for the service.

That number has not changed in the years I’ve been reading related articles in NOLN. I don’t believe that percentage will ever change radically— up or down. I also believe that percentage feels right to me in my years of experience managing an oil and lube shop and is probably accurate for many businesses in America. Customers return to places they like. They return to shops they have a good feeling about. They return to shops that are managed well.

Don’t Try To Do Everything

Managers: Don’t try to do everything! I’m asking for special attention here from the ADHD type, worrywart or perfectionist.

Take a break when needed. Stress is part of the job. Learn to let a few customers and a few choice words roll off your sleeves. Roll them up for the rest of your customers who are paying for a job well done and excellent service.

To start, a good manager makes good decisions; not hasty ones. A manager is a quarterback. He or she relays specific jobs to the correct employees while keeping track of customer service, customer requests, sales, inventory, shop status, cash register, fleet accounts, time clocks, etc.

Now some assistant managers, owners or employees might share in these responsibilities. But the point is, a good manager delegates. So, take your time with decision making, if time is available, and delegate work to appropriate employees. The quarterback doesn’t have to make every play — delegate. You might even feel bad about all this delegating, so make sure you are treating your employees with respect.

Take Care of Your Employees

Employees are part of your shop’s service.

They are being paid to do a job, just like you. Most employees appreciate fairness accompanied by good decision making from a manager. For example, Larry and Fred (employee A and employee B) are arguing in the shop over who gets to leave early this Saturday if business is slow.

Larry almost always leaves early and complains the most about everything — the schedule or whatever. Fred almost never leaves early, especially on Saturday when shops are busy. Fred wants to catch his daughter’s soccer game on a Saturday coming up, and Larry is making rude comments. What should you do?

I believe you should practice fairness as a manager. Fred rarely asks to leave early so tell him, “No problem.” Fred is a good employee, and it costs nothing here to make him happy. Use the word team when speaking to more then one employee.

That’s what a good crew of workers is — a team. Employees communicate and work together better when they think of themselves as part of a team. I might also reit-

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erate that Saturdays are our busiest workdays, and plenty of notice is needed to take a Saturday off — looking at Larry. It’s also a good idea to end small disputes on a positive note. Mention to your team that you want to be a fair manager — and everyone needs a day off now and again, so don’t hesitate to ask. I’d also speak to Larry privately and mention he’s been asking off a lot lately, and if he has complaints, he can always come to you as manager. Try to find out why Larry isn’t happy or why he is always trying to leave early despite his agreed upon schedule. You might have to start looking for a “new” Larry.

Be a Good Role Model and a Shadow

Any healthy business needs dependable and honest employees. They must know their manager is beyond reproach when it comes to trust and dependability. You should be the first one to initiate cleaning the shop when business is slow. A good manager should not be doing his/her employee’s jobs daily. A good manager should be a shadow when it comes to doublechecking measurements, gaskets, filters, oil level, shop safety and any other checks you can think of. Shadowing and checking should be part of your daily routine.

A good manager speaks up. Speak up when discovering anything from a nail in your customer’s tire, to an employee skipping part of your designated safety routine. You should be the first to show employees by example how to speak to customers. For example, use a timely and positive greeting such as, “Welcome! How may we help you, ma’am or sir.” That’s a good start. You can begin to gather information on the vehicle and what services you provide. Now, if you would like to “up your game,” here is how.

Up Your Game

Customers are not stupid — despite what they say on occasion. They pick up on employees’ and managers’ reactions, behavior and attitude while you’re working. Man18

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agement and employees must be trained and re-trained, or you shouldn’t expect much in the way of tact or sales while they speak to your customers. For starters, no cursing. You can’t tell which customers are offended, so don’t curse. A manager, or designated sales representative, should be talking to all customers. For example, the grill man at Burger King doesn’t come chat with customers at the register. Why? The grill man is grilling burgers — and needs to continue while burgers are being ordered. He is already performing one job and might not be the best choice to deal with customer complaints, sales or speak of services offered.

So, how should a manager interact with customers and lead by example? Let’s go back to the start when a car pulls in. You really only have a few seconds before your customer begins to feel ignored. Be timely.

Don’t let a customer wait outside or pull into a bay without a nice greeting.

A good manager should be dressed properly. His or her shirt should be tucked in, and he or she should look as clean in appearance as possible. Be ready with a clipboard. You have no idea what services a customer requires, so be prepared to write it all down.

Always ask about high-mileage oil or synthetic oil. This will help with sales, as well as make sure you don’t surprise your customer with price. The main goal here is to make sure the customer gets what he or she wants. The customer should verify the correct brand, weight and viscosity of oil.

Some customers may have more specific needs, such as the use of additives. Listen to your customer, and don’t interrupt. You have a clipboard ready, so write it down and follow through.

Customers are Not Always Right

No one is always right. I hear customers daily use their uncle or neighbor’s opinion as a professional opinion. It is your responsibility as manager to inform these customers what your professional opinion is. You should mention the manufacturer’s recommendation is your recommenda-

tion, and note this on the customer’s invoice. Liability is a different subject, but it comes into play in this example. Always record any problems you or your employees find on the vehicle on the customer’s invoice. You’ll have a record, just in case.

Don’t shy away from bad news. It’s no fun to give, but your customers will appreciate you in the long run, plus it helps earn trust. Don’t be pushy. Customers are not stupid. They know if a manager or employee is only trying to up-sell them. Use your own style when speaking with customers, especially when sales are involved. Customers buy from people they like. If you are funny or a little goofy, go with it. If you are more of a tech guy or gal, go with that — at least it’s you being yourself, honestly.

Finish the Job

Go over the invoice with customers after cashing them out — especially new customers. This gives you a chance to show your team’s value. Going through the invoice also gives you a chance to mention concerns or services you want them to know about. Again, try not to get bogged down with too much technical talk. Point out the positives, while informing the customer of any problems your team has noticed while servicing their vehicle. As time permits, try to talk to as many customers as possible. If your customers seem open to it, educate them about their specific vehicle. Make them feel the value of your team and shop, and they will come back for more. Make them feel welcome to return.

Parting Thoughts

One final thought I’d like every manager to remember is, what you do is important.

Whether it is oil and lube service, brake service or simply airing up a tire. Doing a good job is important. None of us can fathom the impact we have on the vehicles we touch. Making everyone safer while driving on shared roads in every community should be our team goal as managers. S McCarter Wansley is manager of Seymour Oil and Lube in Seymour, Tennessee.

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August 2018

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Learn More, Earn More at AAPEX C

ontinuing education: Lawyers need it, doctors need it and — perhaps most of all — automotive professionals need it.

Advances in the automotive aftermarket industry move fast, and to remain competitive, staying informed is critical.

That’s why AAPEX will be rolling out even more robust educational programs for 2018, with forward-thinking, innovation-focused areas like Let’s Tech, Mobility Garage and AAPEX Technology of Tomorrow supporting the industry-leading curriculum.

Like last year, AAPEXedu sessions will be offered and accredited by the University of the Aftermarket and applicable toward the Automotive Aftermarket Professional (AAP) and Master Automotive Aftermarket Professional (MAAP) designations. Tracks include business management, heating/ cooling, import/export, industry trends, paint and body, and the Young Professionals Program, among others. In addition to new courses focused on honing business skills — such as “The Four Cornerstones of Service Operations Success” and “Seven Steps to Winning a Customer and a Sale” — is the timely offering, “Why Should I Work for You?” Experts will demonstrate what top shops are doing to recruit talent and achieve a competitive advantage.

The AAPEXedu Service Professionals Program will include a Service Professionals General Session — a town-hall-style program with new content featuring an industry panel comprised of a shop owner, a technician and an industry trainer. The Service Professionals General Session will return this year on Thursday, November 1, and is free to attend.

Beyond One-Size-Fits-All The Service Professionals General Session is just one of the ways AAPEX keeps the learning experience fresh and fast paced by offering content in an all-new town hall format. Another is the Let’s Tech Stage, 20

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where 20-minute presentations highlight the emerging technologies used in the products, tools and mobile apps that support specific segments of the automotive aftermarket. With topics related to diagnostics, connected cars and more, there’s plenty to help technicians stay ahead of the digital curve.

For an immersive, technology-driven experience, AAPEX Mobility Garage offers two training theaters demonstrating the cutting-edge technology influencing the automotive aftermarket. For event-goers, it’s an opportunity to see next-generation devices in action; for exhibitors, it’s an opportunity to showcase their innovations one-on-one with end users.

At Mobility Garage No. 1, technicians will find underhood training presented

by AVI, featuring hands-on, expert-led demos of the latest scan tool technology and the methods required for accurate diagnostics. Each 45-minute session — followed by a 15-minute Q&A session — breaks down how each new system works, giving participants skills that can be applied immediately.

Mobility Garage No. 2, presented by the National Alternative Fuels Training Consortium (NAFTC), focuses on something everyone in the automotive industry

should pay close attention to: alternative energy and fuel. Specifically focusing on electric cars, this high-level forum quickly advances a technician’s capacity for working with this growing category.

In addition to the great training available at Mobility Garage, you’ll also be able to try out the products with handson demos — including a VR experience, where you can virtually place the parts inside of the car.

The training sessions are open to all AAPEX attendees and run throughout the event in the Bellini and Titian Ballrooms adjacent to the Venetian Ballroom and Level 2 Exhibit Hall.

See It Here First The opportunity to see groundbreaking new products is one of the main attractions at AAPEX, and 2018 won’t disappoint. Case in point: AAPEX Technology of Tomorrow, a section where attendees can preview products that have yet to hit the market. Some items showcased will be so new that they’re still in prototype stage — i.e. a few years from being released — but all are a great way to see where technology is headed and start preparing for the future.

Of course, there will also be thousands of new products that are available right now on-site, with exhibitors providing demonstrations throughout the event.

Attendees can see winners of the New Products and Packaging Awards firsthand — and meet the companies behind them — as they’re honored for their innovation at the Let’s Tech Stage on October 30.

For more information on AAPEX or event registration, visit: aapexshow.com. S

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Why it is Important to Stick to the OEM Recommended Viscosity

By Steve Swedberg

W

e’ve all been taught that the single most important property of any lubricant is viscosity. Why is that? Since the four primary purposes of an engine oil are: 1. Lubricate, 2. Clean, 3. Cool and 4. Protect, it stands to reason that the proper viscosity will maximize lubricant performance in all four aspects. But what happens when the proper viscosity isn’t used?

If the viscosity is too low, the critical surfaces in an engine will be subjected to increased metal-to-metal contact. That would mean increased friction and wear.

It also might cause engines to run hotter. On an operational basis, the performance in such areas as fuel economy will suffer if the viscosity is too low and an insufficient oil film will not form. The ability of the oil to keep the engine clean could be hampered, because the likely higher operating temperatures will degrade the additive package sooner.

If the viscosity is too high, the engine may have more surface protection but performance will be degraded due to increased (viscous) friction. Again, cooling may be impaired, and higher operating temperatures could shorten oil life.

While they don’t directly measure viscosity, oil life monitoring systems used by the OEMs would react to the increased temperature of operation. It’s pos-

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IT’S WHAT’S INSIDE…

MAX MARKETING p. 23

You know what it takes to keep your customers safe and on the move. But with the industry’s fast-paced changes in technology, techniques and tools, you need to stay sharp to stay competitive. AAPEX has it all— the full spectrum of products and services, hands-on training and a preview of trends and innovation—so you can give expert advice and maintain loyalty. Join your community for three thought-provoking days and OCTOBER 30 – NOVEMBER 1, 2018 Las Vegas, NV | Sands Expo aapexshow.com

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“The OEMs make recommendations as to which viscosity grade is preferred, and they reserve the right to deny warranty claims if the wrong viscosity (or category) oil is used.

Generally, there isn’t a big push to deny claims, but for the newer engine designs, it may become a greater possibility.”

sible for the wrong oil viscosity to cause the OLM to call for an oil change sooner than normal.

Here’s another factor to consider. The OEMs design and prove out their new engines using a specific viscosity grade. Most recently, the new turbocharged gasoline fueled direct injection (TGDI) engines were initially designed to operate on SAE 5W-30.

As new engines are developed and introduced, it is possible that SAE 0W-16 could become a preferred grade, but not at present.

The Coordinating Research Council (CRC) recently published a report on wear in stop-start engines, which are designed to turn off when the vehicle is at a complete stop such as a stop light.

When the accelerator is pushed, the engine restarts. This design saves a fair amount of fuel, especially in urban use. CRC’s test results showed higher wear with lower viscosity oil (SAE 0W-16) than the recommended SAE 5W-30. The OEMs weren’t surprised at the result and say that the CRC’s test results show how important it is to use the recommended engine oil viscosity.

The OEMs go on to say that engine design is tightly tied to viscosity grade. That means building engines in which SAE 0W-16 and thinner oils are recommended must be with components that are designed to maintain proper oil flow with such low viscosity oils.

The OEMs make recommendations as to which viscosity grade is preferred, and they reserve the right to deny warranty claims if the wrong viscosity (or category) oil is used. Generally, there isn’t a big push to deny claims, but for the newer engine designs, it may become a greater possibility. Using the proper viscosity and category when changing oil is the smart bet for installers.

Currently, API has licensed a total of 35 different brands of SAE 0W-16 API SN engine oils. Of these, 10 are US brands. Asia Pacific has 20 branded oils. By contrast, there are 364 licenses for SAE 0W-20 SN products, of which about 80 percent are divided equally between North America and Asia Pacific.

In general, all of the automakers call for SAE 5W-30 or SAE 0W20 engine oil. Toyota is one of the few automobile manufacturers recommending SAE 0W-16, but only for their L4 engines, such as those found in the 2018 Camrys. They will allow SAE 0W-20 as makeup oil but only until the next oil change. Honda also calls for SAE 0W-16 or SAE 0W-20 for their Fit engine. For all other

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engines, both Honda and Toyota recommend SAE 0W-20. For certain TDGI engines, SAE 5W-30 is the preferred viscosity grade.

