Changing The Industry Podcast

Lucas Underwood [00:00:00]:
Than Outlook. There is no doubt better than Outlook.

David [00:00:02]:
I can't use Gmail. Just Gmail itself is frustrating because Gmail's like, you don't.

Lucas Underwood [00:00:08]:
How can you not? It's the easiest to use mail platform there is. Okay.

David [00:00:13]:
No, no, no. Outlook, it's hot. Like, Outlook is so dumbed down, it's like, hey, we're not gonna filter anything out.

Lucas Underwood [00:00:20]:
Never mind.

David [00:00:20]:
There you go. It's all there.

Lucas Underwood [00:00:21]:
It's dumbed down. It all makes sense now.

David [00:00:24]:
Yeah, well, yeah, exactly. Like, I want all my emails. I don't want the hotmail or outlook or whatever deciding for me what I'm gonna see. What I'm not gonna see. Hey, we've decided this should go in the promotions tab. No, I want to see everything. Don't filter anything.

Lucas Underwood [00:00:39]:
You know you can turn that off, right?

Jacob Wierengo [00:00:40]:
Yeah, I'll agree with him on that. The filtering is annoying. Also, it's annoying that you can't put stuff in folders anymore. I don't. You can tag them, but you can't organize them.

David [00:00:50]:
Yeah, that you can. Forget Gmail. Gmail can go to hell. Now I need my folders. I need my folders.

Lucas Underwood [00:00:59]:
All right, so I'm going to tell you all this little story. We hired a new advisor a while back. Dude's really good, does a really good job. But we have a ton of workflow. And one of the things about our scheduling that has to happen is for our scheduling to work. Right. Like auto ops is awesome. But the key behind it working is that you have to put the jobs on the schedule that you have in the shop because other people will book in if you don't.

Lucas Underwood [00:01:26]:
And so how do you not have.

David [00:01:28]:
That section blocked, though?

Lucas Underwood [00:01:31]:
So we, we typically do. We take those jobs and we put them back on the schedule to plan for it. Like, hey, these parts are supposed to be here. So here's the day that it's coming in. But the problem was, is that it's set up by the number of appointments. It's not set up by. So, like, if I have a job that's an eight hour job, if I just put one appointment on for 8 hours, it doesn't block the other two appointment slots for that technician off. Right.

Lucas Underwood [00:01:54]:
And so it takes a little bit of finagling to get it right. And I'm talking to Stephen about how do we fix that and how do we get it to recognize that. But anyway, they ended up with like 74 vehicles here.

David [00:02:06]:
Hold on, hold. Timeout, time out. Nobody can schedule anything past, like, 930 at my shop.

Lucas Underwood [00:02:12]:
I understand that.

David [00:02:13]:
Okay then.

Lucas Underwood [00:02:14]:
But I have, I have three jobs per technician. Goofball. Right. Each technician gets three jobs.

David [00:02:21]:
Okay?

Lucas Underwood [00:02:21]:
If they have a twelve hour job for the day and then they get three jobs or two jobs on top of it, they don't get the twelve hour job done. And you do that for a week in a row. Guess what? There's cars popped up in places there shouldn't be car.

David [00:02:36]:
Not every car is going to be 12 hours. So that, that should get made up by lower our jobs.

Lucas Underwood [00:02:41]:
Unfortunately, my service advisor is very, very good and they all just keep turning into twelve hour jobs. There's nothing we can do about it.

Dan Vasquez [00:02:49]:
That's not a bad thing, right?

Lucas Underwood [00:02:50]:
Like the open jobs tab in shopware just keeps getting bigger and bigger. They need to put letters.

David [00:02:56]:
It's not a scheduler problem. It's the way you've got the scheduler structured. So you should have an hour, two hour block in the morning, open every morning for inspections because they still have to get done the inspections. I get that the guy's on a twelve hour job, but then that becomes a two day, six hour block where you've got 6 hours blocked on Monday, 6 hours blocked on Tuesday for them.

Lucas Underwood [00:03:21]:
The rest of the day. The problem, you're not listening to what I'm saying.

David [00:03:25]:
No, it doesn't make any sense what you're saying at all.

Lucas Underwood [00:03:28]:
Like, I'm not even going to try and explain it. I will just show it to you so you can understand. I know you're a visual learner, David. Poor guy. I don't even know what to say about it. But either way, they've got way too much work. And I come in yesterday and it's the very end of the day because we're getting ready to go to Ratchet and ranch. I come in at the end of the day, they had written one estimate all day because the phones have rang and clients have come in all day and so they're just freaking out.

Lucas Underwood [00:03:54]:
And the new service advisor looks at me, he says, I've realized we've made a really bad mistake. And I said, what? He said, you know how you're going out of town tomorrow? I gave you the wrong dates. I'm going out of town, too. So now I'm leaving my shop to just like sit here and I burn. My staff's gonna hate me when I get back. They really are. David, this might be your fault.

David [00:04:17]:
I didn't tell you to open that giant ass shop. I didn't tell you to hire all those extra people.

Lucas Underwood [00:04:21]:
As a matter of fact, you told me not to do any of these.

David [00:04:23]:
Exactly. You would have been in a little rinky dink shop and everything would have been fine.

Lucas Underwood [00:04:28]:
I wouldn't have any money.

David [00:04:30]:
But you still don't have any money. You just got bigger bills.

Lucas Underwood [00:04:37]:
That asked the other day. He's like, hey, I'm getting ready to build a shop. Don't. Why would you do that? Like, I never understood why David was like that. Now I get it. I completely get it. Dan.

Dan Vasquez [00:04:48]:
Jake, how's it going?

Lucas Underwood [00:04:49]:
How you fellas doing today? Dan, introduce yourself, buddy.

Dan Vasquez [00:04:53]:
Yeah, so my name is Dan Vasquez, and I have a six bay shop in Rockland, California, which is a suburb of Sacramento up north. We are. We are a euro specialty shop. So we work on BMW, Mini Cooper, Mercedes, Volkswagen and Audi. A little bit of Porsche. We're starting to delve into mini Cooper suck. Oh, yeah. Absolutely.

Lucas Underwood [00:05:16]:
I just want to make sure you know that they.

Dan Vasquez [00:05:18]:
Oh, I know, I know.

Jacob Wierengo [00:05:19]:
Not as bad as Land Rover.

Lucas Underwood [00:05:21]:
Oh, no, I know.

Dan Vasquez [00:05:22]:
We don't touch those with a ten foot pole.

David [00:05:25]:
Land Rover's great. I don't know.

Jacob Wierengo [00:05:32]:
My existence.

Lucas Underwood [00:05:34]:
Jake, introduce yourself, brother.

Jacob Wierengo [00:05:36]:
I'm Jacob Waringo. I have a three bay shop in Muskegon, Michigan. We are currently shifting to be a euro shop. We were just kind of general service in the past six years, but I come from a background of euro vehicles, so now I'm forcing my techs to work on them, too.

Dan Vasquez [00:05:55]:
You're a sick individual.

Lucas Underwood [00:05:57]:
Why would you do that to somebody?

Jacob Wierengo [00:06:00]:
I enjoy them. I think they're more fun.

Lucas Underwood [00:06:03]:
So they're. They're not that bad.

David [00:06:05]:
They're junky. They're more junky. Junkie er.

Lucas Underwood [00:06:09]:
Just don't touch any plastic parts and you'll be fine.

Dan Vasquez [00:06:12]:
Well, that's.

David [00:06:12]:
You assume. You're like, hey, I'm gonna touch that plastic part. It's gonna break. Yeah.

