1. Art and Diseño

Foothill Chapter 5
February 2015
President’s Message:
One of the best parts of being an ASCCA member for me
has been being able to meet and make new friends with
all of the members. I learned early on after joining that
many of the members are more than willing to help me
with the questions and concerns I have about my own
shop. Before opening my business, I worked in two
small "Mom 'n Pop" business'. I often tell people I really
didn't start "my business" till after I joined ASCCA. I was able to see how others did things
and handled unusual situations. I quickly saw I wasn't the only one struggling with all the
day to day stuff.
The biggest asset we have in ASCCA is our associate members. They are the ones who can
really help us with running our business. They are a wealth of information. Associate members are a great resource. Even if you don't use an associate for the service they provide, I
know that if you have questions or concerns they are more than willing to help answer your
questions. I want to say thank you to all our associate members for supporting the chapter
and it's members. Without them, ASCCA would loose some of it value.
Join us next week February 3rd, at the Justice Brothers Museum in Duarte for a great service
writer training Presented by High Point Distributing,
and a special guest, Ed Justice. See you there!
Darren Gilbert, President- ASCCA Chapter 5
UPCOMING MEETINGS & EVENTS
February 3 - Justice Brothers w/ Tim Huddleston on Service Writing
Mar 3- Bob Spitz: Management Success!
Apr 7 - TBA
May 5 - Shop Night at Gilbert Motor Service
Jun 2 - TBA
Foothill 5 Forum
Jun 12-14 - Summer Conference in Irvine
Jul 7 - TBA
Aug 4 - TBA
Sep 1 - TBA
ASCCA Foothill Chapter 5 - 1443 E. Washington Blvd. #653; Pasadena, CA 91104-2650
Phone (626)296-6961; email [email protected]; www.asc5.com
SHANNON DEVREY OF DIGITAL FINANCIAL GROUP
HELPED US UNDERSTAND HOW WE ARE AT RISK OF
IDENTITY THEFT, AND WHAT WE CAN DO ABOUT IT.
Thank
you,
Shannon
You really
kept our
attention!
There’s always helpful information available at
our monthly meetings!
Raffle Time.
Always Fun!
Raul Salgado passing the Seminars Chair baton
to son Kevin, also an ASCCA5 Board Member
Welcoming Charles
Cucco of Auto Zone to
Chapter 5 membership.
Auto Zone is also a
State Endorsed Vendor.
Foothill 5 Forum
Performance Automotive was
selected in our shop
drawing, but was not present
to receive the $260 prize.
In February, the prize
increases to $280.
Remember, you must be
present to win!
2
Employ Your Children and Save Some Taxes – Teach Basic Financial Planning
- Tax Tips from Norm Blieden
We should take the time to teach our children the value of money and the value of having a good work ethic. One of
the most valuable lessons we can teach them is the basics of personal financial planning. These lessons are not easily
found in a book, but are learned with life experiences. The lessons of work ethic begin with simply asking them to “earn
their keep” by giving them chores long before they are eligible to be on the company’s payroll. Basic household chores
would be clean your room, clear the table, feed the pets, do laundry etc… However these minor chores could become a
major source of stress among the family. Farm families seem to experience less conflict because children are given responsibilities earlier in life and are held accountable more often.
A solid work ethic must be taught and valued. Often many parents seek to give children the many things that the parents did not have while growing up and in doing so they could be handicapping the children more than they ever imagined.
Parents should believe that the work delegated to the children is a necessary and an essential way to spend part of every
day. Positive self-esteem is built by those who know how to take care of themselves. People feel good about themselves
when they can accept chores gracefully as a necessary part of life, do them with skill and efficiency, and take pride in the
results.
If you own your own business and have dependent children, you should be allowing them to work for you and receive
compensation. They can still be claimed as dependents on your tax return and they do not have to pay taxes up to the
amount of a standard deduction which is $6,200 for 2014 and $6,300 for 2015. You are shifting income from yourself at say
35% of the amount that you pay the children. Sole proprietors will not have to pay payroll taxes on children’s salary while
they are under the age of eighteen. If you own a corporation, your corporation will have to pay payroll taxes regardless of
the age of your dependent children. You can contribute an amount to a Roth IRA up to the amount of the child’s “earned”
income and this will become tax-free retirement income after the child reaches the age of 59 and a half. Example - $6,000
earning interest tax-free at 7% compounded annually could amount to about $70,000 after 45 years. This nest –egg could
become significant if this process is repeated annually for a few years. The children/employees will have to perform services for your business – pay them regularly, keep time records, have a written employment contract, have a written job
description, fill out forms like I-9 and W-4 and at year-end issue a W-2 to the employee. Make sure that wages are comparable to fair market wages for equivalent work.
For dependent children that are at college you may elect not to claim them as dependents and let them file their own
taxes and claim their own college tuition costs for the usual college tax credit. This only works where the income of the parents is very high and the college tuition credit is completely phased out for the parents. When the income of the parents is
over $160,000 the college tuition is not a deduction at all. If the college student is on the payroll of the business of the parent’s then the student could earn about $30,000 and not have to pay any income taxes because the college credit may
eliminate all of the tax liability. Contact your tax preparer about your specific situation before embarking on this route.