It’s important that not only the proper viscosity grade be used, but the OEM recommendations for performance must be met as well — such as API SN Plus. GM specifies dexos but accepts API SN Plus (GF-5). Many foreign OEMs have their own oil requirements but generally accept API SN Plus (GF-5). The SAE 0W-16 viscosity grade will be API SN Plus but will not have an API starburst until GF-6, which is expected to be introduced sometime in 2020.

For those few four-cylinder Toyotas and other vehicles that call for SAE 0W-16, it would probably be a good idea to carry a few cases of an available SAE 0W-16. The following list identifies the companies with current API licensed products (as of press time) that have API SN Plus, SAE 0W-16 available here in the United States. S

Companies Providing SAE 0W-16 Oil (as of press time)

• Advance Stores Company, Inc. • Champions Brands LLC • Citgo Petroleum Corp.

• Interstate Oil Co. • JX Nippon Oil & Energy USA Inc.

• North American Lubricants Co. • Pennzoil Products Co. • Top 1 Oil Products Co. • Warren Oil Products Co.

STEVE SWEDBERG has over 50 years of experience in the oil industry. He has a Bachelor of Science degree in chemistry and graduate work in business administration. He also has extensive training in petroleum products technical service as well as total quality management. His work experience includes lubricants research and development with ARCO and UNOCAL, oil additive marketing at Edwin Cooper (now Afton) and Chevron Oronite and lubricants marketing with Pennzoil. He managed technical groups related to oil marketing, product quality and technical services.

Swedberg has also been involved with several industry organizations including STLE, NLGI, ASTM and, most notably, SAE, where he was Technical Committee 1 (Engine Oils) chairman from 1992 to 1996. While in that position, he was able to help influence industry direction as well as make many valuable industry contacts. Swedberg is currently consulting on lubricating products and additives and is a technical writer.

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Tech Spec: 2018 Toyota Camry

MOTOR OIL: 0W-16 (2.5L I4 ENGINE) OR 0W-20 (3.5L V6 ENGINE) The all-new 2018 Toyota Camry rolled into dealerships late last summer. The new Camry uses Toyota New Global Architecture (TNGA), which represents a completely new strategy to the way the company designs, engineers and packages its vehicles.

The all-new Camry’s TNGA-based body/ platform includes an extended wheelbase and a wider vehicle stance, realizing a stylish and sporty new design.

Along with the new platform, an all-new 2.5-liter four-cylinder Dynamic Force Engine, new Direct Shift-8AT eight-speed automatic transmission and a new double wishbone rear suspension design are all representative technologies that have evolved through TNGA. Three new powertrains are available on the new Camry. They include the all-new 2.5-liter inline-four-cylinder (I4) D-4S gasoline engine and a new 3.5-liter V6 with D-4S fuel injection, both of which are paired to a new eight-speed Direct-Shift automatic transmission (8AT), and a nextgeneration Toyota Hybrid System.

New 2.5L I4, Requiring 0W-16 The Camry’s new 2.5-liter I4 Dynamic Force Engine has outstanding combustion 26

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efficiency, and it is also one of the first engines in the US to require 0W-16 oil. This new powerplant incorporates an array of Toyota’s most advanced technologies including Dual VVT-I with VVT-iE (variable valve timing intelligent system by electric motor), D-4S (direct injection four-stroke gasoline engine superior version), direct injection and laser-clad valve seats for optimal power production, emissions performance and fuel efficiency.

The engine features VVT-iE on the intake side while utilizing VVT-I (variable valve timing with intelligence) for the exhaust, a compression ratio of 13:1 (14:1 for the hybrid version) and a bore and stroke measuring 3.44 inches and 4.07 inches, respectively.

The dual VVT-I with VVT-iE variable valve timing system uses an electric motor instead of oil pressure to control variable valve timing, helping the system enhance fuel efficiency with cleaner exhaust emissions.

Other important new technological innovations for the 2.5-liter four-cylinder Dynamic Force Engine include a variable cooling system, full variable oil pump and a cooled exhaust gas recirculation (EGR) system.

Peak horsepower is rated at 206 at 6,600 rpm with torque rated at 186 pound-feet at 5,000 rpm.

New 3.5L V6 Like the 2.5-liter I4 Dynamic Force Engine, the Camry’s newly-developed 3.5-liter V6 is equipped with the D-4S direct injection system, along with a new VVTiW (variable valve timing-intelligent wide) variable valve timing system.

The 24-valve DOHC 3.5-liter V6 engine employs the VVT-iW system for the intake, with VVT-I on the exhaust, a 11.8:1 compression ratio and bore and stroke of 3.70 inches and 3.27 inches, respectively.

Power output is rated at 301 horsepower and 6,600 rpm with a torque rating of 267 pound-feet at 4,700 rpm.

Behind the Engine Both the 2.5-liter I4 Dynamic Force Engine and the 3.5-liter V6 are equipped with the new Direct Shift eight-speed automatic transmission. The new gearbox includes a torque converter that offers a wider range of lock-up when compared to the previous six-speed automatic transmission.

The new Camry provides a high-quality comfortable and stable ride manner with

superior handling characteristics using a lightweight, high-rigidity body/platform structure with a 30-percent increase in torsional rigidity.

Despite the increased use of high-tensile-strength sheet metal and hot stamping materials resulting in a lightweight body, further weight reduction has been achieved through the fitment of an aluminum hood, while new construction techniques have led to the use of thinner body panels for the roof, hood, trunk lid, front and rear doors and front fenders when compared to the previous model.

Laser screw welding has been incorporated at key junctures throughout the body/platform for increased joint rigidity.

A special high-rigidity urethane adhesive has been applied to both the windshield and rear window where it meets the vehicle body, which helps to realize increased body rigidity. The fortified body includes additional gussets for the front/rear doorframe that have greatly increased the frame/joint strength.

Toyota engineers incorporated a variety of new noise, vibration and harshness countermeasures that were previously found exclusively on luxury models.

These include sound absorbing/insulation through the fitment of a hood insulator and upper and lower fender separator.

The passenger compartment is further insulated from the engine and road noise using foam/vibration dampening materials throughout the vehicle along with a thicker dash silencer mat across the entire interior firewall section. Furthermore, a special vibration-damping coating has been applied over a wider area of the underfloor, joined by noise-proofing material encompassing more surface area of the interior’s ceiling. Wind noise has been suppressed through a newly-designed rain gutter molding and a reduction in the step at the bottom of the windshield.

The Camry is available in five grades: L, LE, XLE, SE and XSE. Three new colors join an expanded exterior palette for the new Camry. New colors include Wind Chill Pearl, Brownstone and Galactic Aqua Mica.

Other available colors are Super White, Celestial Silver Metallic, Predawn Gray Mica, Midnight Black Metallic, Ruby Flare Pearl, Blue Streak Metallic and Blue Crush Metallic. Camry XSE models also offer a Midnight Black Metallic roof option mated to

a choice of Blue Streak Metallic, Celestial Silver or Wind Chill Pearl body colors.

The exterior palette is mated to interior colors in Ash, Macadamia or Black. A sporty Cockpit Red interior is available on the XSE. The new Camry features Toyota’s latest in-vehicle information technology whose next-generation displays offer a unique level of integrated information with minimal distraction. It relays information through three available interlinked displays: a 10-inch color head-up display; a seven-inch multi-information display with the instrument cluster; and an eightinch audio/navigation/HVAC control

panel that’s seamlessly integrated into the center console.

Among the many features on the 2018 Camry is the standard Toyota Safety Sense P (TSS-P) suite of safety systems and technologies. This multi-feature advanced active safety suite bundles cutting edge active safety technologies including pre-collision system with pedestrian detection, dynamic radar cruise control, lane departure alert with steering assist and automatic high beams. Select models also come with standard blind spot monitor with rear cross traffic alert. The available intelligent clearance sonar also includes a new rear cross traffic braking system. All

3.5L V6, requiring 0W-20 oil

2.5L I4, requiring 0W-16 oil August 2018

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ADDITIONAL MAINTENANCE FOR SPECIAL OPERATING CONDITIONS Driving on Dirt Roads or Dusty Roads Every 5,000 miles (8,000 km) or six months: • Inspect ball joints and dust covers • Inspect drive shaft boots • Inspect engine air filter • Inspect steering linkage and boots • Replace engine oil and oil filter • Tighten nuts and bolts on chassis and body

2018 Camrys have 10 standard airbags and Toyota’s Star Safety System, which includes enhanced vehicle stability control, traction control, electronic brake-force distribution, brake assist, anti-lock braking system and smart stop technology. All Camrys also come equipped with a standard backup camera.

Camry drivers enjoy enhanced connectivity and entertainment through the new Toyota Entune 3.0 multimedia system. The Entune 3.0 system features navigation and the Entune 3.0 App Suite Connect for everyone. It delivers several new technologies including available remote connect, which provides remote start and door unlock capability, vehicle status notifications, a guest driver monitor and vehicle finder. Available service connect provides up-to-date vehicle information on fuel level, maintenance alerts and more. Entune 3.0 also offers available in-vehicle Wi-Fi Connect powered

by Verizon, allowing up to five mobile devices to connect using 4G LTE. The MSRP for the new 2018 Toyota Camry gas models ranges from $23,495 for the L-grade I4 to $34,950 for the Premium XSE V6.

Servicing the 2018 Toyota Camry Toyota recommends servicing the Camry every 5,000 miles or every six months.

Every 5,000 miles (8,000 km) or every six months: • Add Toyota EFI Tank Additive or equivalent (Hawaii, Puerto Rico and American Samoa only) • Check installation of driver’s floor mat • Inspect and adjust all fluid levels • Inspect wiper blades • Rotate tires • Visually inspect brake linings/drums and brake pads/discs 28

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Every 10,000 miles (16,000 km) or every 12 months: • Replace cabin air filter • Replace engine oil and oil filter Every 15,000 miles (24,000 km) or 18 months: • Inspect ball joints and dust covers • Inspect brake lines and hoses • Inspect drive shaft boots • Inspect engine coolant • Inspect exhaust pipes and mountings • Inspect radiator and condenser • Inspect steering gear • Inspect steering linkage and boots Every 30,000 miles (48,000 km) or 36 months: • Replace engine air filter • Inspect automatic transmission fluid cooler hoses and connections • Inspect automatic transmission for signs of leakage • Inspect fuel lines and connections, fuel tank band and fuel tank vapor vent system hoses • Inspect fuel tank cap gasket Every 60,000 miles (96,000 km) or 72 months: • Replace spark plugs (3.5L V6 engine only) At 60,000 miles (96,000 km) or 72 months and then every 15,000 miles (24,000 km) or 18 months thereafter: • Inspect drive belts Every 120,000 miles (192,000 km) or 144 months: • Inspect vacuum pump for brake booster (2.5L I4 engine only) • Replace vacuum pump for brake booster (3.5L V6 engine only)

Driving While Towing, Using a CarTop Carrier or Heavy Vehicle Loading Every 5,000 miles (8,000 km) or six months: • Replace engine oil and filter • Tighten nuts and bolts on chassis and body Every 60,000 miles (96,000 km) or 72 months: • Replace automatic transmission fluid Repeated Trips of Less Than Five Miles in Temperatures Below 32 F/0 C Every 5,000 miles (8,000 km) or six months: • Replace engine oil and filter Extensive Idling and/or Low Speed Driving For a Long Distance Such as Police, Taxi or Door-to-Door Delivery Use Every 5,000 miles (8,000 km) or six months: • Replace engine oil and filter Every 60,000 miles (96,000 km) or 72 months: • Replace automatic transmission fluid Fluids & Capacities Motor Oil: SAE 0W-16 (2.5L I4 engine); SAE 0W-20 (3.5L V6 engine) Note: If SAE 0W-16 (2.5L I4) or SAE 0W-20 (3.5L V6) oil is not available, SAE 5W-20 may be used. However, it must be replaced with 0W-16 (2.5L I4) or SAE 0W-20 (3.5L V6) at the next oil change. Capacity is 4.8 quarts (4.5 liters) – 2.5L engine with filter; 4.4 quarts (4.2 liters) – 2.5L engine without filter; 5.7 quarts (5.4 liters) – 3.5L engine with filter; 5.6 quarts (5.3 liters) – 3.5L engine without filter Coolant: Toyota Super Long Life Coolant or equivalent; capacity is 7.3 quarts (6.9 liters) – 2.5L engine; 9.1 quarts (8.6 liters) – 3.5L engine ATF: Toyota Genuine ATF WS; capacity is 7.7 quarts (7.3 liters) – 2.5L engine; 7.9 quarts (7.5 liters) – 3.5L engine. 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.

2015-2017 Chrysler 200; 2014-2018 Chrysler 300; 2017-2018 Chrysler Pacifica; 2015-2018 Dodge Challenger; 2014-2018 Dodge Charger, Durango, Journey; 2014-2018 Jeep Cherokee, Grand Cherokee; 2018 Jeep Wrangler; 2014-2018 Ram 1500; 2014-2018 Ram 2500, 3500, 4500, 5500 Chrysler is recalling certain 2014-2018 Dodge Journey, Charger and Durango, RAM 2500, 3500, 3500 cab chassis (more than 10,000 pounds), 4500 cab chassis and 5500 cab chassis, Jeep Cherokee and Grand Cherokee and Chrysler 300, 20142019 Ram 1500, 2015-2018 Dodge Challenger, 2015-2017 Chrysler 200, 20162018 Ram 3500 cab chassis (less than 10,000 pounds), 2017-2018 Chrysler Pacifica and 2018 Jeep Wrangler vehicles.

2018 Chrysler 300

These vehicles are being recalled to address a defect that could prevent the cruise control system from disengaging. If, when using cruise control, there is a short circuit within the vehicle’s wiring, the driver may not be able to shut off the cruise control either by depressing the brake pedal or manually turning the system off once it has been engaged, resulting in either the vehicle maintaining its current speed or possibly accelerating.

If the vehicle maintains its speed or accelerates despite attempts to deactivate the cruise control, there would be an increased risk of a crash.

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Chrysler will notify owners, and dealers will inspect the software and perform a software flash on the engine or powertrain control module, free of charge.

2016-2018 Chevrolet Cruze General Motors LLC is recalling certain 2016-2018 Chevrolet Cruze LS vehicles, equipped with a gasoline engine and a tire inflator kit instead of a spare tire. The vehicles may leak gasoline following a rearimpact crash and a rollover. As such, these 2018 Chevrolet Cruze

tigued or breaks, the driver may not be properly restrained in the event of a crash, increasing their risk of injury.