Dan Vasquez [00:06:19]:
Anything cooler, just stay away from it.

David [00:06:21]:
For sure.

Dan Vasquez [00:06:22]:
For sure.

Lucas Underwood [00:06:22]:
And, like, guaranteed. Guaranteed that the minute it leaves it overheats or bust a plastic coolant pipe. There's no way around it. Like, you just go ahead and plan for it. You should probably just tell the client when they come in. Hey, I want you to know that something is going to break on this. I have got a mini here that is the bane of my existence. And Justin from LMV Bavarian has looked at it.

Lucas Underwood [00:06:49]:
Some of Dutch's guys came up and looked at it. Eric's looked at it. Noah's looked at it. Iscans looked at it. Nobody can figure out why this car sends not codes and it's been a part taking everything apart. It's getting ready to get a motor. If it doesn't do anything better, you.

Jacob Wierengo [00:07:05]:
Know, if you can't figure anything else, just put an frm in it.

Lucas Underwood [00:07:09]:
Hey, that might be what's going on. All right, so we're here today to talk about shopware and.

David [00:07:21]:
No, no, we're not. We're not talking about shopware. We're good. We're gonna solve this scheduling problem that you've got going on here. I don't. You. Because you can't articulate your actual problem. Because I don't think you have a problem or you've got a settings problem in your scheduler.

Lucas Underwood [00:07:37]:
Okay, listen, dear, how many cars?

David [00:07:41]:
You've got four texts. You're taking in what? Twelve.

Lucas Underwood [00:07:43]:
Five tags.

David [00:07:45]:
You're taking 15 cars a day.

Lucas Underwood [00:07:47]:
Correct. Actually, I take in 18 because some of them are all services. So I allow more oil services.

Dan Vasquez [00:07:53]:
Right.

Lucas Underwood [00:07:53]:
Tire services and oil services. Allow a few more of.

David [00:07:56]:
Okay, and hold on now. Hold on. Timeout. Time. Time out. How do you know it's just going to be an oil service or because it's distinguished in.

Lucas Underwood [00:08:07]:
If they select all services, I have it set up to where it allows more oil services than then regular services.

David [00:08:13]:
But there's a car comes in and it's just an oil service. Unless you're. You've got a quick lube, honey.

Lucas Underwood [00:08:22]:
Lane, listen, dear, you don't understand this because I figured this out the hard way, okay? Mike Allen and everybody else said, oh, one day you're gonna figure it out. Why we do these things that I always thought were sketchy and sleazy and you took all these jobs on. It's because it takes a lot more cars to pay for ten days worth of shop.

David [00:08:41]:
That's fine. That's fine. But the, the, the problem is you're. If you're just. You're scheduling an additional three cars with the assumption that nothing is going to be sold. How is that paying for anything?

Lucas Underwood [00:08:52]:
It's not that. It's that my GSTec goes through more cars than the other guys. If you book 2023 model cars that are just getting an oil service, they don't get as much. But I have to have.

David [00:09:03]:
But how are you distinct? Can you distinguish in the scheduler and say, hey, if it's a 22 or 23, not newer.

Lucas Underwood [00:09:11]:
Not necessarily, no. But saying, like, the majority of those things, and I've got a service advisor who's paying attention to it and scheduling it in that way. But the reality is I have to have more of those light services that turn into bigger jobs. It can't just be that I, because his hour per ro is much lower than everybody else's. So by default it means that he's doing more work faster. Right. Or not necessarily more work, but he's doing, he's doing more jobs faster than the other guys. I have to give him more work where he runs out.

Lucas Underwood [00:09:40]:
I've been through this.

David [00:09:41]:
Okay, I get that. That makes perfect sense. But then the, you don't want to then schedule three cars per tech. It's now more than that. You're scheduling five cars protect almost 40 cars per day.

Lucas Underwood [00:09:54]:
Three cars protect five cars for your G's.

David [00:09:57]:
Okay. But that still doesn't explain why you have to. Like why you get backed up with extra cars coming in. Because if it's, if it's a consistent 18 cars every day, 18 cars are gonna pile in, right?

Lucas Underwood [00:10:12]:
Not necessarily. Because if you put a job on the shopware scheduler, it carries over into auto ops and auto ops won't let it overbook. The problem is, is that auto ops is set up by number, not by hours. It can't see the hours in shopware. So when, when they get online and they book themselves, if we've not done a good job of putting in a number of jobs, so what the solution we found is, let's say Bob Smith is in the shop and he wants to book an appointment for Monday morning. But I know I have a twelve hour job on that technician. I have to go in and put three appointments for that twelve hour job to keep auto ops from booking those three slots. If it's deckert, the G's.

Lucas Underwood [00:10:56]:
And he says, hey, I've got five appointments but I've got one job that's going to take him all day to do. I have to put in five slots.

David [00:11:01]:
For him or you're blocking. I guess that's my question is why are you blocking off? You still want those cars to come in?

Lucas Underwood [00:11:10]:
If, if we were moving through the work faster or if we could handle the workload that we had, yes, but the problem, the only job count continues to go up where.

David [00:11:22]:
So that twelve hour job is not getting done in 12 hours then.

Lucas Underwood [00:11:26]:
Correct. Yes, you're right.

David [00:11:28]:
I, and you're trying to then manipulate the schedule to slow that down.

Lucas Underwood [00:11:32]:
We're trying to manipulate the schedule once we realize what happened to fix and clean up the mess is what we're trying to do. And so that's what I'm working through.

David [00:11:40]:
Don't nod your head, Dan. You. You don't have. You have no idea. What the hell. Easy. So you're like, this doesn't make any sense.

Lucas Underwood [00:11:46]:
All right, I'll tell you what. You come running my shop for a week. You come run the shop. David. You just come run the shop.

David [00:11:53]:
No, no, I'm. Trust me.

Lucas Underwood [00:11:56]:
If my technician, if my fire, everybody, if my technicians, and then I'll leave a couple in particular if. If they would go through the work in the time allotted. Now that it's got a. Before anybody sends me mean messages and says, I can't believe that you talked about your technicians on a national broadcast like that. There is a multiplier on the time.

David [00:12:19]:
We are like number three in Ireland.

Lucas Underwood [00:12:22]:
Honey, listen. They're only listening to you. They can't understand my accent, okay? Poor Dan's over here with a redneck dictionary trying to figure out what I'm talking about. He's got a dialect converter on.

Dan Vasquez [00:12:35]:
Okay?

Lucas Underwood [00:12:37]:
It'll be fine. My point is, is that. That I've got a .2 multiplier or higher on all jobs, and the workflow management within the technical side of the shop is not what it should be. Right? If I am here and I'm dispatching the jobs and I'm holding everybody accountable and saying, okay, here's your start time. I need to hear back from you by this time. But the volume in the shop right now is too much for them to be able to do that. Right. Until the new manager starts, until I get somebody else on the front counter with Justin, it's just too much work.

Lucas Underwood [00:13:11]:
There's too many cars going in and out between telephone calls, between loaners, between estimates. Everything there is to do more than what they can keep up with to manage the schedule. Well, when we go out of town or I have things to do, without somebody to be here to do that, it causes the shop to run amok. And then you think of all the stuff going on with the family stuff and all that that happened with the family business and everything else. It's just that I've not been the leader I should have been. I've not been here. Managing the shop is the whole point. You want to bitch some more about it? Is that what you.

Lucas Underwood [00:13:44]:
Is that what you're. Was that the explanation you're looking for?

David [00:13:47]:
No, you didn't. My frustration is not any of that. I get all that. The problem is too much hinges on you personally coming in and doing X, Y and Z. That's not how it should be.