Caution: Taxpayer should consider the potential impact on any college financial aid before paying a child as an employee.
Far too often, the children of wealthy parents have not learned how to manage or budget their money. By employing
children you could be teaching them the value of money. Help them open a checking account and how to balance it and
how to avoid becoming overdrawn. Allow them to make purchases for essential items like clothing etc. My own experience
with my youngest daughter at the age of about twelve was that my wife was never giving enough to my daughter’s friends
for birthday gifts, according to my daughter – we then drew up an annual budget for what my daughter should need to cover
all her expenditure like clothing, cosmetics, entertainment, birthday gifts etc. We opened a checking account for her and
told her that a weekly deposit would be made into her bank account and she could spend and allocate her money as she
desired. She complained bitterly about the meager size of the weekly deposit and that it would never be sufficient for her
needs. Our family then enjoyed a year of peace regarding my daughter’s fiscal management and after a year I casually
inquired about the size of her balance in her checking account and she smilingly informed me that she had about $1,200 in
the bank. Obviously she was more careful in spending her own money than she was about spending my wife’s money.
If you have any questions, call Norman Blieden, CPA at (626) 440-9511
Foothill 5 Forum
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Upcoming Training and Seminars
When
Who
March 28
9am - 1pm
ESi
Maylan
Newton
May 16
9am - 1pm
ESi
Maylan
Newton
July 18
9am - 1pm
ESi
Maylan
Newton
August 29
9am - 1pm
ESi
Maylan
Newton
Foothill 5 Forum
What
Where
Contact/
Register
Who it is
For
The Power of The Phone
La Palma, CA
La Quinta Inn
Educational Seminars
Institute
805-526-3039
www.esiseminars.com
[email protected]
Owners,
Managers,
Sales Staff
La Palma, CA
La Quinta Inn
Educational Seminars
Institute
805-526-3039
www.esiseminars.com
[email protected]
Owners,
Managers
La Palma, CA
La Quinta Inn
Educational Seminars
Institute
805-526-3039
www.esiseminars.com
[email protected]
Owners,
Managers,
Sales Staff
La Palma, CA
La Quinta Inn
Educational Seminars
Institute
805-526-3039
www.esiseminars.com
[email protected]
Entire
Facility
One of the most powerful tools we have
in ANY facility is the phone. Used properly it will make us money, taken for
granted, it will cost you money! Join us
as we talk about why you SHOULD
listen to phone calls, what you should
listen for, and how you should train
based on those conversations. Then
listen and critique actual calls!
Who's Job Is It Anyway?
Think you know who is responsible for
what in your business? Maybe you do!
Is everything getting done per your
outline? Join Maylan & Team ESi as we
look at who is responsible for what and
why in a typical automotive facility.
Sales
Maximize sales to meet sales objectives. Learn how to build relationships
and use consultive selling to enhance
your selling skills. Learn the 10 key
factors in selling!
Attitude
If you only go to 1 class this year, this is
THAT class! See where your attitude
costs you money AND where it can
make you money. Attitude starts at the
top and trickles down, make sure it is
the best it can be! This seminar is the
most requested every year because it is
widely regarded as the best of all time
4
The Indy Advantage
Better relationships and prices are driving consumers to independent repair
shops.
B Y AN D R E W JO HNSO N
Consumers prefer doing business with independent repair shops over dealership
service centers, according to a survey of 3,000 vehicle owners completed earlier this
year. They’re choosing independent repairers by a 2:1 ratio—for two reasons shops can
capitalize on.
“It is no secret that consumers are holding on to their vehicles longer for record lengths
of time, meaning more visits to the repair shop or dealer service center,” says Brian
Hafer, vice president of marketing for AutoMD.com, the organization that produced the
survey. “[We] found that price and relationships are making consumers pull the independent trigger.”
Relationships Are Key
The largest reason why 67 percent of vehicle owners prefer independent shops over
dealerships is trust
and familiarity. Forty
percent of survey participants reported a relationship with their
local mechanic to be
the leading factor that
brings them to independent facilities.
“Customers want to
have personal relationships so they can trust
the people who offer
advice as to what’s
wrong with their vehicle and what needs to
happen to fix it,” Hafer
says.
And Hafer says independent repairers tend
to operate with transparent strategies compared to dealerships,
and have stronger relationships with their
customer base due to
more personalized in(Continued on page 6)
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(Continued from page 5)
teractions. In some cases, customers of independent shops even have opportunities to
interact with the technical staff.
“Customers typically deal with service writers when they visit dealerships, not with the
actual mechanic,” Hafer says. “There tends to be more connection between the customer and the person who actually fixes their car at independent shops.”
And Hafer says customers want to hear about their vehicle “directly from the horse’s
mouth.”
Hafer says independent shops will continue to have a leg up on dealerships if they’re
able to foster stronger relationships and company transparency with their customer base
through personalized customer service.
Price Perception
The second advantage that independent shops have over dealerships is price. According
to AutoMD.com’s survey, 78 percent of participants compared estimates between independent and dealership operations, and 87 percent reported independent quotes to be
more affordable.
In fact, 80 percent of survey respondents reported overcharges for dealership repairs—
59 percent claimed overcharges of at least $200, and nearly 20 percent claimed overcharges of more than $500.