GM will notify owners, and dealers will replace the pretensioner cable and seat side-shield, free of charge.

2018 Volkswagen Atlas Volkswagen Group of America, Inc. is recalling certain Volkswagen Atlas vehicles.

The fuel tank on these vehicles may leak fuel due to a manufacturing error. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 301, “Fuel System Integrity.”

2018 Volkswagen Atlas

vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 301, “Fuel System Integrity.”

A fuel leak, in the presence of an ignition source, increases the risk of a fire.

GM will notify owners, and dealers will install a lock-ring on the fuel tank that will shield the fuel tank vapor pressure sensor from damage in a rear-impact crash, free of charge.

2015-2016 Chevrolet Silverado 1500, Tahoe General Motors LLC is recalling certain 2015-2106 Chevrolet Silverado 1500 and Tahoe Police Pursuit and Special-Service vehicles.

A fuel leak in the presence of an ignition source can increase the risk of a fire.

Volkswagen will notify owners, and dealers will replace the fuel tank, free of charge.

2015-2018 Dodge Charger Chrysler is recalling certain 2015-2018 Dodge Charger pursuit police vehicles equipped with all-wheel drive and V8 engines.

2016 Dodge Charger Police Pursuit

2016 Chevrolet Silverado

The flexible steel cable connecting the driver’s seat belt to the outboard side of the seat may be repeatedly bent over the seat side shield as the driver enters and exits the vehicle causing the cable to fatigue and separate.

If the pretensioner cable becomes fa-

The front driveshaft universal joint may seize or fracture causing the shaft to detach from the vehicle. If the front driveshaft detaches from the vehicle, it may become a road hazard, increasing the risk of a crash.

Chrysler will notify owners, and dealers will replace the front driveshaft, free of charge.

2012-2018 Audi A6, A7; 2014-2018 Audi RS7; 2013-2018 Audi S6, S7 Volkswagen Group of America, Inc. is recalling certain 2013-2018 Audi S6 and S7, 2012-2018 A7 and A6 sedan, and 20142018 RS7 vehicles equipped with basic seats (with or without heating). Stress or wear of the body-sensing mat within the front passenger seat may cause the passenger occupant detection system (PODS) control module to malfunction.

2017 Audi A7

If the PODS module malfunctions, the front passenger air bag may not deploy properly in the event of a crash, increasing the risk of injury.

Volkswagen will notify owners, and dealers will install a PODS system repair kit, free of charge.

2019 Chevrolet Corvette General Motors LLC is recalling certain 2019 Chevrolet Corvette ZR1 vehicles.

Hard braking or acceleration may cause the sensing diagnostic module (SDM) to enter a fault state. As a result, the SDM will not provide crash sensing or deploy the necessary air bags in the event of a crash.

In the event of a crash, if the air bags do not deploy as designed, the occupants have an increased risk of injury.

GM will notify owners, and dealers will reprogram the SDM with updated software, free of charge.

2018 Buick LaCrosse; 2018 Cadillac ATS; 2018 Chevrolet Colorado, Equinox, Malibu; 2018 GMC Acadia, Canyon, Terrain General Motors LLC is recalling certain 2018 Buick LaCrosse, Cadillac ATS, Chevrolet Equinox, Malibu and Colorado and GMC Terrain, Acadia and Canyon vehicles.

2018 Buick LaCrosse

2010-2013 Kia Forte, Forte Koup; 2011-2013 Kia Optima; 2011-2012 Kia Optima Hybrid, Sedona Kia Motors America is recalling certain 2010-2013 Kia Forte, Forte Koup, 20112013 Kia Optima and 2011-2012 Kia Optima Hybrid and Sedona vehicles.

2013 Kia Forte Koup

In the event of a crash, the air bag control unit (ACU) may short circuit, preventing the frontal air bags and seat belt pretensioners from deploying.

If the frontal air bags and seat belt pretensioners are disabled, there is an increased risk of injury to the vehicle occupants in the event of a vehicle crash that necessitates deployment of these safety systems.

The remedy for this recall is still under development.

If the lower seat belt anchorage detaches in a crash, it can increase the risk of injury.

Nissan will notify owners, and dealers will weld in a new retaining plate and secure the seat belt anchorage with a new anchor bolt, free of charge.

2018 Chevrolet Sonic General Motors LLC is recalling certain 2018 Chevrolet Sonic vehicles. A joint in the driver’s seat-back frame may not be properly welded, reducing the strength of 2018 Chevrolet Sonic

the seat-back frame.

In the event of a rear-impact crash, the seat-back may fail, increasing the risk of injury.

GM will notify owners, and dealers will replace the driver’s seat-back, free of charge.

2018 Maserati Ghibli, Levante, Quattroporte

The high pressure fuel pump may detach from its mounting flange, possibly resulting in the pump damaging the high pressure fuel line. A damaged fuel line can create a fuel leak, increasing the risk of a fire.

GM will notify owners, and dealers will replace the high pressure fuel pump, and high pressure fuel pipe, free of charge.

2018 Maserati Ghibli

2018 Infiniti QX30 Nissan North America, Inc. is recalling certain 2018 Infiniti QX30 vehicles. The bolt securing the right-hand side lower seat belt anchorage may have been incorrectly installed during production. This can result in the lower seat belt anchorage detaching in a crash. As such, these vehicles fail to comply with certain requirements of Federal Motor Vehicle Safety Standard No. 210, “Seat Belt Assembly Anchorages,” No. 209, “Seat Belt Assemblies” and No. 208, “Occupant Crash Protection.”

Maserati North America, Inc. is recalling certain 2018 Maserati Quattroporte, Ghibli and Levante vehicles.

The welds on the sub frame may be incomplete, which can result in the welds breaking. If the welds fracture, it can cause a loss of vehicle control, increasing the risk of a crash.

Maserati will notify owners, and dealers will inspect the sub frame for incomplete welds, replacing the sub frame, as necessary, free of charge.

August 2018

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2019 Jeep Cherokee Chrysler is recalling certain 2019 Jeep Cherokee vehicles equipped with 2.0L engines. The engines in these vehicles may be missing valve stem keepers, which can allow the valve to drop into the engine cylinder, causing engine damage. These engines may also have a reversed camshaft cap that can damage the camshaft bearing, causing camshaft failure.

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2018 GMC Terrain

2019 Jeep Cherokee

Cylinder damage or camshaft failure can cause the engine to stall, increasing the risk of a crash.

Chrysler will notify owners, and dealers will inspect and repair or replace the affected engine components, as necessary, free of charge.

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diagnostic module (SDM) that senses a crash and deploys the necessary air bags may not power down correctly when the vehicle is shut off, causing it to be inoperative when the vehicle is restarted.

If the SDM becomes inoperative, it will not detect a crash or command the neces-

2018 Jeep Wrangler Chrysler is recalling certain 2018 Jeep Wrangler vehicles. The intermediate steering shaft may not have been properly welded, causing a split where the external spline is formed.

2018 Volkswagen Atlas Volkswagen Group of America, Inc. is recalling certain 2018 Volkswagen Atlas vehicles. The owners manuals provided with the affected vehicles do not inform the customers about the child restraint size limitation/restrictions for the second row center seating position. As a result, the center and adjacent outboard seat belt buckles on the second row can become damaged if a child seat base is installed that is wider than 12.6 inches.

2018 Jeep Wrangler

2018 Volkswagen Atlas

If the weld seam splits, the steering wheel may lose center positioning, causing a loss of steering responsiveness and increasing the risk of a crash.

Chrysler will notify owners, and dealers will inspect and, as necessary, replace the intermediate steering shaft, free of charge.

A damaged seat belt buckle can release unexpectedly, increasing the risk of injury in a crash.

Volkswagen will notify owners, and dealers will inspect the center and left outboard seat belt buckles, and replace them if necessary, free of charge.

2018 GMC Terrain General Motors LLC is recalling certain 2018 GMC Terrain vehicles. The sensing ®

sary air bag deployment, increasing the risk of injury in the event of a crash.

GM will notify owners, and dealers will reprogram the SDM with updated software, free of charge.

2015-2018 Kia Sedona Kia Motors America is recalling certain 2015-2018 Kia Sedona vehicles equipped with a power sliding door (PSD). The PSD

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may not auto-reverse when its closing is obstructed.

If the door closes on an occupant, there is an increased risk of an injury.

Kia will notify owners, and dealers will reprogram the PSD module software, free of charge.

2017 Land Rover Discovery, Range Rover, Range Rover Sport Jaguar Land Rover North America, LLC is recalling certain 2017 Land Rover Range Rover, Range Rover Sport and Discovery vehicles.

If the idler pulley bolt breaks, the vehicle may unexpectedly lose power-assisted steering, increasing the risk of a crash.

The remedy for this recall is still under development.

2015-2017 Mercedes-Benz Metris Daimler Vans USA, LLC is recalling certain 2015-2017 Mercedes-Benz Metris vehicles.

2017 Mercedes-Benz Metris

2016 Volkswagen CC

2017 Range Rover

The fuel gauge on these vehicles may indicate that the fuel level is low and illuminate the warning lamp, when the fuel tank actually has more fuel. The engine management software may also cut off the engine when the vehicle has traveled approximately 17 more miles.

If the engine were to shut off, it can cause loss of power brake assistance. An engine stall would cause a loss of drive power. Both scenarios can increase the risk of a crash.

Land Rover will notify owners, and dealers will install a software update to correct the fuel level reading, free of charge.

2009-2013 BMW X5 BMW of North America, LLC is recalling certain 2009-2013 X5 xDrive 35d diesel vehicles. The engine idler pulley bolt may loosen over time and break.

2012-2016 Volkswagen CC, Eos; 2015 Volkswagen E-Golf; 2011-2016 Volkswagen Golf; 2011-2013 Volkswagen GTI; 2012 Volkswagen Passat; 2012-2015 Volkswagen Tiguan; 2011-2015 Volkswagen Touareg Volkswagen Group of America, Inc. is recalling certain vehicles that had modifications made while the vehicles were in an internal evaluation period, which may cause the affected vehicles to not comply with all the applicable regulatory requirements.

The transmission support may not have been properly tightened to the vehicle body, potentially resulting in damage to the driveshaft. Damage to the driveshaft could cause a loss of power to the wheels, increasing the risk of a crash.

DVUSA will notify owners, and dealers will inspect the transmission support mounting bolts, replacing and tightening them as necessary, free of charge.

2013 Suzuki Kizashi, SX4 Suzuki Motor of America, Inc. is recalling certain 2013 Suzuki Kizashi and SX4 vehicles equipped with a continuously variable transmission (CVT). The transmission control module (TCM) may fail causing a reduction in speed or reduced vehicle acceleration.

If the vehicles do not meet all regulatory requirements, there could be an increased risk of a crash, fire or injury.

Volkswagen will notify owners, and dealers will repair the vehicles to make them fully compliant or Volkswagen will repurchase them if necessary, free of charge.

2018 Audi S5 Cabriolet Volkswagen Group of America, Inc. is recalling certain Audi S5 Cabriolet vehicles equipped with super sport seats. The seatmounted head/thorax air bag in the front passenger seat may have been folded in2018 Audi S5 Cabriolet

2013 Suzuki Kizashi

2013 BMW X5

A reduction in vehicle speed or reduced acceleration can increase the risk of a crash.

Suzuki will notify owners, and dealers will replace the TCM, free of charge.

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correctly during installation.

If the air bag was not folded correctly during installation, the seat-mounted air bag may deploy improperly in the event of a crash, increasing the risk of injury.

Audi will notify owners, and dealers will replace the front passenger seat-mounted head/thorax air bag, free of charge. S

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Automotive Maintenance

VIEWPOINT

Take Charge of Battery Testing

By Curt Stork

The Benefits of Being Proactive We are more dependent on our vehicles than ever before. The chance of it not working is a chance you don’t want to take. Consider preventive battery replacement today instead of a no-start situation tomorrow. Look at the age of the battery.

One out of every four batteries should be tested and possibly replaced — especially if subjected to hot or cold climates. Having batteries tested more frequently can help reassure customers of whether their batteries need to be replaced before they fail.

Test Batteries in Any Season A dead battery is common in cold weather, but did you know extreme heat begins the wear-and-tear inside a battery? High under-hood temperatures can literally dissolve the battery on the inside; however, a customer will begin to notice it in cold weather when the car requires more cranking power from the battery to start the engine. Testing batteries in any season is the smart way to prevent a no-start situation.

Power Parasites As newer vehicles become more and more inundated with electronic devices and computer controls, there is an increased amount of parasitic or small power drains that occur continually in the vehicle.

Eventually, these parasitic drains can lead to a weak battery or even a no-start situ-

“Because of these continual power demands, batteries should be tested more frequently than ever before.

Preventive testing makes sure the battery is healthy enough to handle the current battery-draining epidemic of power demanding devices.”

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ation. Because of these continual power demands, batteries should be tested more frequently than ever before. Preventive testing makes sure the battery is healthy enough to handle the current batterydraining epidemic of power demanding devices.

Driving Does Not Always Fully Recharge the Battery The amount of current from the alternator that is diverted to the battery to charge it, and for how long, can significantly affect a battery’s state of charge. If the engine is hard to start, the vehicle has many accessory loads or the temperature is sub-zero, the battery will not fully recharge. Over time, this can wear down the battery until it may fail when a driver needs it most. Remember, frequent battery testing can help avoid unexpected battery failure. S CURT STORK is a 38-year veteran, battery sales specialist and partnering supplier of Mighty Batteries.

VIEWPOINT

Answers from the One

Spotlight on API SN Plus

N

ow that turbocharged direct injection (TGDI) engines make up nearly 25 percent of U.S. vehicles sold, the American Petroleum Institute (API) has officially announced its new supplemental oil category API SN Plus to meet the demands of both consumers and original equipment manufacturers (OEMs) in protecting against low-speed pre-ignition (LSPI) in engines.

