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The three shops referenced in the article are serious about the customer and the repairing their vehicle properly. How can I make this statement especially since I have never been in their facility at least I don’t think I have? I have been I several repair shops over the past thirty years and each had its own thing that I found to be interesting in how they operated. Enough about that back to these three shops and the six topics covered in the article. I have seen these same six topics used maybe under different names in many different occupations and in each instance they lead to success.

These six topics can be transferred to any occupation or organization to create success.  Example I am a captain on a local volunteer fire department so let’s apply them to to a fire department. What is the expectation when a fire department is toned out to a structure fire this is easy put out the fire right?  Let’s look at the six topics in relation to this scenario. What if the fire is initiating from a broken natural gas line and we put out the flames now the gas is free to pocket and pool up this could possibly create an even greater danger of a devastating explosion.  That could be a danger to all responders and the public that has gathered around.

  • Expectation: Put out the fire
  • Incentive: Reduce property damage and hazard to the public
  • Training value: Department officers attend training regularly along with firefighters help all incident responders to determine possible unseen hazards
  • Track: By following individual firefighter/technician training and skill progression the commanding officer is aware of each firefighter’s distinct abilities thus positioning them to use those skills to best attain the solution
  • Leaders/Mentors: Because of the shear size of some operations the management/Fire chief is not always able to personally guide a group so having individuals that are capable do to experience and training available to lead that smaller group to achieve the solution.
  • Resources: By providing training either hands on, distance learning or classroom the entire department is better able to handle individual incidents.

I have experienced these six topics in both a repair shop environment and on the fire department. In each incidence it leads to success.  In the repairs shop the bay turns quicker and the customers are satisfied. On the fire ground the fire is out and everyone goes home to respond another day.

“While Travis Sallee knew about the technician shortage in the auto repair industry, he had no idea it was this bad. It was five years ago, and Sallee, who had spent years away from the industry pursuing another career, took over his parents’ shop, Loren’s Auto Repair in Kalispell, Mont. In need of two technicians, he began interviewing.

“It was pretty ugly,” he says. “It was hard to find good, quality technicians. You’ve got to be able to find the ones that have the aptitude and ability to grow and learn.”

Not only was there a shortage of applicants, but there seemed to be few quality potential employees dedicated to ongoing education and training. And with fewer technicians available, Sallee knew he’d have to hire employees committed to developing within his shop.

What resulted is an all-encompassing approach toward establishing a learning culture and assuring that employees continually care about their education and long-term advancement within the shop.

Sallee’s method for forming a learning culture starts at the hiring process and extends throughout an employee’s progression at Loren’s, which has grown in sales each year since…”

To read the full article CLICK HERE.
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