In addition, more than 90 percent of vehicle owners believe they can save at least 10
percent by visiting an independent repairer over a dealership, while 66 percent believe
they can save 20 percent.
“With so many cars falling outside warranty, consumers are going to compare repair
quotes, and then go where they believe the price is right,” Hafer says, noting that 72
percent of vehicle owners say a 10 percent financial savings would make them opt for an
independent shop over a dealership.
Cheaper Doesn’t Mean Worse
Lower prices can drive business to independent shops, but it can also create a concern
that being the more affordable option means lower quality.
Hafer says that doesn’t have to be the case, and shops can combat that notion with customer education.
“It’s all in how you handle and explain this to customers,” Hafer says. “It’s on the repair
shop to educate customers and lead them away from thinking they should work with an
independent shop just because it’s cheaper.”
Take time to explain exactly why your prices might be less expensive compared to the
dealership, Hafer says. There are plenty of business elements at play. Explain how dealerships have higher business overhead, marketing expenses, required use of OEM parts,
and upselling requirements—a few factors that generate higher labor rates, part costs
and unnecessary repair recommendations.
“Independent shops can focus on the fact that they’re still capable of offering quality
work, quality parts and quality customer service—all at a more competitive price,” Hafer
says.
Submitted by Gene Morrill of Certified Automotive Specialists in Glendora
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Why Are You Effectively Giving Your Labor Away?
By: Chris "Chubby" Frederick
In my 40-plus years of helping shop owners become more profitable, typically the biggest pricing problem is
labor margin. If you want to stay the best shop in your market, you have to be profitable enough to deliver
the best experience today’s customers desire, and that takes money. I was listening to Mike Bennett, a successful shop owner in Pennsylvania and an ATI coach, teach a class on solving the effective labor rate problem. He even created a work sheet you can use to understand how to accomplish it.
Bennett began by saying: You have done the proper math. You have looked at the labor costs associated with
the hourly rate you pay your techs. You’ve calculated in the appropriate tax and benefit load (matching taxes,
workers’ compensation insurance, health care costs, holidays, vacations, sick days, uniforms, training, etc.),
needed labor margin and of course the productivity factor. You know the exact hourly shop rate that you
need to charge to make sure you can make the needed labor margin and a decent profit on your labor model.
So, why is it that you never seem to get ahead? You are built for profit; you charge the hourly rate you should
— or do you?
Calculating Effective Labor Rate
Let’s look at it. Your hourly shop rate or “door rate” might be what you base your prices on, but your effective labor rate represents the actual or “effective” labor rate that you collect based on the hours that your
technicians produced.
A great example of this labor rate black hole could be an oil and filter service. Let’s assume you collect $14
for labor as part of your $34.95 oil-change service. Let’s also assume you pay your technician a half-hour for
the oil change service because “that’s the time it realistically takes to perform the oil change as I want it
done.” Well, if you are going to pay the tech 0.5 hours to do the LOF and $14 is the labor dollars you collect
for the service, then effectively your labor rate on the oil and filter change service is $28 an hour.
Now, we all know that an oil and filter change service is a necessary evil, a “lost leader” if you will. You try to
minimize the damage by putting your less skilled and lower cost techs on the job. They don’t cost you $14 a
half-hour, so you’re not necessarily losing money. The fact remains that the poor labor markup or low effective labor rate is still part of your total profit model.
The simple math to calculate effective labor rate is labor dollars collected divided by the labor hours turned.
Perform enough of these low effective labor rate services in a given week, even when combined with all the
jobs you collect your full labor rate on, and your overall effective labor rate will certainly be lower than your
“door labor rate.” The same can apply for state inspections, a smog check or any job that has “a special labor
rate for some maintenance-related jobs that I need to be competitive on.”
Another huge black hole in your effective labor rate bucket is diagnostic time. Do you “waive” the diagnostic
charge if the customer approves the repairs? Well, you have labor time that was associated with the diagnostics. Certainly your flat-rate tech isn’t going to waive his billed time involved with the diagnostic, and you
can’t miraculously make the time your hourly tech invested in the job disappear. You can make the charge
disappear, but not the time investment. This is a huge blow to your overall effective labor rate. Even for that
hourly technician you have to consider the opportunity cost. If you are giving away their time, but you figure
it’s not costing you anything extra, how many dollars in labor could they have produced if they worked on a
job you can charge your rate for?
The ATI benchmark for effective labor rate (ELR) is no more than a 10 percent slip from your door labor rate.
This is a critical Key Performance Indicator (KPI) for measuring the effectiveness of your labor model, which
would include all of your canned and menu services as well as all your estimated mechanical services and di(Continued on page 8)
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(Continued from page 7)
agnostics. Like anything in your business, if you can measure it, you can manage it.
In an effort to measure this critical KPI accurately, it would make sense to track your actual billed hours. Do
not just calculate billed hours by dividing labor sales dollars by your advertised door labor rate. This would
end up with false numbers for the labor hours turned and for how productive your techs were for the course
of the day.
Tracking Effective Labor Rate
Most management systems have the capability to track and report billed hours as long as your service advisor is assigning a technician and the billed time for each job to a labor line. Consult with your management
system rep if you need assistance on the proper way to enter technician labor per labor line.