While oil brands, such as Mobil 1, have met the API SN Plus performance standard since 2010, many others will begin officially designating this on packaging beginning in 2018. The “Plus” designation is an improvement on API SN and specifically addresses LSPI as engineers work toward the approval of the long-delayed next generation of oil (ILSAC GF-6).

LSPI or “super knock” is an abnormal combustion event that is a major concern for modern TGDI engines. LSPI creates excessive pressure within the engine’s cylinders, which can cause permanent damage to cylinder walls, pistons, piston rings, connecting rods and spark plugs. The internal engine damage caused by LSPI could lead to catastrophic engine failure, which can take place when the air-fuel mixture ignites before

the spark plug fires and typically occurs when an engine is under high load at low rpm (i.e., driving slowly and then rapidly accelerating).

Protecting against LSPI should be topof-mind for all the automotive industry from auto manufacturers up to quick lube installers.

“Motor oil can play a significant role in the mitigation of LSPI, as the condition can be reduced by advanced technology in motor oil formulations,” said Ahmed Galaby, Automotive Discipline Technology lead at ExxonMobil. “Any oil on the shelf now should be designed to provide the performance desired by drivers and provide the protection for modern turbocharged engines, withstand stop-and-go traffic and every extreme condition and temperature condition that comes with modern driving.”

The first licensing date for API SN Plus was May 1, 2018, and installers will start seeing the API SN Plus donut symbol appear on motor oil bottles throughout 2018. S To learn more about how Mobil 1 performance helps protect modern engines, visit: www.mobiloil.com

“Now that turbocharged direct injection (TGDI) engines make up nearly 25 percent of U.S. vehicles sold, the American Petroleum Institute (API) has officially announced its new supplemental oil category API SN Plus to meet the demands.”

Heavy Lifting

VIEWPOINT

The Importance of Supporting Each Other in Business

by Sean Porcher

Many of you know, I am one of the founding partners of Throttle Muscle, as well as an operator of Jiffy Lube centers on the Central Coast of California. While the fact that I am a quick lube operator has sometimes served as a deterrent for some operators, my experience as an operator is what makes Throttle Muscle products relevant and gives validity to what we are trying to accomplish in the market place.

This concept of being an owner of a “complementary” business is not a new concept. If you think about some of the largest firms in the world, they often own businesses that complement their own.

I am not writing this article today to encourage you to start another business or to look at acquiring a complementary business, but rather to share some experiences on networking, working together to support one another and what it means to be a part of an industry group.

One of the greatest parts of being a partner in Throttle Muscle is the fact that I get to see the “other side” of the business.

I get to see what it is like to be a vendor, to call on potential customers and to build relationships with operators. My first couple years on that side of the aisle really gave me a new respect for the vendors that call on our businesses year after year. The effort these vendors put in regardless of what I purchase from them truly impresses me. I, for one, am not a salesperson and am definitely not one who is going to be persistent on calling a potential customer over and over again.

I may have shared this story before, but prior to becoming a “vendor,” I was walking through a tradeshow in Las Vegas in typical operator fashion. My nametag was turned backwards; I was working hard to avoid eye contact with vendors; and I was generally 38

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“As an operator, when I look at vendors I most enjoy working with, it is those who actually take the time and energy to get to know my business and me.

But, how do they have that opportunity if I don’t give it to them?”

on a mission to get through the tradeshow as quickly as possible so I could meet up with friends and do some gambling. There were maybe one or two vendors I actually wanted to talk with. As I am marching down the aisle, Ellie Pentland jumps out in front of me, grabs my nametag and turns it around. I had no idea who this crazy lady was — but she looked harmless enough, so I didn’t push on, I allowed her to do her introduction. As it turned out, Ellie (as many of you probably know) had been calling me for months trying to get me to look into her line of chemicals.

Little did I know, at that moment I would turn into one of Ellie’s customers. I would buy a ton of product from her and, later, would become a close family friend to her. I consider Ellie to be one of my dearest friends to this day. That was probably 18 years ago! Some of you are probably scratching your heads right now thinking:

Wait, doesn’t Ellie work for a competitor?

Indeed, she does.

Some may find it crazy that I am friends with a competitor. I find it normal. One of my other good business friends is Frank Kane — yes, another competitor. If you are ever walking through a tradeshow we are all attending, you will probably find me sitting in Ellie’s booth or Frank’s booth trying to coerce their customers to join the Throttle Muscle customer list. Just kidding — most of the time, we are just talking business, friends, family and enjoying each other’s company.

When I think of how we competitors help each other, support each other and even complement each other, I think of how important it is for operators to not only support each other, but to support vendors as well. I know it probably sounds a bit self-serving to say this, but us operators are very fortunate to have such sup-

portive vendors out there willing to call on us over and over again in hopes of helping us improve our businesses. It is especially fortunate that vendors all assemble for industry tradeshows to showcase their products and services in a manner that is convenient for us operators. Unfortunately for me, I really didn’t have an appreciation for this until I joined the other side.

As an operator, when I look at vendors I most enjoy working with, it is those who actually take the time and energy to get to know my business and me. But, how do they have that opportunity if I don’t give it to them? I like to do business with those who have fun and are a bit quirky, but take their businesses seriously. Most of the time, that ends up being other small businesses or those that are run by families or a group of friends. As an operator, it is important for me to support those vendors and return their commitment of time, energy and investment in our business with purchases of my own.

Take for example: Cherry. Cherry is a company I have greatly enjoyed working with as an operator, but what truly got me to respect them was watching them from the vendor side. That team is 100 percent committed to the success of their business and how it can help make operators more successful. They fit the entire bill for me: they are quirky, they are fun and they are a family-run company. What makes it even more impressive is they are successful. The last tradeshow we attended with them, we had a lot of time to chat because of the low operator turnout on the tradeshow floor.

I have spent a lot of time thinking about how operators missed out by not walking the show and learning how an energetic young start-up can help drive a successful segment of business.

I’d be willing to bet that some of you are having an “ah-ha” moment right now.

I hope that some of what I like as an operator has come through in the advertising we do for Throttle Muscle. I am sure you see that we like to have fun and we are quirky — sometimes you might even find us a bit tacky. But it is all in good fun.

I am the first person that would take an opportunity to make fun of myself, if that opportunity arose, and would be the first person to stand in front of a competitor and get called out for a “tacky” ad. But

honestly, we are all in this together. We are all in this to win. We are all in this to make sure the automotive service industry thrives. Let’s work together to make this happen! S SEAN PORCHER is a veteran operator in the quick lube industry, having owned and operated up to 54 locations across six different states. After significantly reducing his operating footprint, Porcher helped launch Throttle Muscle as a way to help raise money for charity while providing operators high-quality products with increased profit earning potential. Porcher also teaches business strategy courses at his alma mater, Cal Poly, SLO. He can be reached at: sporcher@throttlemuscle.com

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VIEWPOINT

Associationally Speaking

Give Back to the Industry

By Getting Active With AOCA

by John Lindsay

In order for an industry to thrive, it takes an army of unified voices. The strength of the fast lube industry is dependent on operators joining forces to represent the industry in front of lawmakers, regulatory agencies and the public. AOCA is the vehicle to advance the industry, and we need your participation to keep the engine running strong.

Giving back to the industry is as simple as joining an AOCA committee. One of our 2018 strategic initiatives is to further develop our committee structures and strengthen participation. We are currently seeking AOCA members to volunteer for

the following committees: Membership, Education and Events, and Government Affairs. Committees will meet via conference call quarterly and will further shape the direction of the organization.

The Membership Committee will help develop strategies to retain and grow AOCA’s membership. Strength is found in numbers, so the work of this committee will be crucial to the success of the association.

The Education and Events Committee will provide critical feedback and help set the vision for AOCA’s educational offerings.

This includes our online technician academy and in-person management courses.

The Government Affairs Committee works closely with AOCA’s lobbyist to help protect the industry from harmful legislation and regulation. Legislative advocacy is an essential ingredient in allowing our industry to thrive, so this committee’s importance cannot be understated.

To express interest in joining a committee, complete our quick survey at: www. aoca.org/committees Joining a committee is a great showing of service to the industry, but another opportunity to get involved is by joining the Board. The AOCA Board of Directors is composed of leaders in the industry from

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across the country. The Board election process takes place in the spring each year, but it’s never too early to submit your interest. If you’re interested in joining the Board, please fill out our Board Interest Form at www.aoca.org/boardinterest or contact executive director Kristy Babb at Kristy@aoca.org or call 800.230.0702.

Lastly, I’d like to inform you about the upcoming AOCA Management Certification Courses. We encourage you to send your managers to the course to get AOCA Certified and be trained to the highest standards of the oil change industry.

The course covers training on leadership, manager responsibilities, attracting and retaining customers and employees, implementing training programs, financial management, safety and OSHA, regulatory compliance and much more.

You can have your managers attend our Management Certification Course in Chicago, Illinois, on September 11-12 or in Dallas, Texas, on October 23-24. For more information or to register, visit: www. aoca.org/events On behalf of the AOCA Board of Direc-

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ARE YOUR FAST LUBE MANAGERS AOCA-CERTIFIED MANAGERS? “Overall the course was excellent. The instructor does a fantastic job. He was very engaging and his material was extremely relatable to the everyday battles oil change managers face. I cannot commend him enough for the wonderful job he did.”

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tors, I’d like to sincerely thank our members for their support and participation in the industry. Without you, our association could not provide the critical services we do.

If you are not currently a member, please contact our office for more information.

We hope you enjoy your summer. S

w.AOCA.org/Events

Sincerely,

John Lindsay

John Lindsay President, Automotive Oil Change Association, Power Lube Express Auto Care

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August 2018 41 | NOLN 6/13/18 2:11 PM

Wield the Five Keys to Leaving a Positive Leadership Legacy in Your Life

By Jeffrey Foley

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M

any successful business people have pondered their leadership legacy — how do they want to be remembered. And many of them struggle to find the answer.

Your legacy is defined by the impact you have on the lives of others after you are gone. It is how you will be remembered. We are all leaving a legacy, there is no escaping it. If asked, how would you respond to the question of, “What do you want your leadership legacy to be?”

However old or young, you have the opportunity to raise the bar on the legacy you are leaving. Whether you are a senior executive, in a new position in your business, a new parent or grandparent, a student or recent graduate, you can choose your legacy. Or perhaps you have had a setback in your life, it is never too late to refocus on what you can change — your legacy.

The most effective business leaders are people who ultimately pursue five separate but related behaviors.

These five can provide the framework for you in your pursuit of creating a positive leadership legacy in life.

Character.

Being a person of character is at the foundation of building trust with others. Character is who we are and what we stand for. It is comprised of many things, but its foundation is values; those deep beliefs like integrity, loyalty and respect. Values do not change overnight; rather, they are forged in one’s heart and soul over time.

They ultimately drive how we behave. When you think of those people who left a wonderful legacy for you, was not character the essence of the memory?

Attitude.

Your attitude can change everything you do and everyone you meet. No one enjoys hanging out with chronic complainers or naysayers. A positive attitude can be a force multiplier in daily interactions or long-term strategies. A positive attitude creates passion, enthusiasm and a call to action. It can change outcomes. You have a choice in your attitude. Make it positive!

Vision.

We all need a vision, or a plan, for our future. A saying attributed to the great Yogi Berra goes, “If you don’t know where you are going, you are likely to end up someplace else.” A vision provides clear direction for your future. Create your future by putting a mark on the wall of where you want to be one, two or five years from now. Craft an action plan that identifies your objectives and critical decision points. Establish a set of milestones that will help you achieve your objectives, and then celebrate each of their achievements as you progress along the way!

Excellence.

Both championship teams and successful businesses do not drift to greatness; they commit themselves to excellence. Commitment means tireless pursuit of doing your absolute best, every day, all the time. Excellence matters in everything you do. If you don’t commit to excellence yourself and demand it from others, you will create a culture of mediocrity. Most people are not interested in mediocrity.

Relationships.

Building trusted relationships with others trumps everything else when it comes to leaving a positive leadership legacy in your world. Serving the needs of others builds trust in relationships. You serve by knowing your people, genuinely caring for them, reaching out to those in need, sacrificing, celebrating with them and exercising humility —all are important aspects for strong relationships.

Nowhere is trust between leaders and followers more profound than in the military.

You can learn, just like US Military Academy graduates at West Point are required to learn, Schofield’s Definition of Discipline. Major General John Schofield in his address to the Corps of Cadets in 1879: “The discipline which makes the soldiers of a free country reliable in battle is not to be gained by harsh or tyrannical treatment. On the contrary, such treatment is far more likely to destroy than to make an Army.” You know you will have achieved the goal of building trust when you can feel the spirit of cohesion that permeates the hearts of who those serve together.

These five keys will provide a framework for establishing your approach to leaving a positive leadership legacy in your life. On a scale of one to five, with one being not so good, and five being great, how would you assess your behavior in each of the five areas?

An action plan should follow your assessment that focuses you and enables you to grow your ability where needed.

I wish you the best in your leadership journey. 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

August 2018 Bio Clens Aug NOLN 1/3 Ad.indd 1

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Preparation Breeds Confidence:

FOUR

STRATEGIES to Prepare for Success

By Jill Johnson, MBA

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ost people want to take shortcuts; however, the more thorough your preparation, the greater the likelihood is that you will have success. Preparation is essential to having confidence in yourself no matter what setting you are in — this will build your confidence when you are in high pressure situations such as interviewing for a job or dealing with higher-level bosses.

It takes time to build your skills to a deep level of mastery. It does not happen overnight. With practice, you will build deeper awareness of yourself. You will develop greater confidence. You will demonstrate your emerging growth in mastering your new skill. This preparation will prepare you to maximize your opportunities for success.

1

Daily Efforts are Essential for Success

If you aspire to leadership in any area of your career, you need to invest time in each of the many components required to be effective. By engaging in your practice on a daily basis, you create a more manageable method to prepare yourself for success.

Breaking your skill development down into smaller components, so you can practice your progressions in more manageable chunks is essential. This is especially true with all the demands we have on our time and attention.

Each day you must determine at a micro-level what you need to do to be prepared for your advancement to your next level of success.

How you then practice those required skills is your preparation.