Lucas Underwood [00:13:59]:
No, it should be sugar bear.

David [00:14:01]:
Well, how long does it take for you to keep banging your head up against the wall before you go, hey, I should take a step back and realize that I shouldn't be doing 99% of this work. I need to put in systems. What's the system? You don't give me a system back. You give me a. I haven't done the work. I get that. You shouldn't be doing any of the work. It should be.

David [00:14:24]:
System A is now implemented to handle X, Y and Z. System B is now implemented to handle this other thing here. Dumpster fire one is now handled with system a. Dumpster fire two is handled by system b. Sometimes it is the lack of personnel. I'm not gonna say that. That it isn't because you haven't had an advisor and I get all that, but to think that the manager is gonna come in and handle this. You're just saying that.

David [00:14:52]:
Hey, everything that I'm doing now is now your responsibility. You haven't fixed anything. You're gonna burn the guy out. He's gonna quit in a month cuz he can't. He's not gonna give the same shit that you give. It's not gonna be the same level of shit. I'm just telling you.

Lucas Underwood [00:15:07]:
Do you mind if I ask you a question? A very serious question.

David [00:15:11]:
Sure.

Lucas Underwood [00:15:12]:
Which processes have fixed the dumpster fire at done with care auto repair?

David [00:15:17]:
I put in four to 5 hours a week at the shop.

Lucas Underwood [00:15:21]:
I'm just saying my sales haven't gone down. I'm just saying voice messages every day about the shop. I'm just curious about those dumpster fires.

David [00:15:31]:
I. Look, there's a system in place. That's my point. I'm not, I'm not worried about x, Y and Z get done. And I don't. That's not. These are. These are basics that have to be done.

David [00:15:44]:
The system is there. The person that I put in place has to execute. Now if that person does not execute, I have found the wrong person. That person needs to be kicked out and somebody else needs to be brought in.

Lucas Underwood [00:15:57]:
Have you done that yet?

David [00:15:59]:
Monday dear Monday this won't be out by then. Trust me, this will be by the time this rolls up.

Lucas Underwood [00:16:07]:
I don't know if you know this or not, but I hired Monique's daughter, who is in school as a air traffic controller to help me answer the phones because we had so much phone volume. And Monique calls me and she's like, what the hell are you doing with shopware?

Dan Vasquez [00:16:24]:
This is a mess.

Lucas Underwood [00:16:26]:
I thought I was doing it the way you said to.

Dan Vasquez [00:16:28]:
No.

Lucas Underwood [00:16:29]:
Whoops.

David [00:16:30]:
What did you do?

Lucas Underwood [00:16:32]:
I'm just making a mess of things, David. You know that. That's just what I do. I might as well have a job that says mess maker, right? I am clearly the definition of Seagull manager. I come in and make a giant ass mess, shit everywhere and leave. Okay. I do take.

Jacob Wierengo [00:16:45]:
That's how I do it.

Lucas Underwood [00:16:47]:
Yeah, see?

David [00:16:48]:
How many texts do you have, Jake?

Jacob Wierengo [00:16:49]:
Three.

David [00:16:50]:
You have three texts. How many do you have? Ten.

Dan Vasquez [00:16:53]:
I have four.

David [00:16:54]:
Yeah, see?

Lucas Underwood [00:16:58]:
Yeah, there is no doubt. I'm a mess. I barely know what I'm doing, David. You know that I don't.

David [00:17:02]:
So how are so you. Do you guys take in a consistent car? Count if the volumes there, like, we have days? I think I had one appointment yesterday. Doesn't that great? Yeah. And I have one today. No, we have two today. Today. So I bet I sell a lot of those cars. We're going to run out of work really fast, and then we're not going to make money, so that's a problem.

David [00:17:24]:
But assuming that the call volume is there, how are you guys just maintain retake in x amount of cars every single day no matter what, come hell or high water? Take the car in.

Dan Vasquez [00:17:37]:
That's what we do. Yeah, we. Yeah, we bring in a certain amount each day and then we taper it off towards the end of the week so that we can catch up towards the end of the week. But we bring. We bring all the cars in. I'd rather have the cars there and let the customers know it's going to be a few days and not have the car there.

David [00:17:53]:
What's the system, though? I'm saying, like, what is the. What is the. What are you telling your staff? Because you can say that we taper off. Okay, what does that mean? Like, do you have it defined or is it by feel?

Dan Vasquez [00:18:06]:
No, it's defined. So every Monday we do a spreadsheet. My manager actually fills out the spreadsheet now, so I have a pre made spreadsheet for him. And we look at all the work in process in the shop. We look at our average ro and then we look at our weekly number that we want to hit. And so that determines how many appointments we bring in, because everything's by the numbers, right? So if we want to hit whatever 50 grand that week, then, and we have eleven cars at a $1,200 aro, which is right around where we're at, then we know how many appointments we need to bring in to hit our numbers. Does that make sense?

David [00:18:43]:
What if the call volume exceeds that number? So let's say, hey, I'm gonna get in, whatever, 25 cars in this week. It's probably more like, let's say, 50 cars this year. I'm gonna get in 50 cars this week because that's, that'll allow me to hit the number. That's, it's 40. 40 cars this week. That allowed me to hit the number because I got ten held over. I'm gonna hit 50,000 this week if I bring in 40 cars. What if the appointments demand there hits 50 or 60? What do you do then?

Dan Vasquez [00:19:14]:
So we will try to schedule them out. We'll try to get them in the following week or we'll. Excuse me, or we'll let them know, hey, you're more than welcome to drop off the car, but we have a backlog right now and it may be a few days, it may even be next week before we're able to touch it. But if it's here, there's a chance we'll get on it earlier.

David [00:19:31]:
How long have you been in business?

Dan Vasquez [00:19:34]:
So I've owned the business for eleven years, but we've been in business since 98. I bought the shop from the prior owner.

David [00:19:43]:
Do you, do you run into the fear that, hey, I'm going to, if I tell the customer, that's going to be six, seven days out. Not that, because we just tell them to come in, but we do tell them the inspection will be in the next 24 hours and then we'll figure out a, the repair schedule after that. Because sometimes you don't know, like this could be a quick and easy fix or there could be something more involved or you just don't know. So I need the car here for me to then figure that out. You tell them, hey, it's going to be a week or my next available appointment is a week out. Do you have a lot of no shows?

Dan Vasquez [00:20:20]:
So if we go two weeks, yes, if we go one week, no, we don't have a lot of no shows. Will we have one or two? Yeah, it is nuts. Yeah. And we're always busy. I mean, we're always, always busy. And so if I do have a no show, it's, you know, I'm not too brokenhearted about it because somebody else will fill that slot, undoubtedly. But, yeah, I've noticed. If we go a week and a half, two weeks, then we start to get a lot of no shows.

Dan Vasquez [00:20:45]:
So I can't let that happen.

Lucas Underwood [00:20:47]:
Cap. What? Are you capping your max? Appointments at a day. You say you got four technicians?

Dan Vasquez [00:20:51]:
Yeah, I got four technicians. We book ten a day. That's our cap. Yeah, got it.

David [00:20:56]:
What? So how do you handle it, Jake?

Jacob Wierengo [00:20:59]:
Two per tech per day? And then that gives us enough flex space that if somebody calls and says, hey, my brakes are grinding, I can still fit an extra car in for each tech if need be. But generally, generally, that's about what we can handle right now. I got a lot. I got a lot of improvements to make. You know, our arrow isn't where it should be, and so.

David [00:21:21]:
Well, what is it? What is it?

Lucas Underwood [00:21:22]:
I.

