Marinucci: Interrupting technicians may prove costly

Enabling technicians to work uninterrupted makes dollars and sense for prudent tire dealers and service shop operators. Here's why.

Disturbing techs in the midst of their tasks is counterproductive because it ultimately may waste more time than it saves.

Disrupting a tech's tasks foments mistakes that delay the completion of a repair, increase the cost of the job and/or create a comeback.

These conditions create dissatisfied customers. There are countless opportunities for interrupted, distracted techs to make mistakes during a repair, a costly consequence in today's highly competitive marketplace.

Reclaiming the trust of unhappy customers is a goal that automotive service providers may not achieve.

I have emphasized in previous columns that clear communication between techs and service sales personnel is vital to the success of every automotive service facility.

Nonetheless, bosses and co-workers should avoid interrupting techs when they are engrossed in intricate repairs or intensive diagnostic procedures.

Successful diagnosis and repair usually demands all of a tech's attention. Years ago, a savvy service station manager stressed this with a homespun saying: "Focused fellows fix it fine and finish first."

Honing an ability to tune out distractions, he added, was a skill that would serve us well throughout our careers.

Some techs ridicule doctors for stating that they "practice" medicine. Out in the bays, these techs assert, auto repair personnel cannot practice their skills.

Instead, customers expect them to diagnose and repair vehicles correctly the first time and every time — no practicing allowed.

However, auto service personnel overlook a meaningful method that medical professionals routinely practice: Co-workers never interrupt a doctor in the middle of a consultation, diagnosis or medical procedure of any kind.

Techs like to brag that they are automotive doctors — mechanical surgeons. But if that analogy is accurate, shouldn't techs operate uninterrupted, too?

Don't techs deserve the same professional courtesy that doctors receive?

Remember that auto repair and medical practice have something else in common. In both professions, oversights and mistakes literally may have fatal consequences.

Based on my field experience, the perceived emergency is a prime cause of work interruptions out in the bays. For example, someone appears at an auto service facility with an ailing vehicle.

This sickly machine often limps into the parking lot — possibly smoking or spewing coolant, motor oil or transmission fluid. Maybe the driver reports that it is making odd, scary noises.

This motorist declares an automotive emergency, expecting everyone at the tire dealership or service shop to responding accordingly.

There's an old saying that an emergency on someone else's part does not dictate an emergency on your part. But an owner, manager or service writer accepts this motorist's declaration and begins bugging techs for instant analyses and fast fixes.

Mind you, this scenario usually unfolds when the bays already are occupied and the day's schedule is full.

Promptly aiding needy motorists is one thing when they are familiar, faithful customers. But the driver who moments ago declared an automotive emergency is a total stranger; this person has not earned the privileges associated with regular customers who have been supporting the business.

The injured vehicle, meanwhile, may be a familiar make and model. But no one at the tire dealership or service shop knows its maintenance history yet. At a glance, its mechanical condition likely is a mystery, too.

Solving automotive emergencies makes tire dealers and service shop operators feel needed and appreciated. The gesture may earn valuable referrals for the business.

But ultimately, disrupting techs' existing tasks to save a stranger's car may benefit that person and that person only.

Back in the days of the traditional, full-service gas station, I experienced these perceived emergencies. The most-memorable thing about these cases was that they ruined my concentration — derailed my train of thought — during difficult diagnoses.

Furthermore, they disrupted the smooth flow of highly detailed tasks such as assembling carburetors, engines, etc.

Apparently, some aspects of auto repair do not change. I have met and worked with a lot of techs during my travels presenting seminars and reporting on the repair industry.

One of the most-persistent complaints techs have described are interruptions caused by one of these automotive emergencies. They prefer that a service writer place the ailing vehicle into the first available slot in the schedule.

If the motorist says this is unacceptable, the service writer should refer them to another repair shop or dealership.

Techs said they preferred to focus on tasks at hand, unencumbered by guesswork concerning an unknown vehicle and driver.

Some owners, managers and service sales personnel believe that techs are natural multi-taskers. This means that techs should be capable of answering any and all questions while their hands continue making proper repairs.

My field experience has convinced me that some people — regardless of their job or vocation — can successfully juggle several tasks simultaneously. Some techs fall into this multi-tasker category.

I have worked with techs since the late 1960s. Overwhelmingly, they seem to be most comfortable — not to mention most successful — tackling one chore at a time.

Bosses and co-workers may overlook a common example of this tendency. Ask techs a question and they usually pause working, face the questioner and maintain eye contact with them.

For many workers — techs included — making eye contact with someone is a natural, polite reaction to any inquiry. Focusing on the questioner instead of wrenching is common courtesy.

Many bosses are keen on maximizing their techs' productive hours. Consequently, they should interrupt techs as seldom as practically possible and keep discussions brief.

Generally speaking, techs are happier and more productive when bosses and co-workers leave them alone.

When all is said and done, this approach treats techs the way you would like them to treat you.