As you elevate, your opportunities will get tighter. Fewer people move on to reach the highest-level leadership roles. Those who decide they will progress to higher rungs of success figure out a path to get there, and beyond. They’re confident in what they know because they are prepared.

2

Build Your Skills Before You Need Them

You know the saying, “Luck is what happens when preparation meets opportunity.” It is so true. If you’re not prepared, you won’t have any confidence in yourself when the opportunity to move forward toward your dreams presents itself.

You must always be preparing, so you have developed your skills before you need them. To be prepared to progress to a level beyond where you are now, you need to look ahead. Pay attention to what others at that level are doing. Ask yourself, “What else is going to be needed from me as I move up to my next level of success?”

You can practice your skill development anywhere — at home, at school, in your job, in a church group. You can even practice while you are interacting with your children, shopping at the grocery store or coaching soccer. Anywhere.

Finding opportunities to practice new skills are all around you.

You should plan to practice your new skills both inside and outside of work.

3

Volunteering Accelerates Your Preparation For Success

You probably think you are too busy to volunteer for a leadership role in an association, community group or non-profit organization. Work and family responsibilities likely leave very little room in your schedule for taking on any kind of

outside leadership role. Yet this view limits your opportunities to accelerate your potential for success. The truth is, engaging in volunteer leadership experience can have an exceptional impact on your entire career.

By agreeing to serve in any leadership role, you will have an opportunity to practice skills you need to work on and gain exposure to new skills you will need for long-term career success.

Confidence comes to you faster when you practice in a lower risk environment, such as volunteering.

You can use a volunteer role to practice speaking up with confidence. Your confidence will compound because you will have multiple opportunities to develop your expertise. Volunteering allows you a venue to learn to work more effectively with different generations. You will expand your network of contacts, as well.

4

Working Through Learning Curves

As you build your skills, you will have learning curves.

There will be times when you’re going to fumble and bumble. Mistakes happen to everyone. You must always be willing to learn from the experience. No matter what the skill, you will need to practice.

Sometimes you’ll blow it. It’s OK. Chalk it up to a learning curve. Resolve to do better next time. Don’t make a habit out of the failure. Don’t let a mistake or lack of expertise shatter you.

Move forward, and learn from it.

You cannot take big leaps toward success unless you first take small leaps to build your confidence. The success you learn in those leaps compounds over time. By repeatedly testing yourself and by preparing yourself for your next opportunity to win, you’ll be ready — because you’re practicing and you are progressing in your skill development. These two confidence keys are now intertwined.

Final Thoughts Always have an ongoing focus as you practice. This will deeply embed your skills, so you can call on them with growing ease every time you need them. Then you can work on mastering them to develop your skills to a highly refined degree of finesse.

Consider how you will prepare for your next level of success.

To consistently move forward, you need to intentionally develop new skills and probe for deeper insights of understanding as the issues you address become more complex. The search to understand what it will take to propel you toward your next leadership challenge never stops. Each one is a progression for you.

Make the effort to find people who can provide you with new insights about other possibilities you may not have considered.

As you see the greater possibilities for your life, you will begin searching for opportunities to make them real. As you practice and prepare for your future, you will build more confidence, and the sky can be your limit. S JILL JOHNSON is the president and founder of Johnson Consulting Services, a highly accomplished speaker, an award-winning management consultant and author of the bestselling book “Compounding Your Confidence.” Johnson helps her clients make critical business decisions and develop market-based strategic plans for turnarounds or growth.

Her consulting work has impacted more than $4 billion worth of decisions. She has a proven track record of dealing with complex business issues and getting results. For more information on Johnson, please visit: www.jcs-usa.com

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A Classif ied Success St o r y : s e t n a v r e C e s o J

By Jim Baumer

J

ose Cervantes got his start in the auto service industry in 1999. You can say that he got his start on the ground floor.

“I started in courtesy,” Cervantes said.

“I’d greet the customers when they came in, helped with windows and checked the tires.”

A classified ad in National Oil & Lube News back in 2008 found him driving two hours to a small shop for sale north of where he was living at the time, in Broward County. Speed Lube was located in Stuart, Florida. He was living and working in Miami at the time.

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“My uncle actually saw the ad and told me about it,” he said. “We drove up to look at the shop, and it seemed perfect.”

Cervantes indicated having an early passion for vehicles and what made them tick.

Even when he was just starting out, working for one of the large quick lube chains, he knew he wanted to make it a career.

From convenience, he found his way into the bay, and then it wasn’t long before he was managing stores.

“I was bouncing around a lot. But I liked the retail aspect of the game,” Cervantes

said. “I liked cars, and I liked interacting with customers.”

It was only a matter of time before Cervantes felt like he’d take the next step toward being an owner/operator of his own store.

The Treasure Coast and Stuart, where Cervantes found and acquired his first shop, is much smaller than Broward County where he was from. The culture is different, and owning a shop requires a different approach.

“Coming from a big city in Broward

“I tell my guys, we have to do it right all the time. I’m a stickler for safety, as well as always making sure the customer’s car doesn’t leave with any spills or missed courtesy checks.”

(Miami), I’ve had to learn about small town life — you have to carry yourself in a different way,” Cervantes said. “For one thing, word-of-mouth is very important — you have to do things right the first time and all the time.”

Safety is a big concern for Cervantes.

Also, paying attention to the little things.

It’s how he tries to differentiate himself from his competitors.

“I tell my guys, we have to do it right all the time. I’m a stickler for safety, as well as always making sure the customer’s car doesn’t leave with any spills or missed courtesy checks,” Cervantes said.

He credits his time managing stores in Broward County for helping him cultivate relationships with vendors. He is able to draw on that experience these days.

It’s a long way from doing courtesy checks to now, owning four shops in Stuart and Vero Beach, for Cervantes. While he cited having a passion for servicing his customers’ vehicles, he also indicated the real estate aspect of acquiring shops is something he enjoys — things like finding the best location, where he can maximize his efforts.

When quick lubes revolutionized vehicle maintenance, a big part of that was convenience. Cervantes said he thinks many in the industry have forgotten that.

“I’m always focusing on the basics, which, to me, has to involve convenience,” he said. “We emphasize every service has to provide value for our customers — to me, that’s convenience and efficiency. We also want that customer to know we ap-

preciate their trust in us and work at having them become repeat customers.”

While each one of his locations does minor repairs and one shop sells tires, he said his Speed Lubes are 80-percent focused on oil changes. Getting customers in and out in 10-15 minutes is what his shops are known for, Cervantes said. He still believes in the concept of the 10-minute oil change, plus an additional amount of time to do all the checks.

This isn’t without its challenges. In a competitive labor market in the U.S., finding good help is always going to put you in competition with other similar businesses.

Cervantes works to hire the right people, then, provides them with the proper training and tries to keep them once they’re up-to-speed. He also communicates to his staff that making customers feel special is essential.

“The competition is always tough. We’re up against the tire places and dealerships now,” he added.

The original store in Stuart will be getting a makeover and a facelift. Cervantes is excited and said he’ll be doing a special event to commemorate this. He’s still working on final details.

“It gives us a new look, but we’ll still be providing the same kind of service,” he said.

Cervantes is planning a grand re-opening event as a way to say “thank you” to his regulars and to entice first-timers.

“It’s a competitive business, and you always need to be on top of your game to be successful,” Cervantes added . S

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The Other Side of the Ledger:

Manage Your Debts or They Will Manage You

By William Lynott

E

very fast lube business incurs debt. It’s a normal part of business operation. When it comes to managing that debt, the job lies in your own hands. Your broker isn’t going to do it; your accountant isn’t going to do it; and your brother-inlaw isn’t going to do it. If you don’t do it, it’s not going to get done. Skillful management of your debt load is a primary requisite to avoid heading down the road to financial oblivion.

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In debt management, knowledge is power.

Knowing exactly what your debt load is on a periodic basis provides the foundation for taking control of those debts.

An old business slogan cautions, “You can’t manage it, if you can’t count it.” Nowhere is that more incisive than in debt management.

The job of calculating debts and liabilities may not be a fun exercise and it involves a bit of work, but it provides an essential dose of reality. Here is a reminder of some of the liabilities that your business may have: Credit Card Debt: The almost universal use of credit cards nearly guarantees that credit card debt is a part of the total debt obligations of your business.

estate, personal property taxes due in some states and city and other local taxes. Never forget that unpaid taxes run the risk of government intervention.

Governments have the authority to seize your business assets, including bank accounts, and personal assets, such as your house or car.

All of these and any other debts that your business may have must be totaled to provide you with an exact picture of your debt load. Good accounting software is vital. Without it, or a computerized spreadsheet, the job of keeping track of your debts on a periodic basis may take more time than you’re willing to spend.

Once you have added up all of your outstanding debts and the status of each one,

you’ll know whether your debts are under careful control or whether you have a debt load that is spiraling out of control.

If you run your business as a sole proprietor or partnership, keep in mind that you could be held personally liable for business debts, which could result in creditors trying to seize your assets. This is one reason for forming a corporation, which offers some protection against this possibility.

Take Control of Debt and Spending Whether your debt load is heavier than you’d like or within reasonable limits, these tips will help you to take and keep control of your spending.

Other Charge Accounts: If you have any charge accounts with vendors, suppliers or other businesses, these outstanding balances must be included as part of your total liabilities.

Payroll Obligations: Unpaid payroll expenses, if any, are a part of total debt load.

Outstanding Loans: Until you list them on paper or in your computer, you may not realize how fast they add up. In this category are auto loans, mortgages, business renovation or expansion loans, inventory purchases on credit and the remaining balances on any other outstanding loans.

Outstanding Bills: Don’t forget those outstanding bills sitting in a drawer. This category includes unpaid workman’s compensation insurance, rent, business insurance, life insurance, medical insurance, auto insurance and outstanding rent and utility bills.

Unpaid Taxes: Among the easiest to forget when calculating total debts and liabilities are unpaid taxes. This includes not only federal and state income tax bills or estimates due, but also real

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• Understand the Need for Debt Control Failure to keep payments up-to-date on all debts can result in irreparable damage to your business. Even one court action by a creditor can result in unrest by your employees and possible limitations on your credit by suppliers.

Debt control is not a passive responsibility. It requires constant attention and action on your part.

• Credit Card Debt Arguably, there is no more dramatic illustration of the destructive potential of unmanaged debt than today’s use of credit cards. Some credit card users will be drawn into the minimum-amount-due trap.

According to CreditCards.com, the average American household with at least one credit card had nearly $15,950 in creditcard debt in 2017. For many, the combination of high debt and high interest rates produces a perfect storm of unmanageable debt from which it will be extremely difficult to escape.

The lesson: The only rational way to use credit cards is to spend no more than you can pay off in full every month. To ignore that dictum is to place yourself squarely in the clutches of the credit card monster.

For any business saddled with credit card debt, strong debt management medicine is the only cure. Stop further credit card purchases and unnecessary spending entirely, and pay down the balances on credit cards that charge the highest interest rates first while paying at least the minimum due on all your other debt.

Once you’ve paid off your highest interest debt, pay down the next highest and so on.

• Other Debts Don’t borrow money against your home or your 401(k) to pay off existing business debts. What may seem like an easy solution could cause you to lose your home, your business or undermine your retirement plans.

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• Beware of Debt Consolidation Avoid the temptation of companies that offer to consolidate your debts into one easy-to-pay-off loan. In many cases, this will do nothing more than add another layer of debt. While there are reputable non-profit debt counseling agencies that may be able to consolidate debt and assist in better managing finances, there are also many disreputable agencies that are best avoided. Research carefully before taking this course to manage debt.

• Business vs Personal Finance While there may be times when it may seem convenient to handle a business transaction with personal money, or vice versa, this is a serious mistake. Not only will it make it difficult to keep finances separate, but it will also make both your accountant and the IRS very unhappy.

Don’t do it.

• Avoid Taking on New Debt Unless your debt load is manageable and under control, taking on new debt should be avoided unless absolutely necessary.

The best way for managing debt is a conservative and disciplined approach to the use of credit before it becomes unmanageable.

These five tips will help to achieve that goal: Start with a system designed to keep track of how much you owe at any given time and to whom.

• Talk with Creditors If you are behind in any payments, contact the creditor and make sure he or she understands you are working to catch up. Most creditors will tend to be lenient with a debtor who keeps in touch and shows evidence of making a sincere effort to pay off the debt.

• Avoid Aged Payables of 60 Days or More Payables of 60 days or more will almost certainly lower your credit score, which in turn, will limit your ability to borrow money and keep you from getting the best terms from suppliers and vendors. Make every possible effort to avoid any payable from aging 60 days or more.

• Prioritize Debts Rank your debts in the order you want to pay them off. If credit card debt is part of your debt load, paying it off first will usually be your best move. Credit cards often have the highest interest rates of all debts.

Carrying that debt can be very costly.

• Always Know Where You Stand Most experts agree that one of the most important tools for managing your debts is an exact knowledge of the amounts and types of those debts at all times. Good computerized software is essential for this task.

The Best Tool for Managing Debts

1 2

Never fall into the trap of paying bills late. That is often the beginning of a downward spiral in debt responsibilities.

3

Never pay less than the minimum payment due. Paying only the minimum payment on bills exposes you to the oftenoppressive interest rates charged by such creditors. Even worse is paying less than the minimum payment.

4

If possible, create an emergency fund set aside to fall back on in the case of an unexpected bill.

5

Create a computerized monthly bill payment calendar with reminders of dates due for regular repetitive bills.

Sometimes, debt loads seem to take on a life of their own. If, despite your best efforts, you find yourself in need of help in managing your debts, consider visiting the National Foundation for Credit Counseling at www.nfcc.org for in-depth, personalized financial counseling and education. S

It’s not just about oil changes, anymore NAME

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Three Simple

Training Tips to Boost Company Performance

By Cordell Riley

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any companies view training as “nice to have.� They think it is important to create an attractive, engaging training program for new hires and that it might be good to have a focused course that teaches employees how to perform certain tasks or use certain pieces of equipment. Once those companies cover the bases by offering training in just a few areas, they turn the page and start to think about other realities of doing business.

But what if‌ What if those companies thought about employing training in a larger, more strategic way to improve performance in a wider range of business activities? What if companies made the connection between training, performance and the bottom line?