David [00:21:22]:
What is it at? And where do you want it at?

Jacob Wierengo [00:21:24]:
Yeah, so I'd like it to be 1200. Like a euro shop should be.

David [00:21:29]:
Right, because you would switch in the euro, right?

Jacob Wierengo [00:21:31]:
Right now I'm just shy of 800.

David [00:21:35]:
Oh, that's a good number.

Lucas Underwood [00:21:37]:
Yeah, I would.

Jacob Wierengo [00:21:38]:
It's okay.

Lucas Underwood [00:21:39]:
I mean, I get the whole euro thing.

David [00:21:41]:
You're a dick, Jake. I don't like you.

Dan Vasquez [00:21:43]:
What's your labor rate, Jake, if you don't mind me asking?

Jacob Wierengo [00:21:46]:
So we don't have a labor rate. Just like Becky Wittezen base our prices on accounting principles. If you want a door rate, we start at 158.

David [00:21:57]:
Okay, well, that's a good, healthy number. Are you not in a state that requires that you have to have a number posted or whatever?

Jacob Wierengo [00:22:06]:
I'm not a big fan of the government, so I don't follow the rules.

Lucas Underwood [00:22:09]:
I would move.

David [00:22:10]:
No, no, no. You always follow the rules, especially on a recording. Jake follows the rules, folks. Always follows the rules.

Jacob Wierengo [00:22:18]:
It's probably posted somewhere.

David [00:22:20]:
Some flexibility sometimes in. So what you say. You say is, are you just following a labor matrix?

Jacob Wierengo [00:22:29]:
Yeah, we're following a labor matrix. I do. I do adjust down for, like, maintenance items and stuff, too. So we do. We do a lot of our maintenance at one or 120, depending if it's domestic or european, just because replacing a headlight bulb at $158 an hour gets pretty cost prohibitive.

David [00:22:46]:
Do you have it set up in shopware, then? To. Yes, to tear up?

Jacob Wierengo [00:22:51]:
Yep.

David [00:22:51]:
Dan, are you doing the same thing?

Dan Vasquez [00:22:54]:
No, we do it by the seat of our pants, so to speak. Yeah. So we do 1.2, kind of like you were saying. We bump book time by 1.2. But as far as the labor rate, our labor rates fixed. The only thing that our labor rate goes lower for is just like, basic oil changes, which there isn't too many of on euro cars. Everything's a service, right. And so.

Dan Vasquez [00:23:19]:
Yeah.

David [00:23:20]:
So is that a California thing like you can't matrix the labor rate.

Dan Vasquez [00:23:24]:
No, I mean, you can. There's nothing against doing it in California, but the way that we base our pricing, we do cost base pricing, right? And so I just have a certain GP that I want to hit between parts and labor. And we base all of our pricing off of what it costs us to do the job, and we make sure that we hit our GP number.

David [00:23:45]:
So are you excluding tires and oil changes, or how are you factoring that?

Dan Vasquez [00:23:50]:
So we don't do tires, so we do oil services. And basically we just build it into our can jobs. Right, for the oil changes and shopware. So, like, BMW has condition based servicing. So that's really the only car that we have that doesn't have a service attached to it. Like Audi, Mercedes, the other euro lines. It's every 10,000 miles there's a service. And so it's not really jobs.

Lucas Underwood [00:24:16]:
And just drop them on the ticket and go.

Dan Vasquez [00:24:18]:
Exactly. Yeah.

David [00:24:19]:
30 seconds, they're at your target GP, like 60, 65%.

Dan Vasquez [00:24:24]:
Well, no, I wouldn't say that. If I look closely at the oil changes, they're not going to be at 60 because we're running about 63% gp overall. And that's what we're looking at. And so shopper, obviously is really great as far as displaying what that is on each job. And as you're building the job, you can. You can see it right there. So we're just looking at the overall target of that each day, each week, each month, etcetera.

David [00:24:47]:
So it's very much like, hey, the. You have to have consistent sales off of an oil change for you to then tweak the numbers, because otherwise, if you get hit with 15, 2025, just oil changes in a row.

Dan Vasquez [00:25:03]:
Yeah, yeah. It's honestly, yeah, it's very rare that we do just an oil change. People will ask for an oil change. We'll explain to them what the car requires and give them the option. Some people will still say, hey, I just want an oil change and nothing else. And that's fine. You know, we'll do that. But it's pretty rare.

Dan Vasquez [00:25:22]:
Pretty rare. When we explain to them, you know, what the manufacturer recommends and what the manufacturer recommended maintenance schedule is, we go through that, you know, and then, of course, we do inspections on every single vehicle. And so, you know, which is why we have an ar of 1200, because we're looking at the cars and. And selling work honestly and ethically. Of course.

Lucas Underwood [00:25:42]:
Yeah, for sure.

David [00:25:42]:
1200 because you're working on euro trash. That's what the.

Dan Vasquez [00:25:45]:
Yeah, yeah, that, too.

David [00:25:47]:
Everything's got a coolant leak. Everything. Ever. Every single day.

Dan Vasquez [00:25:51]:
God bless America.

David [00:25:52]:
Do you have enough cars, Jake? Do you have enough euro trash floating around there in the middle of nowhere? Michigan? I have no idea where you are in Michigan.

Lucas Underwood [00:25:59]:
He works on Harley Davidson's, too, so it works out.

Dan Vasquez [00:26:01]:
Tractors.

Jacob Wierengo [00:26:03]:
Yeah, we got enough population. The county population is like 175,000, so even if a small percentage of that's european, I got enough to draw from.

David [00:26:15]:
There are not a lot of euro shops. And. What did you say? Sheboygan?

Jacob Wierengo [00:26:19]:
Muskegon? I'm the only one?

David [00:26:22]:
Are you serious?

Jacob Wierengo [00:26:23]:
Yep.

David [00:26:24]:
I quit. I quit, Lucas.

Dan Vasquez [00:26:26]:
I quit.

David [00:26:28]:
I hate it. I hate it. This is the problem. At no point in 2011, nobody. Nobody went, hey, there's like 85 shops where you're trying to open a shop. You should probably not do it there. You should go somewhere else where there's no shops and open a shop there. Then you can just make every mistake in the world.

David [00:26:51]:
It won't matter. You don't have to fight, claw, and beat people into the door. You don't have to do that, because they'll just show up. You just open the doors, and then people just pile in. I'm the only euro shop.

Lucas Underwood [00:27:03]:
David. David, I'm going to tell you something that my dad told me. And I was talking to him a while back, right after my mom died, and I said, like, hey, why didn't you ever. Why didn't you ever tell me not to do this? And I should have done that. And he said, son, because you wouldn't have listened. That's why none of us told you that, David, because you know everything already. There's nothing to say.

David [00:27:25]:
I did have one guy tell me. He's like, I wouldn't start a business right now. The economy is terrible. That's what he told me. And that's. I had heard that a few times. And I'm like, the economy? Like, what the fuck does that even mean, the economy? Get out of here. People still need to buy shit.

David [00:27:41]:
Like, I'm trying to sell something. People are trying to buy. What he should have told me is, go open a Mac and cheese truck. Because people always Mac want Mac and cheese. That would have been.

Lucas Underwood [00:27:49]:
Yeah, verbal, the arrow is pretty low. Mac and cheese, bro. You're gonna have to sell a lot of Mac and cheese.

David [00:27:56]:
I'm okay with that.