Tools to Correct Effective Labor Rate
Now that we have properly defined effective labor rate, discussed how to calculate it, discussed why it is so
important to track it and what affects it, we probably should discuss the tools you can use to correct it. You
will have some jobs that you just won’t be able to collect 100 percent of your shop rate on. As discussed, oil
services and inspection/smog services would be examples. The trick though is to minimize the negative impact of these jobs as much as possible. If we make sure that we collect properly on diagnostic and labor-only
sales, we have a good start. Another tool we can use is a labor matrix that should be used on all estimated
jobs. The theory with a labor matrix is to add a small percent increase to your labor charge for each 10 th
above an hour of billed time.
These are just a couple of the tools you should be using to make up for the holes in you labor rate bucket.
Also, make sure that your service advisors are estimating all labor available including the “adds” provided by
the labor time guides. Make sure you have a hard diagnostic policy that includes an accountability tool for
controlling diagnostic time. How often have you said, “We can’t charge the customer for all the time we have
in this job. Just charge… and we will make it up somewhere else”? We know that “somewhere else” is really
at the end of the yellow brick road. In other words, some place you will never get. Your advisor should be
getting approval for diagnostic services and you should have an accountability tool that makes sure the tech
doesn’t get caught up in taking longer than the allotted time.
In lieu of an automated program or shop flow system, I would suggest the simplistic egg-timer method. The
service advisor should have two egg timers. When he or she dispatches the job back to the tech for diagnostics, the service advisor would set both to 55 minutes. The instructions are simple: “When the egg timer goes
off, I (service advisor) either need a report of what the suggested repair will be or I need a report of what you
have been able to check, what you have been able to determine and exactly what more you will need approval to do to complete your diagnostic evaluation.” This is one of the most basic yet effective methods I
have seen to control “diagnostic run-on.”
Periodically Review Canned and Menu Services
In addition, you should be periodically reviewing your canned and menu services. Parts slip is a huge issue
that just sneaks up on you and will have a huge negative impact on your effective labor rate.
Think about it, when was the last time you raised the price on your transmission service? How many price
increases have you had on the chemical additives or the transmission fluid since? Parts costs go up, so to
maintain your parts margin the parts sales dollars have to go up. The problem is that the service sale price
remains the same, so something has to give. The end result is that the labor dollars available have to go
down. If labor sales dollars go down and the tech time or billed hours remain the same, effective labor rate
must go down.
Submitted by Gene Morrill of Certified Automotive Specialists in Glendora
Foothill 5 Forum
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Understanding Your Effective Labor Rate
Ratchet & Wrench Magazine
Will Sando of Silverlake Automotive explains how to improve your
effective labor rate
Effective labor rate is a key indicator for understanding the profitability of your business.
The simple calculation tells you what your shop is actually making per billed hour. Improved efficiencies will enable more hours to be billed out in the same amount of time.
Will Sando, owner of Silverlake Automotive in Coeur d’Alene, Idaho, started working on
improving his effective labor rate six years ago, when it was hovering around 69 percent. Since then, that number has increased to 95 percent, with the goal to reach a perfect 100.
If those numbers seem foreign to you, keep reading; Sando explains the importance of
effective labor rate and why every shop owner should understand theirs.
Tracking and controlling our effective labor rate has been one of the most important items in the ongoing profitability of our business. About six years ago,
when I was introduced to the concept. The goal is to get your effective labor rate as
close to 100 percent as you can. What that means is that for every hour you’re paying a
technician to work on a car, you’re billing that hour to the customer. The effective labor
rate is calculated by taking total labor sales dollars and dividing by the total labor hours
billed for a given period:
Total labor sales (in dollars)/ Total labor hours billed
= Effective Labor Rate
For instance, let’s say that your labor rate is $100 an hour and your monthly labor
sales were $50,000. If you have three technicians and you paid each tech 200 hours
that month, that’s a total of 600 labor hours. In theory, you should have made $60,000
in labor sales. But since you only made $50,000, that means your effective labor rate is
at $83, not $100. You’re paying those 600 hours to your technicians but you’re not collecting them from customers.
The confusion with effective labor rate is in thinking that just by having a technician work faster, you can change your effective labor rate. That is not true because the technician is still getting paid for those hours. If a technician does a timing
belt job that pays six hours in only four hours, you’re still paying them for those six
hours. While improved efficiency will enable more hours to be billed out in the same
time spent at work, you still need to bill those hours.
After the effective labor rate was explained to me, I started looking at it on a
weekly basis. On a Monday morning, I would look at the past week’s worth of business
(Continued on page 10)
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(Continued from page 9)
and do a basic calculation. After finding the week’s effective labor rate, I would look
through the invoices one by one and see when the effective labor rate was on track and
when it dropped. You’re able to find patterns and trends and make those adjustments. I
made a list of situations that were detrimental to my effective labor rate and came up
with solutions to avoid those problems.
There are several common things that can decrease your effective labor rate.