And what if your company did? You see, training offers you the potential to dramatically increase profits and performance. Here are three tips to get that to happen for you.

1

Start with the End in Mind Chances are you know where you would like to see improved performance or profits in your organization. But specifically what would those improvements look like? Would there be fewer comebacks, better company reviews online, a 15 percent increase in ticket average — specifically, what?

Specific goals begin to emerge when you consider questions like those. They help you define the specific business challenges and goals you need to address. And once you have defined those issues and goals, you can begin to determine if there is training that will assist in reaching them.

2

Develop an Appropriate Curriculum Your curriculum should be designed to teach people the skills they need to learn or improve in their specific role. But developing an effective curriculum is a bit more complex than simply defining skills.

It should be right for the people in the roles who are performing the tasks and jobs that your training addresses. And it should be designed to have a focused, specific impact on the business items where you are trying to move the needle and bring about change.

An appropriate curriculum is also about more than just a list of skills and behaviors. It should consider how those lessons will be delivered — by a live training presenter, on phones or tablets, enlivened with games and exercises, in short chunks or longer lessons, for example. Creating an effective curriculum depends on considering who your learners are, where they are and how they would prefer to learn.

3

Measure Results, then Tweak and Adjust Your Training Accordingly At this point, you loop back to the decisions you made in the first step, when you started with the end in mind. The difference is that you are now going to develop ways to measure the change you have brought about through training.

You might decide to measure how your tickets have increased, whether there are fewer comebacks, whether your rates of repeat customers are improving, whether your online reviews are more positive or other hard or soft metrics that tell you how effective your training has been.

Once you are measuring, you can tweak, modify your training and find ways to improve results. But one thing is for certain; if you don’t measure and adjust, your training will never deliver the results it is capable of.

Start with the end in mind, develop an appropriate curriculum and then measure results and adjust your training. That is a simple, yet powerful, approach to improve company performance. And you can use it to improve more company performance than you have probably stopped to consider. S CORDELL RILEY is a sought-after keynote speaker, and the owner and president of Tortal Training, a leading training development company he founded in Charlotte, North Carolina. Tortal uses strategic engagement methodologies and specializes in developing mobile training platforms for organizations with distributed workforces.

A recognized training expert with extensive experience in the service, automotive and franchising sectors, Riley has spent more than 20 years helping thousands of companies achieve outstanding success through training. For more information about Riley, please visit: www.tortal.net

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8 I

t’s no secret that the workforce and the nature of work itself are rapidly changing. Many organizations, particularly large ones, are like an ocean liner that can’t turn on a dime. If an organization is not actively promoting and integrating the following eight elements, that organization is already behind and will experience negative impacts as the workforce shrinks and traditional management practices continue.

The root cause is that traditional management practices and H.R. policies have been created to catch the “bad apple.”

Let’s start with the premise that the vast majority of employees are good people — we might even say 95 percent fall in this category. That leaves the small minority of five-percenters, or bad apples.

Often, this group occupies a much larger percentage of managements’ time and attention. To try to rid the organization of these people, penalizing and insulting policies are created that often catch good people in their net. When treated the same as a five-percenter, ninety-five percenters feel embarrassed and de-valued.

What’s worse, they create a bureaucratic system that makes it nearly impossible to get rid of those for whom the policies were created.

The following eight elements are common sense and uncomplicated, and the absence of them will seriously hurt organizations in the near future.

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Eight Elements That Comprise a HighPerformance Operation

By Sue Bingham

1

Positive Assumptions About People

Dealing with the five-percent unconsciously taints your assumptions about people.

If leaders have spent time dealing with someone who lies, lays out, does the minimum required and tries to get away with as much as possible, that experience can create a distrust and desire to micromanage and control everyone. Evidence of these assumptions is seen when there is restricted access to specific areas for certain groups; doors, cabinets and tool cribs are locked; managers accept performance minimums vs. maximums; information is guarded; and self-management is a distant concept.

It becomes irrational for employees to feel like valued adults and in return, the organization receives compliance, a lack of passion and a check-the-box performance.

Leading with positive assumptions about the quality and integrity of the majority of the workforce promotes pride, passion and accountability.

and Elimination of Negatives 2 Identification

A negative is defined as “anything that minimizes vs. maximizes a person’s feeling of value to the organization.” Many of these are almost invisible to the people who have the power to eliminate them. Examples include: free water or coffee in some areas and not in others, reserved parking for executives, punitive policies that apply to one group of

employees but not another, differences in holiday and vacation schedules, late performance appraisals and wage increases, etc.

Most of these negatives are easy to eliminate. Leaders only need to put themselves in the shoes of their hourly-paid employees to see and feel them — and then get rid of them.

Trust and Respect 3 Mutual

Major headway in creating an environment of mutual trust and respect can be achieved by doing the first two elements. And, if a company wants to be able to unlock supplies and equipment and treat people as responsible adults, there must be recognition that there will probably be some theft and deceit until the five-percenters are gone.

However, it will be worth it to have created a high-trust environment for the rest of the workforce. In addition, create the standard that trust is a required attribute to receive a job offer. Clearly communicate trust as a core value, and treat any violation of trust as a dischargeable offense.

Two-Way, Adult-toAdult Communication 4 Open,

In essence, share information, be open and avoid secrets. Speak to everyone at every level as you would a neighbor you like. Remember that people, regardless of the type of work they perform, have the same desire for involvement and respect as managers and senior leaders do.

5

Employee Engagement

Visionary experts in areas of organizational development predict the end of hierarchies — at least as you know them today. If it can be agreed that the people doing the jobs are the ones who know the jobs the best, why aren’t leaders empowering employees to solve problems and create continuous improvement in every organization?

6Training

A company’s investment in training reflects its value for people and a clear belief that good people only get better and produce greater results with an investment in their development. Companies often have budgets for preventative maintenance or new equipment, but limit (or even reduce if revenue is low) the necessary dollars for maintaining each person’s potential capacity.

Wages and Benefits 7 Competitive

In a high-performance culture, the objective is to make wages and benefits a nonissue. If people are challenged, valued and fairly compensated, they are reluctant to take another job for more money. Fairness is perceived and achieved by regularly checking the market value for all jobs and paying competitively (meaning around and often somewhat above the market midpoint), sharing the survey data if

someone is interested and being transparent about ranges and the compensation structure. If a company is providing competitive pay and benefits, there shouldn’t be any mystery around this topic.

Expectations 8 High

Many leaders will admit they have employees who are only doing the minimum.

In most traditional companies, job descriptions are specific with regard to the tasks to be performed. Instead, write job profiles that set high expectations for the results versus the tasks involved. Replace that common phrase at the bottom of those descriptions that says, “All other duties as assigned” with “Proactively support the team and company in achieving

its objectives.” Now, the person who just waits to be told what to do is no longer meeting the minimum.

When leaders don’t set high expectations, they shouldn’t be surprised when average results are achieved. Further, high expectations give people a purpose for their work, especially when their leaders believe they will be successful.

Start Now There are many applications under each of these elements that convert the words to tangible actions and practices. If any of these eight elements is missing within an organization, it’s time to take action.

It’s valuing employees and doing the right thing that leads to exceptional performance. It really isn’t complicated. S

SUE BINGHAM is the founder of the HPWP Group, a master coach, speaker and author of the forthcoming book, “Creating The High Performance Work Place: It’s Not Complicated to Develop a Culture of Commitment.” At the forefront of the positive business movement, Sue supports leaders as they achieve their vision of success and designs common-sense systems that make people and organizations more effective. For more information about Bingham, please visit: www. hpwpgroup.com

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WORK PLACE

VIOLENCE

By Phillip Perry

How to Reduce the Risk of Tragedy I

t’s a nightmare scenario that haunts every business owner: A troubled employee’s simmering anger finally boils over into an act of workplace violence. Too often the results are human injury, traumatized employees and a damaged business reputation.

“A violent event leading to injuries and loss of life can be devastating to a business,” said Wayne Maxey, executive consultant for Workplace Guardians, a consulting firm in San Diego. “Some organizations never recover because of the

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impact on their surviving employees and on their brand.”

Not to be overlooked, as well, is the financial cost when injured members of the public bring costly lawsuits.

“While theories of negligence vary by state, very often employers can be sued for negligent hiring, negligent supervision and negligent retention of employees,” said attorney Kathleen Bonczyk, founder of the Workplace Violence Prevention Institute in Orlando, Florida.

The resulting financial damages can be

crippling for organizations lacking costly legal talent.

“Small businesses are at higher risk of financial devastation because they possess limited resources to implement comprehensive preventive approaches,” said Felix Nater, president of Nater Associates, a security consulting firm operating out of New York City and Charlotte, North Carolina. “Yet, they’re no better than large organizations at predicting when disgruntled employees will transition into violent action.”

Viable Threats Every employer must take steps to prepare for an unexpected act of workplace violence. Experts say that an effective policy starts with understanding the various manifestations of violence — including less extreme behaviors that too often grow into something worse.

“Most employers think of violence in terms of physical assault or homicide,” Nater said. “However, it can also take the form of threatening behavior, verbal abuse, intimidation and harassment.”

Threatening behavior, Nater said, can mean the shaking of fists, confrontation with or threatening of a victim with objects and blocking another person’s movement. Even non-physical actions can qualify: “Violence can take the form of words, gestures, intimidation and bullying and inappropriate conduct such as swearing, insults and condescending language.”

Many such acts, he said, can rise to the level of harassment — activity which attempts to “demean, embarrass, humiliate, annoy or cause alarm.”

Any viable threat to cause bodily harm is an act of violence — and constitutes a crime under most state laws. Here are some examples in the form of statements made by one employee to another: • “I’m going to beat you up after work.”

• “Employees who kill their supervisors have the right idea.”

• “I’m afraid I’m going to lose control, and I have guns.”

All such statements are serious matters.

“You need to take action right away in response to any workplace threat,” said John White, president of Protection Management, a consulting firm in Canton, Ohio. “If you ignore it, other employees will believe that making threats is OK. Then, eventually, someone may well carry out their threat.” All employees must realize if they say it, it’s as bad as if they did it.

Gray Areas Some employee actions fall into the category of disruptive activity rather than workplace violence. Maybe Barbara tosses a pile of papers on the floor and begins to

scream about how lousy the company is.

The correct response to such an event is to counsel Barbara, come to a better understanding of the cause of her anger and enlist her aid in improving the workplace environment. If Barbara were to knock a

so veiled as to call into question its violent intent. Suppose Alan tells his supervisor: “You had better not treat me like this.”

His voice has a warning tone and his demeanor is dark, but is the statement a threat to commit violence or just a threat

The key is to catch a problem early on. When supervisors fail to address early warning signs, the employee’s problems can marinate over time and then get to the point where there is some kind of damaging outburst.” laptop off the desk in anger, on the other hand, she might be disciplined for destruction of company property.

Still other actions fall into a gray zone between harmless and harmful. What should you do, for example, when humor contains a violent element? Suppose Sam tells Andy in a joking tone of voice, “I’m going to knock your block off after work.”

In such cases, experts advise taking the individual aside and counseling that you realized they were joking, but that such behavior is still not acceptable.

More troubling are statements for which a humorous intent is unclear. Sam’s assertion in the previous paragraph, if uttered without sufficient humorous tone, might or might not be a serious threat.

“Sometimes it can be hard to tell,” White said. “It all depends on tone of voice, the environment and the body language. But the investigation process should try to come to a conclusion.”

In such cases, White suggested starting to watch the employee’s behavior more closely.

Does Sam have attendance problems? Is he violating other organizational polices? Has he had health or financial problems?

“Try to observe the employee without being too invasive,” White said.

A final category of event is the statement that is obviously not a joke, but is

to quit and go work for a competitor? The answer’s elusive. The best response is to take Alan aside and counsel him on what caused him to make his statement and what he had in mind.

When in doubt, trust your gut and don’t over-analyze. If you feel afraid, there is something amiss.

Act Early Barbara’s outburst, described above, while perhaps innocent of violent intent, may also provide an early warning sign of more severe trouble down the road. Identifying such warning signs, and addressing them promptly, is the best way to obviate extreme behavior.

“Supervisors should be alert for employees who start to behave in strange ways, such as making statements like their supervisors are poisoning their food,” Maxey said.

Be alert for those employees who are constantly unable to get along with others, who refuse to take responsibility for their own actions, who are quick to anger or who respond in inappropriate and exaggerated ways when given minor directives. All can be early signs of greater issues down the road.

Employees should be trained to report any such behavior to supervisors who can August 2018

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start to more closely monitor the troubled worker.

“The key is to catch a problem early on.

When supervisors fail to address early warning signs, the employee’s problems can marinate over time and then get to the point where there is some kind of damaging outburst,” Maxey said.

Zero Tolerance Experts on workplace violence suggest every employer establish a “zero tolerance” workplace violence policy that mandates termination for acts of violence, or threats of such acts. For less extreme behavior, an employer should mandate a system of progressive discipline that may include administrative leave and mandatory psychological evaluation and counseling.

A workplace policy should also address the subject of weapons.

“No weapons should be allowed in the workplace or in the business parking lot,” Bonczyk said. “You would be surprised what people put in their purses and backpacks. Those things include knives and guns.”

A caveat is that some state laws allow authorized firearm owners to keep guns in the trunks of their cars. Consult with an attorney to learn if your business is located in a so-called “guns in trunks” state.

If the employee starts to scream and to become aggressive, don’t try to interrupt or become aggressive yourself.

Instead, lower your own voice and try to defuse the situation by repeating your desire to understand and to help.”

Once you have written a workplace violence policy, make it available to all employees. Don’t just put the document on the shelf and forget it.

“I can’t tell you how many places I go into and no one has read the policy in years,” White said.

Tread Carefully So your workplace violence policy is written, communicated and posted. How should you approach the employee whose behavior violates its terms? Privately and with sensitivity.

“Do not approach the troubled employee in public,” Bonczyk said. “That can be devastating and embarrassing, and can lead to still more aggressive acts.”

Bonczyk advised pulling the person aside and holding a meeting behind closed doors.

Dealing with Orders of Protection

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any cases of workplace violence originate in the home.