Lucas Underwood [00:27:57]:
Dan, I've got a question for you. So, sure, I'll tell you guys how I dispatch and I'm antiquated, and monique's gonna kill me. For even talking about this. But so, like, I'm, I'm a, I'm a physical person. Like, I need to be able to see it. And, like, sometimes taking a pin to it and writing it down and making notes is, like, how I internalize it and keep up with it. And so every day when I get here, what I do is I open a spreadsheet. I download my open jobs in a CSV, I format it to where I can see everything.

Lucas Underwood [00:28:26]:
And then I just go down, and I start filtering and sorting within that excel spreadsheet. And so I go down and I'll note, okay, this is for this technician. This is for that technician. And then I'll sort and filter them, create spaces. And I go over and I'll put the same thing of, what's the status on this job?

Jacob Wierengo [00:28:41]:
Right?

Lucas Underwood [00:28:42]:
And then I'll open one more column and I'll say, hey, here's when parts are supposed to be here. Here's when this is scheduled. Priority. That kind of thing is in, is in additional columns. And so I have that sheet, and I go out and I talk to the team every single morning. We talk about, here's the work that's, here I, here's the work that we're expecting to do. Here's the potential roadblocks that we may run into. Here's what you do if this doesn't work.

Lucas Underwood [00:29:03]:
And I like having that sheet of paper. From there, we come back into the office, and then the service advisors go, and they organize the keys. And so we have a keyboard, and this is check ins, and this is waiter check ins, if we have waiters. And then each one of the boards is organized that, hey, this is going to this technician. This is going to this technician. And then as the cars come in, I sit in my office and I use the expediter. I don't even go to open jobs throughout the day. I don't even go to my workflow.

Lucas Underwood [00:29:30]:
I just stay in workflow of open jobs and just start moving cars, right? And if I see somebody start getting behind, and what I like about it is, I can see up top, okay, they've got all the hours they can handle. There's no way they're gonna get more than this done. I need to start thinking about putting this on somebody else, right? And so then I can move and groove and. And they hate it. I'm not gonna lie. They absolutely hate it because I'm pulling jobs and saying, hey, he's not gonna get that done. It's got to go to somebody else. But it keeps me moving and it keeps me apprised of the workflow.

Lucas Underwood [00:30:02]:
How are you doing it? Because it sounds like you're running the similar number two cars as we are.

Dan Vasquez [00:30:06]:
Yeah.

Lucas Underwood [00:30:07]:
Similar number of tags.

Dan Vasquez [00:30:09]:
Yeah, yeah. We do about 40 cars a week on average, and so we do use the workflow screen. And so I have two advisors, and one of my advisors is kind of a working manager. And so my shop is basically operational to where I'm not here very often, but I'm here every week, but maybe two to three days for, like, half a day. And so my manager dispatches the work. We do work off of the workflow view. He does get together with the. I have a shop foreman in the back who kind of assists with, like, the skill level of the technicians and, you know, who can do what diagnostic wise, etcetera.

Dan Vasquez [00:30:50]:
And so my manager, my foreman get together in the morning. They do print out the appointments for the morning. And this is something fairly new because we didn't always do it this way, and they kind of go over. The foreman will give his input as far as what he thinks should go where. But ultimately, my manager is in charge. There's only one person that gets to dispatch jobs at my shop, and that's my manager, because once you get two. Two hands in the mix, you know, you get really ugly. Yeah.

Dan Vasquez [00:31:18]:
And so, yes, very similar. We look at the available hours for the technicians. You can look at the green dots and shop where obviously, which is really nice, and you can see that so, and so, you know, has 40 hours to do today. It's not already not going to happen. And then we're very dynamic. And you're right, it does frustrate people sometimes when you put a job in their box and then you pull it right, but it's what you have to do sometimes. So we don't, we don't typically fill everybody's boxes up with, like, you know, five work orders. We're typically just dispatching a couple unless they've already got work in process.

Dan Vasquez [00:31:51]:
So, you know, looking right now, I can see one of my techs has, like, eight cars in his queue, but that's stuff that's been going on for a few days. Those are larger jobs. So, yeah, it sounds like we're doing it really, really similar.

Lucas Underwood [00:32:04]:
What about you, Jake? How are you doing your dispatch?

Jacob Wierengo [00:32:06]:
Yeah, very similar. And I. So my service advisor is fairly new, so I'm trying to train him to do dispatch effectively, which means that I do have two hands in the pot right now because I rearrange things frequently. But I do try to use the workflow screen to manage that and make sure that each guy's bucket is filled. Or at least they have two cars in there, one that they're working on and one that's next, so they never have to come into the office and say, hey, what do I do now?

Lucas Underwood [00:32:36]:
Yeah, for sure. And that, that's a huge one for me is because if I can keep them working, and a lot of that comes down to the notes in the repair order, especially like in the wrench notes is specifics of what I want you to do or when you transfer it. I've gotten to the point that I'll transfer it and just tell them, hey, go back and look at the notes. Wish. One thing that I'm going to make a formal request for without sending it to support or making it here is I wish that when you transferred, you could adjust where it was in the queue, right? So like a drop down box that said one, two, three or four, because if that message could stay up when they opened it and they could see where it was in the queue, because now they get to see that message and it says, hey, bob, I want you to do this, this, this and this, and then transfer it to, or do this. Right? And so the, the less verbal communication we can have, the better, I think it works for sure. David, what are you doing?

David [00:33:32]:
How do you do, what are you talking about? You can reorder the, the cart in their queue. You can reorder, is that what you're talking about?

Lucas Underwood [00:33:40]:
Yeah, I know you can. I'm saying that if I transfer it, so in other words, if I transfer it and move it, it takes the dialogue out. In other words, like if I transfer it to them and then I go to workflow and I move it, when they open it, it doesn't show them the workflow dialog box. Right. It takes a dialogue box away.

Dan Vasquez [00:33:59]:
So you're talking about the message if you send it and you type in a message.

Lucas Underwood [00:34:02]:
Yeah. That mess for the message in the log. Yeah.

Dan Vasquez [00:34:06]:
Yeah. That's frustrating. Yeah. We don't use that just for that reason. Because it disappears. Yeah.

Jacob Wierengo [00:34:12]:
Yeah. I'd never noticed that problem before.

Lucas Underwood [00:34:14]:
Yeah, it's pretty, it's actually pretty nice. And if you can, I know.

David [00:34:17]:
What is it you're trying to do with that?

Lucas Underwood [00:34:19]:
Well, for instance, specific messaging. Like, I've got some jobs. A job will come in and it'll go to Eric for some type of testing, or a larger repair will go to one of the technicians. And then it's got an oil service or it's got something small that the G's can pick up and take and run with. Right.

David [00:34:34]:
Okay.

Lucas Underwood [00:34:34]:
Now, I want to make sure I'm giving them opportunity to expand. So I'm constantly push the G's further and further to do more jobs a little bit outside their comfort zone at a time, get them a little bit of experience. And so I'll make notes on the repair order when I send it to that technician that says, hey, do A, B and C, then please transfer to. And we have a conversation about that in the morning. We put it on our sheet so everybody can see it.

David [00:34:58]:
Okay?

Lucas Underwood [00:34:58]:
It's just a reminder.

David [00:34:59]:
Can. Can. You've got to stop doing that, though. I cannot stress this enough. Like, you're frustrating me. You see the vein, the veins coming.

Lucas Underwood [00:35:08]:
Out no further than your thyroid.

David [00:35:12]:
Thyroid doesn't even work. So it is what it is that you can't. You can't. Look, it has to be the rule then, hey, all oil changes need to go to the G's, okay?

Lucas Underwood [00:35:22]:
It is.