One example: diagnostic time. One of the pitfalls that people often fall into is that they
will charge an initial hour for diagnosis and a tech will end up spending two to four hours
getting to the root of a problem. If you’re only charging the customer that $100 hour in
labor and a tech has spent three hours doing the diagnosis, your effective labor rate is
only $33 an hour. Getting paid for diagnostic time is very important.
Another factor that could be detrimental is what we call non-routine tasks.
There are some tasks, like a rusty exhaust, that are above and beyond what a book rate
or flat rate time would be for doing a job. That extra time spent doing that task can legitimately be charged to the customer because it’s not part of a normal operation. It’s
about communicating and educating the customer by showing why their car has this extra time associated with it. You need that buffer to make sure those tasks don’t drag it
down.
Finally, another thing we have found that helps the effective labor rate is getting paid to do comprehensive vehicle inspections. It’s industry standard to inspect
every vehicle that comes in with a 30-point courtesy inspection. However, you’re not
getting paid for that. If we sell a comprehensive vehicle inspection to a customer at the
counter, now we’re getting paid an hour. Even if it’s one or two out of 10 cars that we
see come in, that extra labor dollar is coming in.
Improving your effective labor rate is all about watching the little things, which
add up to bigger things. Those small tweaks can really make a difference over time.
We have implemented a tiered labor rate. Our labor rate varies based on what kind of
work we’re doing, the complexity, and the technician working on the job. Front-end
work, line work and highly technical diagnostic work all have different labor rates. For
us, improving our effective labor rate has brought in an extra $45,000–$50,000 net
profit a year. That’s a substantial amount.
Submitted by Gene Morrill of Certified Automotive Specialists in Glendora
The Automotive Service Councils of California, their officers, board members, employees, members and affiliates in no way warrant the
quality, competency, or merchantability of any goods or services advertised in this publication. In connection with this disclaimer, the Automotive Service Councils of California in no way warrant or insure the goods or services described above and each and every individual
contracting with these manufacturers shall do so at their own risk. Furthermore, individuals utilizing these services are forewarned that the
Automotive Service Councils of California have conducted no investigation into any representations made in any advertising, literature, or
ad distributed by the advertisers in this or any other publication. Additionally, please be advised that the opinions and comments expressed
by the contributors to this periodical are those of the contributors alone and do not necessarily reflect the opinions of the Automotive
Service Councils of California, or ASCCA Chapter 5, or their officers, directors, members or staff.
Foothill 5 Forum
10
Chapter 5 Associate Members
AutoLogic
Jeff Chin
818-929-9444 [email protected]
AutoZone
Charles Cucco
909-881-5788 [email protected]
BG Products
Abe Chavira
805-857-5065 [email protected]
Digital Financial Group
Shannon Devery
626-476-9016 [email protected]
Dorman Products
Frank Alviso
951-206-7023 [email protected]
Frederick Blum Insurance
Fred Blum
626-401-1300 [email protected]
SC Fuels
Dennis Giardina
310-722-3357 [email protected]
Hanson Distributing Company, Inc
Dan Hanson
626-448-4683 [email protected]
Hawley Insurance Services
Bruce Hawley
714-865-2907 [email protected]
Highpoint Distributing / Justice Brothers
Tim Huddleston
805-584-0030 [email protected]
Jasper Engines & Transmissions
Randy Lewis
909-717-9950 [email protected]
Mark Christopher Auto Center
Steve Johnson
909-975-3919 [email protected]
Management Success!
Robert Spitz
818-500-9631 [email protected]
NAPA Auto Parts
Mike Griffiths
951-515-4711 [email protected]
Norman Blieden, C.P.A.
Norm Blieden
626-440-9511 [email protected]
Orange Line Oil
Jill Steiner
714-318-4380 [email protected]
Trimen Oil Sales, Inc.
Wes Powell
310-323-5410 [email protected]
Did you know that if you use Digital Financial Group,
(recommended by Jeff Kiesendahl of Stil-Mor
Automotive, a 46 year ASCCA member) DFG will
pay your $350/yr State Dues? Call Shannon Devery
at 626-476-9016. What have you got to lose?
Foothill 5 Forum
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Get the Word Out!
ASCCA is
“The Sign you can Trust!”
Your Association has produced a
marketing tool that you can implement
immediately. The goal is to make ASCCA
synonymous with “TRUST”.
The sign will fit perfectly under or over the
ASCCA sign. If you haven’t upgraded your old
ASC sign, it’s time to do so. We want people to
recognize who we are at a glance.
You can keep the old sign on your shop wall
somewhere for old time’s sake.
But don’t remain in the past – get the current
sign and help build brand identification.
ASCCA Shops ARE the BEST!
Add-on signs are $15 each.
Complete new signs are $35 each.
A small investment for Brand Identification!
Call Joseph at 626-296-6961 or
email to [email protected]
for your sign.
Full-color Ad Prices for photo-ready ads
(Set-up extra, at reasonable costs)
(Pd. Qtrly / Pd. Annually)
Full page
Half Page
Quarter Page
Business Card
$300/$900
$160/$480
$75/$225
$40/$120
Call: 626-296-6961 or email:
[email protected] to get started
Foothill 5 Forum
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HOW TO JOIN TEAMtalk (TT):
(If you are not on TEAMtalk, you are missing one of the premier benefits of your membership in ASCCA. Instant access to hundreds of shop owners who want to see you succeed and
help you get solutions to any issue you face.)