“An employer who receives an employee order of protection against a nonemployee spouse must assess the risk to the workplace,” said Felix Nater, president of Nater Associates, a security consulting firm operating out of New York City and Charlotte, North Carolina.

Nater suggested consulting with local law enforcement officers on the best procedures to follow (such as calling 911) if the spouse is spotted on the workplace premises, and then training employees in those procedures. Obtain a copy of the restraining order, and keep it on hand to provide to the police when necessary.

Work with the affected employee to reduce risk. The employer might reasonably accommodate the employee with a leave of absence or a flexible work schedule and institute additional security measures such as changing the employee’s parking spot and their work location.

“The goal is to protect the workforce and reduce the employer’s liability for a violent act,” Nater said.

Finally, make sure the employee knows the game plan if the spouse shows up at work. Perhaps she should move to a predetermined location in a back room while the staff calls the police. S

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“Put away the cell phone and focus 100 percent on the employee,” Bonczyk said.

Start by putting the individual at ease, Bonczyk advised.

“Break the ice and give the employee an opportunity to calm down by offering a glass of water or a cup of coffee, and by talking about common topics such as the weather or new movies,” Bonczyk said.

Once the individual seems calm and collected, move on to a description of the behavior you have witnessed. You might open with words such as these: “Josh, yesterday I noticed that you shouted at Sandra when she asked you to help her. You seemed very angry. What was going on that caused you to behave that way? And how can we help?”

“Focus on what you have seen,” Bonczyk said.

Describe behaviors that you have actually witnessed rather than trying to interpret emotions or causes. Suggesting that the individual is troubled, resentful or envious of another employee’s success will only cause the person to deny the charge and become more upset.

As your conversation proceeds, take steps to calm any emotional outbursts.

“If the employee starts to scream and to become aggressive, don’t try to interrupt or become aggressive yourself,” Bonczyk advised. “Instead, lower your own voice and try to defuse the situation by repeating your desire to understand and to help.”

The focus of the conversation should not be on placing blame for behavior, but on offering assistance to help the employee behave better.

“Be sincere about your desire to assist the troubled employee,” Bonczyk said.

“People can tell when you’re not.”

Once the employee has explained what is troubling him, offer whatever assistance

is appropriate, Bonczyk said. Suppose Josh said he is having money problems.

Here is where you can suggest he speak with a local financial counselor with whom your organization has a relationship. In many cases, you may suggest the person meet a representative from your Employee Assistance Program (EAP), if you have one. The employee whose behavior relates to something like the serious illness of a family member may be entitled to time off under provisions of the Family and Medical Leave Act. Make a note on your calendar for a follow up meeting, perhaps 10 days or two weeks later, or even sooner if the situation warrants it. Find out if the employee has made gains in solving his problem and if there is anything else your organization can do to help.

So what happens if, despite your best efforts, the employee makes no progress and the angry or antisocial behavior continues?

“If the employee is resistant to change you will need to look at termination,” Boncsyk said. (Before firing the individual, consult with your attorney to make sure you comply with all federal and state laws.) “Put the employee on notice, and document everything. Such documentation will be needed later if the employee sues for wrongful discharge.”

The act of firing a troubled employee can itself lead to an act of violence. It is prudent to take steps to reduce the risk of injury.

“Have a member of law enforcement on hand if you feel the employee may become violent during the termination,” Bonczyk said.

Prevent Tragedy Taking quick action to deal with unsettling behavior is important. But so is doing whatever you can to obviate such situations. One of the most effective steps is exercising care when taking on new staff members.

“Conduct adequate background screening when hiring a new worker,” Bonczyk said. “It is very difficult to coach or counsel a troubled individual once that person has joined your organization.”

Document your vetting activity; recording the steps you took to uncover any previous history of workplace violence.

That will provide important evidence in defending your organization against law-

QUIZ:

How Prepared are You for an Act of Workplace Violence?

Take this quiz to assess your preparedness for an act of workplace violence.

Score 10 points for each “yes.”

Y N q q 1. Have you published and communicated a “zero tolerance” policy? q q 2. Have you trained your workforce on violence warning signs

and reporting practices? q q 3. Have you built trust and confidence in your workforce so people feel safe from harm when they report what they see? q q 4. Have you trained all your supervisors on aspects of workplace

violence prevention? q q 5. Do you resolve all reported observations and reports quickly? q q 6. Have you prohibited weapons in the workplace? q q 7. Do you discipline and treat every employee with dignity and respect? q q 8. Do you carefully vet potential employees for previous incidents of

workplace violence? q q 9. Do you confront misbehaving employees with statements of observed evidence rather than judgments? q q 10. Have you coordinated with your local law enforcement in advance

of any event?

Total “Yes” answers x 10 =

Total

Now total your scores and assess your readiness on this scale: 80 or higher means you are well prepared for an act of violence. Between 60 and 80 means you need to up your game. And below 60 means that you need to start developing good policies and procedures. S suits by injured parties.

“Plaintiffs’ counsels will ask for personnel files to see if employers performed due diligence during the hiring process,” Bonczyk said.

Another effective preventive measure involves employee training.

“All employees need to know how to recognize at-risk behaviors,” Maxey said.

“Urge them to report what they observe to supervisors.”

Employees often hold back from reporting what they see because they think they might get someone in trouble unnecessarily, or that they might be retaliated against by the person being reported or by the company.

“It is important to communicate that you will support individuals who step forward,” Maxey said. “State explicitly that an employee making a report in good faith

will not be retaliated against. And establish multiple channels of reporting, including anonymously. That can encourage people to speak up.”

Multiple Paths Experts on workplace violence emphasize that prevention is a continuing effort rather than a single magic pill.

“Employers must engage in an ongoing process involving multiple prevention strategies from hiring to retiring,” Nater said.

The key to a successful workplace policy is preparation.

“Don’t assume that a violent incident is not going to happen at your workplace,” Maxey said. “Establish a workable policy, communicate it to all of the employees and make sure everyone knows how to call and report what they see.” S August 2018

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PRODUCTS & SERVICES Multiple Fixxes Lubegard recently introduced Seal Fixx.

Lubegard’s Seal Fixx LG-205 is an industrial strength and cost-effective stop-leak that works quickly. It lubricates and revitalizes worn, dried out seals safely without causing harm to internal components. It is compatible with conventional and synthetic ATFs, motor oils, power steering fluids, diesel and gasoline engines and automotive and hydraulic fluids, such as jacks, lifts, etc.

For more information, visit: www.lubegard.com Growing Service Revenue LubeNinja is a customer-loyalty platform designed specifically to help automotive service locations and franchisees acquire and retain service customers. LubeNinja specializes in facilitating the transaction of customized prepaid maintenance packages — specifically oil changes and related ancillary parts and services — for automotive service facilities. LubeNinja’s proprietary technology provides facilities with a powerful customer retention platform that can drive traffic, improve customer retention and significantly grow service revenue. The program is extremely easy to setup and use, and very cost effective to run.

The majority of retail installers realize

a 50-percent retention rate (to the next oil change). Selling prepaid oil change and ancillary packages gives you an 80-percent retention rate to the fourth service. Just by selling 5 percent of your customers a prepaid oil change and/or ancillary service package, you can increase your bottom line customer return rate by 7-11 percent within 18-24 months.

For more information, call 855.458.2364 or visit: lubeninja.com 60 | www.noln.net

Summer Filter Promotion Purolator launched a national mail-in rebate program across the United States to help automotive retailers and installers drive additional sales in the engine air and cabin air filter categories. The promotion runs through August 31 for all Purolator air and cabin air filters.

Customers at participating automotive retail stores qualify for a $5 rebate on the purchase of any two Purolator air or cabin

air filters, while customers at participating repair shops qualify for a $5 mail-in rebate on the installation of any single Purolator air or cabin air filter.

Cabin air filters are the fastest growing segment in the filtration category, and more than 80 percent of vehicles on the road today are equipped with them.

While there continues to be excellent growth within the category, cabin air filter replacement is still one of the most underperformed maintenance items on a vehicle.

To help generate consumer interest and drive sales, Purolator is providing participating retail and repair shops with complete point-of-sale kits. The kits include informative cover letters explaining the program, rebate tear pads and in-store/inshop promotional materials such as posters, window clings and shelf-talkers.

Products must be purchased or installed

by August 31 to qualify for the savings, but customers have until September 30 to redeem the rebate.

For more information, visit: pureoil.com/rebates

Next Evolution of Car Washing ITW Global Brands recently launched a state-of-the-art, exterior car cleaning product — Rain-X Waterless Car Wash & Rain Repellent. This new product cleans

entire vehicles without water or a bucket, and applies the Rain-X proprietary water repelling coating to all surfaces, including glass.

The ITW Global Brand’s team spent two years developing, testing and perfecting the Rain-X Waterless Car Wash & Rain Re-

pellent to provide superior performance in auto aftermarket care. The application process is simple. Formula Drift Driver Alec Hohnadell has an application guide on YouTube.

For more information, visit: www.rainx.com

Portable and Pressurized Fluid Reclaim Systems Graco Inc. recently expanded its Oil Ace family of portable and pressurized fluid reclaim systems to include 24-gallon, vacuum-assisted used oil evacuation packages. These large-capacity collection systems are invaluable when oil and automatic transmission fluid drain plugs are not easily accessible or available. This technology reduces the threat of costly damages caused by over or under-torquing, or cross-threading common drain plugs.

Graco’s new line of used oil evacuation systems are available with an optional transparent collection chamber for inspecting the quality and verifying the amount of oil extracted. The Oil Ace evacuation systems can be purchased with a

with more than 160 different pad mixtures to ensure ideal application. They provide coverage for European vehicles including Alfa Romeo, Audi, BMW, Jaguar, Land Rover, Mercedes-Benz, Mini, Porsche, Range Rover, Renault, Saab, Smart, Volkswagen and Volvo.

For more information, visit: www.ate-na.com

large, offset collection bowl for shops that also want to utilize gravity-fed evacuation, making the Oil Ace evacuation systems multipurpose.

All packages include vacuum probes and adapters that allow technicians to easily and safely extract oil from the topside of the engine, and only require standard shop air supply to power.

For more information, visit: www.graco.com

Brake Pads with 88% Euro Coverage Continental Commercial Vehicles & Aftermarket offers a line of ATE Original Brake Pads that deliver 88-percent coverage for European vehicle applications.

Featuring leading brake technology, ATE Original Brake Pads are formulated to original equipment friction specifications and built and tested to meet or exceed manufacturers standards.

ATE Original Brake Pads instantly deliver maximum braking power without fade, squeal or judder. They are engineered for low heat transmission to prevent pedal failure. All brake pads are equipped with under layers and noise damping sheets to minimize noise during braking.

ATE Original Brake pads are available

TPMS Tool Kit Snap-on recently introduced its new Tire Pressure Sensor System Tool Kit, which tests tire pressure monitoring sensors, captures sensor data and relearns tire pressure monitoring systems (TPMS). An all-in-one tool for multiple vehicle applications, the TPMS4 features vehicle-specific prompts and reset procedures following tire rotation and sensor replacement.

The Snap-on TPMS4 quickly diagnoses TPMS sensor problems and is unlike any other tool in the marketplace. It works in concert with other Snap-on diagnostic platforms and comes standard with software to program aftermarket sensors. The software also contains vehicle-specific relearn procedures on board for quick lookups, which makes it a beneficial tool for any shop.

The streamlined user interface on the TPMS4 features a daylight-readable, highresolution display for reading PSI, ID,

temperature, battery status and more. It quickly determines whether a replacement sensor is needed, provides quick registration of new sensor locations after tire rotations and tests key fobs for proper signal strength and battery condition. Running on a Lithium Ion rechargeable battery, the kit also includes TPMS connect software to print sensor information, as well as to access new software updates as they become available.

For more information, call 877.762.7664 or visit: www.snapon.com

Additional Availability Tenneco recently announced the availability of 14 new Monroe Quick-Strut part numbers, extending coverage of the company’s replacement strut assemblies to more than 3 million additional latemodel passenger vehicles. With the latest expansion, Tenneco this year has introduced more than 150 Quick-Strut part numbers covering a combined total of approximately 16 million vehicles.

The latest Monroe Quick-Strut part numbers offer coverage of 28 popular foreign nameplate applications, including: 2006-2008 Honda Pilot (front); 2012-2014 Hyundai Accent (front); 2004-2006 Lexus RX330 (rear); 2007 Lexus RX350 (rear); 2007-2010 Mazda CX-9 (front); 20052010 Toyota Scion TC (rear); 2009-2013 Toyota Corolla (rear); 2004-2007 Toyota Highlander (rear).

Monroe Quick-Strut assemblies feature precisely engineered components for a high-quality strut replacement. These include a premium Monroe strut technology tuned and tested for OE-style ride and handling; vehicle-specific coil spring technology featuring U.S.-grade steel and corresponding OE-equivalent spring design; premium, OE-style upper strut mount and bearing plate; and other high-quality components.

Tenneco also introduced Monroe OESpectrum premium rear shock absorbers for 2014-2016 Kia Soul sedans and Monroe Strut-Mate strut mounting kits for 2011-2014 Honda Odyssey vans and 2009-2014 Honda Pilot SUVs. For more information, visit: www.monroe.com Imaging Wheel Alignment System John Bean recently introduced the John Bean V2280 imaging wheel alignment system. The V2280 provides the essential tools for any alignment. Combined, the XD targets, video speed cameras and intuitive software deliver an imaging wheel alignment system that provides powerful capabilities with a low investment in both cost and training.

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The John Bean V2280 features highresolution cameras for accurate alignment readings and industry leading fault diagnosis. Other features of the V2280 include target tracking cameras, where a camera beam automatically follows as the vehicle is raised with any lift by tracking the targets; video speed cameras, which constantly monitor the alignment and provide critical fault detection alignment information to get the job done right the first time; a new user interface which streamlines workflow, enhances productivity and ensures the alignment repair information from Mitchell 1 is always one click away; XD targets, which are lightweight, durable and impact resistant, with a self-centering AC200 clamp that ensures accuracy and allows measurement of track width wheel base, off-set and set back; EZ-Toe, eliminates the need for a steering wheel holder and supports adjustment of toe with the steering wheel turned; and guided adjustments, which are automated help for vehicle with single tie rod, drag link and cradle adjustments.