David [00:35:23]:
So, on the ticket. On the ticket, you change the technician on the ticket to the G's or whatever. And the rule is, hey, when you're done with the job, do not do the flip and oil change. Give it to the G's, pull the car out, transfer it over, let the G's handle it. That just becomes the rule. There's no need for the note. You have the rule.

Lucas Underwood [00:35:44]:
We've had some conversations. Do your technicians listen to you?

David [00:35:49]:
There's no.

Lucas Underwood [00:35:51]:
I'm just asking, do they. When you ask them to do something, do they actually listen to.

David [00:35:54]:
No, no, no, no. That's the problem is if I just come by and I go, hey, this, and I walk away, they're not going to remember if the rule is, hey, this is the rule. Everybody understand the rule? Yes. Okay? Any questions? No? Okay. This is what we're doing now. And then that's it. That's it. There's no more discussion.

David [00:36:13]:
You know what? You know what I'll tell you. Give you a perfect example of this. We have little hooks by the. By the lifts, okay? That's where the keys go. Their next car hook on the lift, that's where you hang the keys. Okay? I meddled that day. I decided I'm gonna do some work at the shop, and I came in and grabbed a key and I checked the car in. I check.

David [00:36:33]:
I check cars in when they're there and it's busy, whatever. I come into the mornings and I try to check as many cars as I can in there because it gets my steps. See the tracker. I gotta get my steps in. So I go and start checking in cars. So I'm checking the cars in, and the next car up. Empty bay, I hate. I could walk over to the tech, and I try to hand them the keys, and.

David [00:36:53]:
And he looks at me, and he's like, what are you doing? And I go, keys. This car's up next. He's like, there's a spot for keys. And he said, it's super mean and snide, but, yeah. Anyway, so. But he was 100% right. He called me out. He's like, hey, that's not the rule.

David [00:37:09]:
The rule is put it on the flippin hook because otherwise creates chaos. Right? They put it in their pocket where those keys go, or they put it down. Then we lose the keys. Everybody's running around, hey, why? Because we didn't follow the flipping rule. The rule is the keys to the next car goes on the hook. Now, that's not a. Hey, do you guys listen to you? No, that's the rule.

Jacob Wierengo [00:37:31]:
It's a pride moment for me when one of my texts corrects my behavior, because I am. I am super good at my own rule.

David [00:37:39]:
He did it mean so he could have been nice.

Jacob Wierengo [00:37:42]:
And they're like, that's not how we do that. I go, okay, you're right. I'll go back to.

Lucas Underwood [00:37:47]:
Yeah, absolutely. Absolutely. I'm not even going to. I'm not even going to justify David's rant with an answer. I don't think it deserves one.

David [00:37:56]:
But whatever you're talking about. What are you talking about?

Lucas Underwood [00:37:59]:
You're assuming how my shop works, but you're not.

David [00:38:03]:
I'm assuming nothing. I'm going off of the words that are coming out of your mouth. If you have to have a note attached because the rule isn't being followed. There's no rule.

Lucas Underwood [00:38:17]:
There doesn't have to be a note. I was using that as an example. I put specifics about something in that note so they can see it. I was just using it as an example, David.

David [00:38:27]:
There shouldn't be specifics. What do you. What are you creating specifics for?

Lucas Underwood [00:38:32]:
Maybe it's that a client needs it back by a certain time. Maybe it's okay.

David [00:38:36]:
There's a. There's a thing. A do out button. There's a do out spot.

Lucas Underwood [00:38:40]:
You really think do out nobody.

David [00:38:42]:
05:00 today.

Lucas Underwood [00:38:43]:
It's reinforcement, David. That's all it is. It's just sending a message. So they can use the tools.

David [00:38:49]:
Use the tools that are in there. Hey, everybody, we pay attention to the do out because that's what we're going to be putting out because we got to make sure we're watching that. Does everybody understand? Yes. Okay. And then you just reinforce, reinforce, and then that just becomes what you do. There's no need for individualized notes. There's no need for it. Is that what you do, the do out thing? Yeah, no, they, they get the car.

David [00:39:12]:
When they get the car.

Jacob Wierengo [00:39:18]:
I will say I use the message. The message pain a lot. Mostly when I'm sending jobs to the service advisor, more so than the techs.

David [00:39:26]:
Yeah, but why? For what?

Jacob Wierengo [00:39:30]:
To set expectations with the advisor. Yeah. Like, you know, anything special that I need him to pay attention to. Like we, for instance, we had one earlier today that the truck has running boards, and the running board is detached and it's clunking. And so I wanted him to have a conversation with the customer before I went and tried to find a replacement running board and everything.

Lucas Underwood [00:39:52]:
See if that's what they want to do. Yeah.

Jacob Wierengo [00:39:54]:
See if the customer wants us to take it off to stop the noise or if he wants to, to find a replacement instead of sort of using a bunch of time to find a replacement, quote it, and then just have them say, take it off anyway.

David [00:40:04]:
So I could see that. What doesn't some. What's this? Nuts use slack. Tom ham, he's a big slack guy.

Jacob Wierengo [00:40:14]:
I tried slack twice.

Lucas Underwood [00:40:15]:
I think Seth does, too. I can't use it. I can't ever get like.

Dan Vasquez [00:40:19]:
I use slack around it.

Lucas Underwood [00:40:20]:
Do you?

Dan Vasquez [00:40:21]:
I use slack. Yeah. It works wonderful in my shop for.

Jacob Wierengo [00:40:23]:
Us, we have a group chat on our phones that we use for everything that's selected.

Lucas Underwood [00:40:28]:
Yeah. Now there's, there's a lot of automation now that, that you can get Zapier connected to shockware and then that connects to slack. There's a lot of cool stuff you can do with that, but I just never took the time to try and figure out what is that?

David [00:40:45]:
Why the integration?

Lucas Underwood [00:40:46]:
Or is it external?

Dan Vasquez [00:40:48]:
So mine is not connected, mine's external. And I just have different chat rooms basically set up for the different topics that we would talk about in addition to just like, direct messaging, you know, sir, for example, and I'm sure I probably do it differently than everybody else, but I came from the dealership atmosphere where when you were the technician, you put in a request for parts with a list of the parts that were needed. I didn't find, I haven't found a good way within shopware to do that. So I set up a channel for every technician for their parts requests, and they type in the work order number and the parts that they want. In some cases, they'll include part numbers. They're not obligated to look them up. But if you get a weird hose on the Audi that goes from ten buck two to ten buck three, it can be hard for the advisor to find. Those particular channels are between the technician, both the service advisors, and myself so that I can monitor.

Dan Vasquez [00:41:46]:
It is a really good way for me to monitor things if I'm not at the shop. Right. So if I see.

David [00:41:53]:
Put that kind of stuff on the.

Dan Vasquez [00:41:54]:
Notes section, though, because all that goes to the. It gets printed on the work order if you don't delete it. Right. And so the customer not to use.

Lucas Underwood [00:42:01]:
Wrench notes, because that's where that, for us, the only complaint I don't understand, like, what can't expand it. Right. It's hard to copy and paste out of that.

David [00:42:10]:
I get. But, like, you put on there, like, hey, make sure that you get this hose here, part number XYZ. You're like, okay, it's on the ticket. That's it. You can delete it after the fact if you want, or turn it into a draft or something.

Dan Vasquez [00:42:26]:
You can. But again, obviously, we all do things different. It's a workflow that works for me. In my shop, we do use the wrench for small notes. So the notes, Lucas, that you would send as you're transferring the job over in the expediter, we put those type of notes under the wrench. And to me, the wrench is kind of like a small box that you can't really expand and read easily. Right. In my opinion.

Dan Vasquez [00:42:50]:
And that's why we don't use it for more. That's why we don't use it for parts requests. For sure.