1. Read the rules and etiquette governing TEAMtalk.
2. Complete the application form to subscribe to TEAMtalk.
RULES
TEAMtalk was set up as an open forum for members to use to discuss issues of relevance to the
membership or the automotive industry at large. Questions and posts should be limited to those
things that are of interest to the membership at large. This is a member-to-member discussion list.
TEAMtalk is NOT intended for use as a communications vehicle to reach the ASCCA Staff, ASCCA
Committees, ASC Insurance Services or the ASCCA Board of Directors. Any items related to staff,
committee, insurance or board need to be addressed to the appropriate parties directly using the
contact page. This mechanism has been set up so that you don't have to be on a board or committee email distribution list to have your message forwarded. Simply choose the party(s) you wish to
contact and the message will be routed appropriately. Please do not post technical (mechanical repair, etc) questions to this forum. Use the iATN forum for that.
This list is only open to current, paid-up Regular, Associate and Educator members of ASCCA.
Participation in this list is a privilege and is NOT a right of membership.
There is a moderator who takes care of technical issues. There is also a board of advisors made up
of members, who assist the moderator and who decide if members are subject to disciplinary action,
(removal from the list), if found to be in violation of the rules.
LIST ETIQUETTE
The following industry standard guidelines were set up to help TEAMtalk operate in an orderly fashion. Violations are subject to disciplinary action and which may include removal from the list.
1. Refrain from "flaming" or using profanity. "Flaming" is sending back angry, biting responses,
"getting personal" and calling people names or otherwise belittling them. The use of sarcasm,
profanity, "challenges" or other unpleasantness is not appreciated by list members. Remember,
posts are seen by EVERYONE, not just the person you are responding to.)
2. What goes on TEAMtalk stays on TEAMtalk. (TT is meant to be an in-house discussion group for
ASCCA members. Although there is an expectation of "privacy" NOTHING sent via email is truly
private. Please do not forward messages! REMEMBER - your behavior reflects on the association as a whole and your messages get around to outside entities whether you want them to or
not. Maintain your professionalism at all times!)
3. Stick to relevant topics authorized for TEAMtalk. (Topics appropriate to TT are matters of interest
to the membership at large meaning industry information, announcements, questions about your
shop, chapter activities, legislative issues, etc. Emails directed to staff, directors or committees
should be sent via our contact page. From time to time, matters related to individual ASCCA
members (i.e., notification of illness or death), are permitted.)
4. Do not post FWDs, Jokes, Spam, Virus warnings, etc. to TEAMtalk.
5. Send relevant responses to TEAMtalk. (Don't send "support" posts (such as "kudos" "amen!" or
Foothill 5 Forum
15
"right on!") to the entire group. Please don't send "TEST" messages if you are wondering if you're
still on TT or to see if TT is working. Please address those questions to the list moderator at
[email protected].)
6. Keep TEAMtalk posts short and concise.
7. Do not post copyrighted material to TEAMtalk.
8. Use appropriate subject lines. (PLEASE use "TT:" at the beginning of your subject line.)
9. Sign your posts. (Many of you have obscure e-mail addresses that give no clue as to who you
are so please sign your first and last name at the bottom of each post.)
10. Please, no commercials or sales pitches on TEAMtalk.
HOW TO POST MESSAGES
If you are an authorized participant on TEAMtalk, send an email message to the following email address - [email protected] and it will go to everyone on the list. Hit "Reply to all" when replying
to messages. If you have not been authorized yet, or if you are sending from an e-mail address different from the one you subscribed with, the message will be bounced back as undeliverable. If you
change e-mail addresses, your posts will be bounced back and you will not receive any mail from
TEAMtalk until you notify the list moderator.
TT SUBSCRIBER APPLICATION FORM
Now that you have read the rules, please complete and submit the form below (required fields are
marked with *):
*Name:
*Company:
*Phone:
*Email:
I am an ASCCA Member of Chapter #
Please check only one of the following:
Membership Type: Regular
Associate
Educator
Sign this application by checking BOTH statements below:
I have read and agree to abide by the rules and list etiquette.
I understand that participation is not a right of membership in ASCCA but is a privilege. If I abuse
that privilege I understand I may be removed from the list.
Signature
Date
Please complete this form and fax back to 916-444-7462 attn: Sarah
or email to [email protected]
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Pay Your Dues Effortlessly!
Automatic Dues Payment Agreement
I, __________________________________ hereby agree to pay my ASCCA dues by automatic
charge to my credit card or via automatic withdrawal from my banking account.
By signing this agreement I understand that:
ASCCA will automatically charge me for all dues either via credit card or ACH Transfer.
ASCCA Membership commitment is for one year.
This automatic charge will continue until I:
Cancel my membership or
Request in writing a change to direct payment of dues.
There will be a service charge of $2.00 applied to each payment to cover the administrative costs and processing fees
of this program.
This payment option is only available to Regular and Associate members.
I will ensure that an active credit card number /account number is on file with the ASCCA office.
If a charge is declined, I will provide the association office with updated information as soon as possible for ongoing
use. An additional service charge may apply in some cases.