For more information, call 877.482.4866 or visit: www.johnbean.com

The IOM engine oil data has numerous uses including comparing crucial competitor properties, auditing blend consistency, monitoring formulation changes, assessing oil quality in the marketplace, discovering trends in technology and using the data for technical or marketing presentations.

New features and benefits include: increased collection of low-viscosity oils, such as 0W-16, 0W-20 and 5W-20; additional emphasis on collecting heavy-duty diesel engine oils; and more local market brands collected and analyzed.

The IOM website allows 24/7 access to browse thousands of engine oils collected from the marketplace with each oil tested according to a test matrix of over 30 industry standard tests. Data sets collected from the Americas, Asia-Pacific, Africa and European regions for any year back to 2005 can be purchased online as Regional Databases. The IOM database website can also be used to purchase Custom Datasets that can be filtered by year, brand name, supplier, SAE grade, service class, oil type, engine type, country or region.

For more information, visit: instituteofmaterials.com

API SN Plus Awareness Campaign Petro-Canada Lubricants has launched its API SN Plus awareness campaign, Expect More, confirming its Supreme product line is set to meet the new interim passenger car standards.

Engine Oil Database The Institute of Materials (IOM) online database provides the lubricant industry with unprecedented access to engine oil data available by geographic region or as a custom configured dataset. The 2017 engine oil database is now available online.

The Expect More campaign will educate the industry on the additional protection API SN Plus will provide and how PetroCanada’s Supreme premium passenger car 62

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motor oils will meet the spec.

As part of the Expect More campaign, Petro-Canada Lubricants has launched a new section on its website that will act as a comprehensive guide to the new SN Plus category and upcoming ILSAC GF-6 category. Additionally, a customer outreach program has commenced, offering clear and concise information on how SN Plus differs, the technology behind it and the impact for car manufacturers globally.

Petro-Canada Lubricants’ line of Supreme Synthetic products already meet the API SN Plus specification, following the dexos1 upgrade in September 2017.

Petro-Canada will soon be launching a new viscosity grade, SAE 0W-16, that will act as an additional interim solution for customers ahead of ILSAC GF-6.

For more information, visit: lubricants.petro-canada.com

Aftermarket Key for Ford, Lincoln, Mercury Car Keys Express recently announced the release of a consumer-programmable, universal aftermarket key for Ford, Lincoln and Mercury vehicles. The key, with integrated remote, has the same functionality as standard OEM versions.

This key is the second device to be released in the company’s new product line, Simple Key. Each key in the unique product line allows retailers to offer consumers a simple, DIY solution for replacing modern car keys. These consumer-friendly, self-contained products include a universal key and, if required, an EZ Installer, allowing customers to pair the key to their vehicle. Once cut, consumers follow simple instructions to pair the key in just a few minutes.

The universal key controls the remote keyless entry systems for a variety of Ford, Lincoln and Mercury models. At the touch of a button, the key performs the same functions as the vehicle’s OE counterparts, such as locking and unlocking doors, panic, opening the trunk and remote start.

For more information, visit: ckesimplekey.com

Increase Shop Efficiency Bolt On’s Mobile Manager Pro software gives shop technicians a new way to communicate with customers. This software allows technicians to take photographs with the tablet while they are inspecting the car and text pictures and inspection reports in real-time to the customer.

The easy-to-use software helps increase revenue by creating efficiencies and building a stronger relationship with customers by being able to educate and show the customer what is happening under the hood, instead of telling them. Along with the SMS inspection reports, Mobile Manager Pro also lets technicians auto-schedule appointments, scan VINs, print lube stickers and more.

Bolt On offers online training for shop owners and technicians using Mobile Manager Pro. For more information, call 610.400.1019 or visit: boltontechnology.com

Fight GDI Carbon Deposits Bluelake Enterprises Inc. recently unveiled Biocleans Gas and Gas Rapid PCV. Gas Rapid PCV is a new product specifically engineered with new chemistry to rapidly clean up carbon build-up in gasoline direct injection (GDI), turbo and other gas engines.

Biocleans Gas Rapid PCV will attack, sizzle away and significantly clean up potential carbon build-up in newer engines, thereby reducing the poor drivability symptoms that are occurring in today’s gasoline engines.

For more information, call 423.774.4891 or visit: www.biocleans.ca

New Branding, Website and Social Media JohnDow Industries recently launched a new branding campaign including their new JohnDow.com website, new product branding, cataloging and the launch of its multiple social media channels.

The website and social media channels include JohnDow’s new branding strategy designed to communicate the strength of the multiple product lines marketed and sold under the JohnDow brand name.

JohnDow.com was relaunched with multipled benefits including a mobileresponsive design; related parts listings; constantly updated news and events information; and product user manuals.

JohnDow also launched its Facebook and Twitter channels to help its customers to stay up-to-date with the latest product information and industry news while following the JDI team at trade shows around the country.

For more information, call 800.433.0708 or visit: www.johndow.com

Slim Profile Ratchets & Sockets Milwaukee Tool recently introduced Ratchet & Socket Sets, engineered for better access in tight spaces and maximum strength. Each of the new sets feature a slim profile 90-tooth ratchet and wrenchcompatible sockets uniquely designed

with four parallel flats to deter rolling.

Whereas most ratchets are equipped with 72 teeth, the ratchet in Milwaukee’s new Ratchet & Socket Sets is designed with 90 teeth for four degrees of arc swing. This ratchet also has a slim profile and flush directional lever which allow it to conveniently access the most hard-toreach applications. Each wrench-compatible socket features a unique design with four parallel flats to deter rolling, and

geometry optimized to reduce rounding and stripping of nuts or bolts.

Because socket sizes can often be hard to see, labels are engraved on two of the flats to enable easier identification and readability from multiple angles. For added convenience, each kit comes in a carrying case for ultimate portability. All sets also include accessories such as 3- and 6-inch extensions. They are available in both SAE and metric sizes.

For more information, visit: www.milwaukeetool.com

7-in-1 Nut Driver Klein Tools recently introduced the 7-in1 Nut Driver, which provides easy, onehanded driving and seven sizes in one tool. This heavy-duty, multi-nut driver exceeds the torque performance of standard nut drivers, delivering more power for the tough jobs tradespeople face every day.

The 7-in-1 Nut Driver features hollow shafts for driving nuts deep onto bolts or threaded rod; the ½-inch socket conveniently stores in the handle while using the ¼-inch socket; the heavy-duty handle and shaft exceed the torque performance of regular nut drivers; the wrench-assist on the handle adds torque when working on tough jobs; the cushion-grip handle provides all-day comfort; and color-coded bands help professionals easily identify needed sizes.

For more information, visit: www.kleintools.com/new-products

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If you have a product or service release you would like published, contact Caitlyn Nix at 800.796.2577 or caitlyn.nix@noln.net August 2018

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Classified Advertising employment opportunities DISTRICT MANAGERS AND STORE MANAGERS WANTED Super-Lube is looking for experienced district and store managers for our Florida, Wisconsin and Illinois locations. We are looking for motivated people who are self-starters with experience in managing people. Salary and benefit package available based upon experience. If you are interested in joining the Super-Lube team, please send resume to Tom Chambasian: fax 850-222-5152 or email tchambasian@superlube.com

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ADVERTISERS/PRODUCT INDEX August 2018

AAPEX_________________________________________________ 23__________________________________________ www.aapexshow.com Auto Data, Inc. _____________________________________________ 7______________800.767.7580________________ www.autodatainc.com BendPak, Inc.____________________________________________ 40_____________800.253.2363___________________ www.bendpak.com Blue Lake Enterprises_____________________________________ 43_____________423.774.4891____________________ www.biocleans.ca Comgraphx (Formerly Communication Graphics)_________________55_____________800.331.4438_________________ www.comgraphx.com Devon Industries___________________________________________47_____________800.468.1970__________________www.devonlube.com eGenuity, LLC - eLube.net ____________________________________29_____________800.296.0177___________________ www.egenuity.com Integrated Services, Inc. - LubeSoft - Modulube__________Outside Back Cover_____800.922.3099________________________www.ints.com Jiffy Lube International ____________________________________ 21_____________800.327.9532___________ www.jiffylube.com/franchise Kafko International Ltd. - Oil Eater/Degreaser____________________12_____________800.528.0334_____________________www.oileater.com M & M Service - Deep Blue Windshield Washer Concentrate____________52 _____________800.657.9834__ www.windshieldwasherconcentrate.com Mighty Distributing System of America____________________________ 9 _____________800.829.3900______________www.mightyautoparts.com North American Lubricants Company_________________________ 25_____________800.430.6252_____________________ www.nalube.com NOLN________________________________________________ 41, 51____________800.796.2577________________________ www.noln.net PM Attendant, Inc.__________________________________________19_____________866.576.8957_______________ www.pmattendant.com QUICK, presented by NOLN__________________________________ 35_____________800.796.2577__________________ www.nolnquick.com Roth Industries__________________________________________ 53____________ 888.266.7684______ www.rothlubetanks.com/benefits Sage Microsystems, Inc. - Quicktouch__________________ Inside Front Cover______800.724.7400__________ www.sagemicrosystems.com Samson Corporation______________________________________ 13____________ 828.686.8511__________www.samsoncorporation.com Service Champ___________________________________________ 5______________800.221.0216______________ www.servicechamp.com Shell - Pennzoil Filters___________________________________ 32, 33____________800.237.8645___________________ www.pennzoil.com Shinn Buildings__________________________________________ 39_____________855.879.9995______________ www.shinnbuildings.com Smart Blend Synthetics/Phillips 66 Spectrum Corporation__________ 3______________ 888.422.9099_________________ www.smartblend.com Solid Start – True Brand______________________________ Inside Back Cover______877.290.3950____________________ www.solidstart.biz StokAir Tire Inflators______________________________________ 49______________________________________________ www.petroy.com TOTAL Specialties USA_______________________________________11_____________800.323.3198______________www.totalspecialties.com Unilube_________________________________________________ 37_____________800.326.1711____________________ www.unilube.com August 2018

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Selling is Educating

VIEWPOINT

Hands-On Training Makes a Difference

by Amber Kossak

People who know me know that I’m a big believer in the importance of training. That is why this stat I came across recently caught my eye. It was in a blog called “When I Work,” “Forty percent of employees who receive poor (or no) onthe-job training leave within the first year of employment. And when employees leave, it costs you.” That’s a pretty sobering number.

When I analyze that statement the word that jumps out at me though, is “poor.” In other words, not all training is created equal. There is training that is useful, training that is ineffective and training that starts from the “top.”

Is Hands-On Training Valuable?

Most of us are familiar with the role of flight simulators in the training of pilots.

I travel a lot, and I can tell you I’m glad pilots learn how to land planes before I get on board. Pilots work through real life scenarios on those simulators. They do not just sit in classrooms and listen to lectures about how to fly. Can you imagine if pilots only had to pass tests that they crammed for the night before, like some of us did when we were in school?

Hands-on training is real-life training. People learn skills because they understand the process and they see what

they are learning firsthand rather than just hearing instructions in a lecture. The result is better retention of information as we translate a theory into real understanding.

Is management involved? What is your process? Do you have an in-house training program? Do you encourage training programs with your vendors and employees?

It goes without saying that students who are not engaged do not learn as much or as well as those who are engaged. That is where management comes in. It is our responsibility to help our employees become engaged. If it is important to the trainer, then you have to find ways to make it important to the trainee.

We learn by doing: “I hear, and I forget. I see, and I remember. I do, and I understand.”

Results of Hands-On Training • Less Employee Turnover and More Upbeat Work Environment No one likes to fail, and no one likes making mistakes; that is why training helps with employee retention. Members of the team not only know their jobs, but also have a better understanding of what is expected of them. When employees are trained properly, they will be happier and can take pride in their work.

“Before everything else, trainers must know their audience, what is important, what you are training on and what the goal is. This is why we

at the top need to first understand what really happens at the bottom.”

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• Better Retention of Information There have been plenty of studies on this over the years. One research study has stated that learners retain only 20 percent of the material presented through lectures, but that hands-on training can result in as much as a 75-percent retention rate.

• Fewer Mistakes Mistakes cost us time and money. Handson training gives employees an opportunity to make those mistakes when they matter least. Some problem-solving solutions are actually counterintuitive, which means the correct action might appear at first to be illogical. We all know mistakes happen; however, it is much better to learn this during training rather than through on-the-job trial and error. Practice, practice, practice!

Trainers are an important component of a successful training. Before everything else, trainers must know their audience, what is important, what you are training on and what the goal is. This is why we at the top need to first understand what really happens at the bottom. First-hand knowledge is priceless, but we need to stay current, because the times are fluid.

Things change. The better prepared we are, the more successful the training will be.

Learning, like life, is not a spectator sport; we must be engaged. To help your employees become engaged, you must understand training begins at the top. It’s not only what we do that matters, but also why we do it.  AMBER KOSSAK is president and CEO of Solid Start, manufacturer of True Brand Products. She has been in the automotive industry for almost 20 years and is serving on the AOCA board of directors. She can be contacted at: kossak@solidstart.biz For more information please visit: www.solidstart.biz

RESTORES HIGH-MILEAGE ENGINES. HELPS PROTECT NEW ONES. True Brand® High Mileage is a leave-in oil treatment professionally formulated with a concentrated blend of antioxidants, detergents, and lubricants designed to fortify all types and grades of engine oil.

While specially formulated for high-mileage engines, True Brand High Mileage Treatment also provides wear protection for newer engines as well.

HELPS REVITALIZE SEALS & GASKETS. HELPS RESTORE LOST PERFORMANCE. HELPS PROTECT AGAINST FRICTION, HEAT, & WEAR. SAFE FOR ALL ENGINE OILS & VEHICLES. SAVES YOU MONEY IN INVENTORY!!

CALL TODAY FOR YOUR FREE SAMPLE!

Truth: #TRUEBRANDTOUGH

“It is true that integrity alone won’t make you a leader, but without integrity you will never be one.

- Zig Ziglar

Call Crystal Toll-Free: 877.290.3950 www.SolidStart.biz

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