Lucas Underwood [00:42:54]:
I could see that. Because copy and paste is a real pain in the butt with it.

Dan Vasquez [00:42:58]:
Right.

Lucas Underwood [00:42:58]:
That is a feature that I think could use a little bit of work and could be improved. And you're right. That's probably a better place than the transfer to put those notes. I agree with you on the. On that. Um, and. And it sounds like you've kind of got yours nailed down, because if you're working on the same cars, right. Over and over again.

Dan Vasquez [00:43:15]:
Yep.

Lucas Underwood [00:43:16]:
You've got past jobs and can jobs we do. And so, like, there's. That's the big thing that I've been on to my advisors about. They're like, it takes me an hour to build an estimate. Why are you so fast? You can build one in five or 6 seconds. And I'm like, when they first start, it takes forever for me to say to them, go to pass services. The jobs are already in there. It's already done?

Dan Vasquez [00:43:36]:
Yep.

Lucas Underwood [00:43:36]:
Well, I didn't see it. Well, click off some of the variables and look. And then you could just go back and you reread the job and you confirm and make sure the parts are the same. Check with the technician, make sure the job is the same. But you can build a massive estimate. Right? Like timing jobs, dude, the five four timing jobs and phasers. Boop. I'm done.

Dan Vasquez [00:43:54]:
Right?

Lucas Underwood [00:43:55]:
Who, who cares? It doesn't take any time at all to do it. And, you know, that's one of the things that I've been working on them with, is don't try and rebuild every single estimates already there. How much of that are you using, Dan? Is that primarily what you use to build your estimates?

Dan Vasquez [00:44:11]:
We use a ton of that. We do some from scratch, but yeah, because we're working on the same cars, you know, like an Audi, you know, 3.6 or whatever. If you pull the intake off, every plastic hose is going to break. Right. And so we've got a can job that has all those hoses in the can job ready to go. And that's one thing that shopware does brilliantly. They really do. That's probably one of the best things.

Dan Vasquez [00:44:32]:
I mean, you can make a can job in 1 second. You build the job and can it, you know?

Lucas Underwood [00:44:36]:
Yeah, for sure it's done.

Dan Vasquez [00:44:37]:
Yeah. And then past services, you know, being able, as you mentioned, being able to pull those up, it's awesome. And it does, it saves a lot on the estimating time. And you're always going to have one offs that you have to just build from scratch and the parts change, you know, as far as, like, what vendor you're using or what brand of part you're going to use. But at least to get that quick estimate, you can, you can, like you said, you can do an estimate in 30 seconds. You can adjust the parts later if need be.

Lucas Underwood [00:45:02]:
Absolutely. And like, so what we do, especially on our euro stuff, is I have found, and, and a lot of it is because of our geographical location, it's really hard for us to get a lot of the euro parts. It's usually four days. And so by then I can have it from FCP euro and my price is lower from FCP. And I can go on there and I can go kit. And I have it, and I just have to get to the ticket, and I'm like, boom, it's done.

Dan Vasquez [00:45:29]:
Yeah.

Lucas Underwood [00:45:29]:
And so I just go back and get the kit price, and I tell them like, hey, go search FCP, make sure your price hasn't changed. And, and the prices is usually cheaper than what I can get it for at the dealer. And I have it faster than what I get it from the dealer for. And so that those past jobs especially. Right. Like, my, my biggest, one of my biggest frustrations about where I'm at right now is a, you know, this is a new advisor, and he's, he's training as we go, and, and it was kind of a rush thing to get him in and get him moving. And so I've been very adamant about, hey, when you're building your initial estimates, right, somebody books an oil change, that estimate has to be built before they come in. Don't wait for them to come in, get it built, get it sent to them.

Lucas Underwood [00:46:15]:
That way you can expedite the service first thing in the morning. They're like, yeah, but I don't have this, or I don't have that. If you know that it's a five four forward and they're coming in for an oil service, just go to past services and find one, click it, add it, clean it up and go. And it makes especially that aspect of our life much faster on the initial estimate. It makes it much easier to build it. And you've got a whole lot higher likelihood of getting it right, because in the past, we've already cleaned up that mess before the ticket left. The problem's fixed. So if it's a past service, it means that any issues with that ticket had been fixed.

Lucas Underwood [00:46:49]:
It's not the wrong filter, it's not the wrong quantity, it's not the wrong oil. We fixed it, so that's a big one for me. Jake, what about you? Are you using services at all?

Jacob Wierengo [00:46:58]:
I'm terrible at using it. No, I have a bunch of canned jobs, but they're all universal can jobs. I think I have two, maybe three vehicle specific services, but it's definitely a very useful tool that I should be using more.

Lucas Underwood [00:47:13]:
Yeah, for sure. Dude, I'm telling you, it makes life so much faster. Yeah, because, like, there's just a quarter of the time spent, if you'll use it, there's a quarter of the time spent making estimates because it's right there. It's already done. Yep. That. That's huge for me.

Jacob Wierengo [00:47:29]:
I have the same one as as Dan the Audi with the. All the coolant hoses and everything, when the supercharger has to come off too. Like, it takes you an hour to build that estimate alone with all the little parts, but you just click it and copy it over. And there might be a couple variables I have to change. But, yeah, it definitely, definitely expedites the process there.

Lucas Underwood [00:47:49]:
Yeah, for sure. I agree with you.

Dan Vasquez [00:47:51]:
One thing, too, in California is we're not allowed to charge shop supplies, so we can't just charge a percentage for shop supplies. So the can jobs help a lot, you know, so we've got parts cleaner built into all of our oil leak repairs, you know, oil filter housing gaskets that we do, you know, ten a week of, you know, the. Every little bitten pieces built into that can job so that we don't forget, you know, bolts that need to get replaced on our brake jobs, you know, the rotor securing bolts. So one thing that we do is we look at the repair instructions for the job, and if it tells you if you're doing an oil pan gasket to replace the bolt for the steering coupler, I mean, that's how my can job, the manufacturer recommends replacing it. That thing shears off and a customer gets in an accident, it's on me. So, yeah, so that's it. That's another thing that the can job really helps us out with is, is collecting what we need to collect as far as shop supplies go.

Lucas Underwood [00:48:45]:
Definitely. And, like, torque to yield stuff is a big one for me because especially in euro lines, just about everything I'm taking off right now is torque to yield faster. And if, if we're building them once, because that's really what takes the time and the estimating, right? And I open repair link and I go through and I pick the bolts out. You can't really distinguish what's torque to yield and what's not. And you can read the service information, and sometimes it doesn't even have the correct information about torque to yield. Call the dealer up and you build that estimate, and they say, oh, you got to have all these fasteners. They're all torque to yield. Well, guess what? Now I just have to do it one time, because if I go line by line, and why they can't use the same part number for the same size fastener that goes in the same place, I don't know, but I.

Lucas Underwood [00:49:31]:
Stupid. David, do you think that's stupid?

David [00:49:35]:
Everything's stupid.

Lucas Underwood [00:49:36]:
Stupid cars.

David [00:49:40]:
I only use past jobs. That's fine. I will find, even if it's close enough. They're both dodges. Let's go with it. Click. Go. Done.

Lucas Underwood [00:49:50]:
Engine replacement not gonna fit in that. We'll figure it out. It'd be.

David [00:49:57]:
Yeah, yeah. As long as the dollar amounts higher. It's like, hey, I did 12,000. It's fine.