Name
Email Address
Company
Billing Address
City, State, Zip Code
Signature
Date
Please set my payment frequency to: Monthly
Quarterly Semi-Annually
Annually
Payment Information:
Card type (circle one): VISA MC AMEX DISCOVER
Credit Card #
Security Code (last 3-4 digits on back of card)
Expiration Date
-OR
ACH Payment directly from a checking account
Routing Number
Bank Name
Account Number
Automotive Services Councils of California
One Capitol Mall, Suite 320, Sacramento, CA 95814
(916) 924-9054 - Fax (916) 444-7462 - [email protected]
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ASC CODE OF ETHICS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
To promote good will between the motorist and the automotive industry.
To have a sense of personal obligation to each individual customer.
To perform high quality service at a fair and just price.
To employ the best skilled personnel obtainable.
To use only proven maintenance of high quality distributed by reputable
firms.
To itemize all parts and adjustments in the price charged for services
rendered.
To retain all parts replaced for customer inspection, if so requested.
To uphold the high standards of our profession and always seek to correct
any and all abuses within the automotive industry.
To uphold the integrity of all members.
To refrain from advertisement which is false or misleading or likely to
confuse or deceive the customer.
Chapter 5 Lending Library
(Another Benefit of Membership in ASCCA5)
To use this free service, call Darren Gilbert at (626) 282-0644 or email him at [email protected] and tell him
which study guides you would like to check out. He will bring the books to the next General Meeting for you to pick up,
and you then leave your credit card information as a guarantee. You are responsible for any damage or loss of the
study guide. The guides must be returned to Darren at the next General Meeting or by mail. It’s that simple!
C 1 - Automotive Consultant
A 1 - Automotive Engine Repair
A 2 - Automotive Trans/Trans Axle
A 4 - Automotive Drivetrain
A 4 - Automotive Suspension/Steering
A 5 - Automotive Brakes
A 6 - Automotive Electrical/Electronic
A 7 - Automotive Heating/Air Conditioning
A 8 - Automotive Engine Performance
A9 - Diesel
L 1 - Advanced Engine Performance
L 2 - Med/H.D Truck Electronic Diesel
P1P2P3P4-
Parts Specialist Med/H.D Truck Dealership
Parts Specialist Automobile
Parts Specialist Truck Brakes
Parts Specialist General Motors
P 9 - Med/H.D. Truck Suspension & Steering
X 1 - Car/Light Duty Truck Exhaust Systems
B 2 - Auto body Collision Repair - Painting/Refinishing
B 3 - Auto body Collision - Non Structural Analysis
B 4 - Auto Body Collision - Structural Analysis
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B 5 - Auto Body Collision - Mech/Electrical Components
B 6 - Auto Body Collision - Damage Analysis/ Estimating
F 1 - Alternate Fuels - Light Vehicle Compressed Natural Gas
M.M. - Engine Machinist Series
E 2 - Truck Equipment - Electrical/Electronic Systems
S1S2S3S4S5S6S7-
School Bus School Bus School Bus School Bus School Bus School Bus School Bus -
Body/ Special Equipment
Diesel Engine
Drivetrain
Brakes
Suspension/Steering
Electrical/ Electronic
Air Conditioning
T1T2T3T4T5T6T7T8-
Med/H.D. Truck - Gasoline Engines
Med/H.D. Truck - Diesel Engines
Med/H.D. Truck - Drive Train
Med/H.D. Truck - Brakes
Med/H.D. Truck - Suspension/ Steering
Med/H.D. Truck - Electrical/Electronic Systems
Med/H.D. Truck - Heating/ A.C. Systems
Med/H. D. Truck - Preventive Maintenance
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ASCCA Chapter 5 2014-15 Board of Directors
Board of Directors
Executive Board
2014
President……………….. Darren Gilbert
Phone……………………. (626) 282-0644
Email…………. [email protected]
Vice President…...…………Kirk Haslam
Phone……………………. (626) 793-5656
Email…[email protected]
Secretary…………………..Jack Scrafield
Phone
……………….. (818) 769-2334
Email…………...…[email protected]
Treasurer…………...………...Dave Label
Phone……………….……. (626) 963-1211
Email………[email protected]
Craig Johnson..……………(626) 810-2281
Randy Lewis……………....(909) 717-9950
Gene Morrill……………... (626) 963-0814
Raul Salgado………………(626) 339-7566
Jim Ward ………..…….…..(626) 357-8080
Bret McCaulley……………(626) 967-7341
Chapter Rep
Jim Ward ……...……..…….…..(626) 357-8080
Committee Chairs
Seminars…….. Raul Salgado…...(626) 339-7566
Socials……….. Jack Scrafield…..(818) 769-2334
Programs……..Kirk Haslam..…..(909) 717-9950
Associate Member Board Rep.
Randy Lewis………………(909) 717-9950
ASCCA State Contacts
State Office in Sacramento……………….....……….….(800) 810-4272
President
Steve Vanlandingham….……….…. [email protected]
Executive Director
Gloria Peterson...(800) 810-4272 x104 or [email protected]
Manager Digital and Social Media
Sarah Spencer…...(800) 810-4272 x110 or
[email protected]
Membership Director
Leyla Taber…….....(800) 810-4272 x133 or [email protected]
Accounting
Nito Goolan…….....(800) 810-4272 x103 or [email protected]
Events Manager
Rachel Hickerson.(800) 810-4272 x109 or [email protected]
Publications & Communication
Phil Boerner…........(800) 810-4272 x131 or [email protected]
Team Weekend Event Planner
Lauren Stoddard…(800) 810-4272 x131 or [email protected]
ASCCA Attorney: Jack Molodanof ...…...…...……..…(916) 447-0313
Email………...………………………...…………[email protected]
Government Offices/Contacts
President Barack Obama………………………………………….( D )
Phone
………………………………………………(202) 456-1111
Fax………………………………………………….. (202) 445-4633
Chapter Staff
Membership & Administration…..Joseph Appler
Phone…….…………….……..…(626) 296-6961
Email…..…………….....…[email protected]
Chapter Contact Information
Mailing Address:
1443 E. Washington Blvd. #653
Pasadena, CA 91104-2650
Phone: (626)296-6961
Fax: (626) 792-5555
email: [email protected]
Website: http://www.asc5.com
Government Offices/Contacts
US Senator Barbara Boxer………………………………………. ( D )
Phone
………………………………………………(213) 894-5000
Email
…………………………………[email protected]
US Senator Dianne Feinstein…………………………………….. ( D )
Phone
…………………………………………….. (310) 914-7300
Email
………………………………[email protected]
US Rep Judy Chu………………………………………..……….. (D-27)
Phone
…………………………………………….. (626) 304-0110
US Rep Adam Schiff……………………………………..…..
(D-28)
Phone
…………………………………………….. (818) 450-2900
CA Senator Alex Padilla…….………………………………...…. (D-20)
Phone
………………………………………………(818) 901-5588
CA Senator Kevin de León….………………………………...…. (D-22)
Phone
………………………………………………(213) 612-9566
CA Senator Ed Hernandez………………………………………. (D-24)
Phone
………………………………………………(323) 881-0100
CA Senator Carol Liu……….………………………………...…. (D-25)
Phone
………………………………………………(818) 409-0400
CA Senator Bob Huff
…………………………………………(R-29)
Phone
………………………………………………(909) 598-3981
CA Assembly Raul Bocanegra………………………………………(D-39)
Phone
………………………………………………(818) 504-3911
Email
……………[email protected]
CA Assembly Chris Holden…………………………………………..(D-41)
Phone
………………………………………………(626) 351-1917
Email
………………[email protected]
CA Assembly Mike Gatto……………………………………...……..(D-43)
Phone
………………………………………………(818) 500-7139
Email
…………………[email protected]
CA Assembly Bob Blumenfield……………………….……..……….(D-45)
Phone
………………………………………………(818) 904-3840
Email…….………[email protected]
CA Assembly Adrin Nazarian..……………………….……..……….(D-46)
Phone
………………………………………………(818) 376-4246
Email…….…….……[email protected]
CA Assembly Roger Hernandez………………………...….………..(D-48)
Phone
……………………………………………….(626) 915-5801
Email……………….…[email protected]
CA Assembly Ed Chau….………………………………...….………..(D-49)
Phone
……………………………………………….(626) 382-0049
Email…………………...…[email protected]
Governor Jerry Brown…………………………………...………. ( D )
Phone
………………………………………………(916) 445-2841
Web…………………………………..…..http://www.govmail.ca.gov
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Foothill Chapter 5
Don’t Miss the February 3rd General Meeting at Justice
Brothers’ Racing Museum in Duarte w/ Tim Huddleston on Service Writing
Where:
Justice Brothers’ Racing Museum
2734 Huntington Dr.
Duarte, CA 91010-2301
When:
Tuesday, February 3, 2015
6:30 PM – Arrive & Start Looking Around
7:00 PM– Meet & Eat; Service Writers
Class by Tim Huddleston; Tour Museum
9:00 (or sooner) - Finish & Go Home!
Cost:
No Charge to Regular or Associate
Chapter Member, Business Partner, Spouse
or Significant Other.
No Charge for Potential Members.
No Charge for Any & All Other Guests
(Courtesy of Justice Brothers’)
Directions
From the 605 Freeway, drive north toward the 210 freeway. Take the
Huntington Drive exit at the end of the 605, instead of taking the 210
East or West. Turn right at the signal and drive east 6/10 of a mile. It’s
on your right after you pass the Las Lomas intersection.
From the Eastbound or Westbound 210 Freeway, take the Mt. Olive
exit to Huntington Drive. Turn right at the signal and drive east 6/10 of a
mile. It’s on your right after you pass the Las Lomas intersection.
UPCOMING MEETINGS & EVENTS
Mar 3Apr 7 May 5 Jun 2 -
Bob Spitz: Management Success!
TBA
Shop Night at Gilbert Motor Service
TBA
Jun 12-14 - Summer Conference in Irvine
Jul 7 - TBA
Aug 4 - TBA
Sep 1 - TBA
ASCCA Foothill Chapter 5 - 1443 E. Washington Blvd. #653; Pasadena, CA 91104-2650
Phone (626)296-6961; email [email protected]; www.asc5.com
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