Jacob Wierengo [00:50:03]:
I did screw one up a couple weeks ago that I used the past service on. Well, for an axle replacement on like a Dodge Avenger or something. And I copied it over and we sold it and installed the axle. And when the tech was driving out of the parking lot, the axle fell out because we installed all wheel drive axle in a front wheel drive car.

Lucas Underwood [00:50:24]:
Well, that was the wrong part of.

Jacob Wierengo [00:50:26]:
Gotta watch that a little bit better.

Lucas Underwood [00:50:29]:
You.

David [00:50:29]:
Hey, I tell my guys, like, hey, you got to verify parts. Yeah, cuz. Cuz they know to check now. They like, hey, you built the assessment. Are we good on the parts or.

Lucas Underwood [00:50:38]:
No, you're.

David [00:50:40]:
Yeah, you better double check them. Just make sure.

Lucas Underwood [00:50:43]:
Enough.

Jacob Wierengo [00:50:43]:
You know, it's like an inch and a half different, but it was enough. It was enough for the whole thing to come apart. You know, I learned.

Lucas Underwood [00:50:52]:
Gonna make a comment on the inch and a half difference. I mean, an inch and a half is a lot. You know, it's a lot.

Jacob Wierengo [00:50:56]:
Yeah, yeah, you're right. You're right.

David [00:50:58]:
Inch and a half is plenty. Is plenty. Okay. It is sufficient to get the job done, let me tell you.

Jacob Wierengo [00:51:06]:
We're not talking about an inch and a half. We're talking about an inch and a half more.

David [00:51:11]:
Whoa, whoa.

Lucas Underwood [00:51:17]:
Oh, man. You ever have the feeling that monique's gonna kill us for one of these episodes?

David [00:51:22]:
Yeah, you know, she actually listens to these. We did all of them, but she actually listens. That's the problem.

Lucas Underwood [00:51:29]:
Yeah.

David [00:51:30]:
Everybody's like, yeah, it's great. It's like you weren't listening. She listens. It's not good.

Lucas Underwood [00:51:36]:
Yeah, it's kind of like your. Your snafu yesterday with the guests that didn't want the episode. Really?

David [00:51:42]:
Yeah. We had a guy pull an episode.

Dan Vasquez [00:51:44]:
Whatever.

David [00:51:44]:
Had that happen before?

Dan Vasquez [00:51:45]:
Oh, my gosh.

David [00:51:46]:
First time ever, they changed their mind.

Lucas Underwood [00:51:48]:
They listened, and they decided that we looked like it's not them, so it's a okay.

David [00:51:53]:
Did he say that?

Lucas Underwood [00:51:55]:
Yeah.

David [00:51:55]:
Did he?

Lucas Underwood [00:51:56]:
He didn't say we looked like idiots, but he implied it, and he was right.

David [00:52:00]:
Did he? Did he? Green light. It was okay. Really?

Lucas Underwood [00:52:03]:
I sent you the message.

David [00:52:04]:
Did you?

Lucas Underwood [00:52:05]:
Yes, I did.

David [00:52:06]:
I got you unblocked. I don't. I didn't blame you at all.

Lucas Underwood [00:52:11]:
I do have you as blocked.

David [00:52:13]:
I had. Yeah. Somebody got upset because they remembered the episode differently than how it happened. So I. I'm, like, four or five weeks in advance, like, putting stuff out. So the last time I listened to that episode was, like, a couple weeks after we recorded it, and that was, like, a month ago, so I don't remember what the hell I said, so I went back and listened to it, and the whole thing was just me and Lucas just clowning around. The entire episode was me and Lucas clowning around, just being idiots. Fling.

David [00:52:41]:
Like, flinging stupid insults at each other. That's the entire episode.

Lucas Underwood [00:52:46]:
It was moments after he had doused himself in Mountain Dew, right? Like, no, no, no.

David [00:52:50]:
That was a different episode. Different episode.

Lucas Underwood [00:52:51]:
I know, but I'm saying no. It was right after you dumped Mountain Dew on yourself.

David [00:52:56]:
It was late. Yeah, later that day. So it was just a back and forth, clowning on each other, and the guy, like, got all riled up. He was all upset that he was like, I just don't like the way things went down. I just don't think, you know, you guys helped present my business in a proper way, and blah, blah, blah. Like, what are you talking about? The guy barely talked. The guy barely talked. He said, like, seven things for an hour.

David [00:53:21]:
And again, it was just me and Lucas clowning around, and then it was so benign, and it was a good episode. I laughed the whole time. I'm listening to the stupid stuff that we said, and I'm chuckling the entire time, and I messaged Lucas, and I'm like, I don't know what hell he's getting upset about. Send it to him. See what the hell he says. I guess he's fine with it. Whatever. People.

Lucas Underwood [00:53:43]:
People.

David [00:53:44]:
Yeah, Jake. So don't in two weeks, go, hey, I don't like the way that episode came out. Jake. No. Jake, no.

Lucas Underwood [00:53:52]:
Jake knew what he was in for. Jake's parents even know what he was in for. Okay, yeah, that's true. You know, I know his parents. Did you know that, David? Jake's parents?

David [00:54:02]:
Really?

Lucas Underwood [00:54:03]:
Yeah. They came to the shop, hung out with me.

David [00:54:06]:
That's super cool.

Jacob Wierengo [00:54:07]:
All the way from Michigan.

Lucas Underwood [00:54:09]:
Yeah, it was awesome. We had a really good time. We got take pictures in the shop. It was really cool.

David [00:54:14]:
I dip out. So, Monique shows up in my shop this one time. She shows up, and. And I just dipped. Like, I didn't know she was coming, but I knew. Well, yeah, yeah, I get that, but, like, I'm not gonna wait around. I I'm not gonna wait around. Like, hey, it's time for me to go.

David [00:54:32]:
I leave, I'm like, I'm done. I don't. I really don't want to talk to anybody. I don't want to talk to. Monique's very nice. I like talking to her. She's very. But, you know, at the same time, if I don't have to, I don't.

David [00:54:43]:
So it was getting later in the day and, you know, I'm like, I'm out. I gotta go. I don't like people visiting. I don't like visitors.

Lucas Underwood [00:54:54]:
You don't like people, period, David.

David [00:54:56]:
She left, like, you know what the insult real really was? She brought me a shirt, which was very nice, but it was a large. Have you ever seen me? I don't wear a large. Like, what? What is that gonna fit around?

Lucas Underwood [00:55:07]:
That was. That was in the left.

David [00:55:09]:
My left. Yeah, yeah. Now three x would have been appropriate. She brought me a three x. I would have been like, oh, okay.

Lucas Underwood [00:55:15]:
She fit in a large now. No, a little bit of a belly shirt, but it's okay.

David [00:55:24]:
Hey, my left.

Lucas Underwood [00:55:25]:
If this video. If this video gets 100 likes, we'll get David in a shopware belly shirt and we will post pictures all over the Internet.

David [00:55:34]:
I will. I will wear a shop wear large.

Lucas Underwood [00:55:38]:
Yes.

David [00:55:39]:
Not to anything. I will. I will temporarily put on a large shopware shirt and see. How would you tell one of those.

Lucas Underwood [00:55:46]:
Little knots in itheme, like in.

David [00:55:53]:
You think I won't. I will.

Lucas Underwood [00:55:57]:
I don't know that we should do that at the Ashog dinner. That would. Some people wouldn't eat because of that ashog dinner.

David [00:56:03]:
I got your a sog dinner. How often do we hit a hundred likes on our videos?

Lucas Underwood [00:56:07]:
That's not very often. Not very.

David [00:56:09]:
Don't say that. You don't look at the metrics.

Jacob Wierengo [00:56:11]:
We can make it happen.

Lucas Underwood [00:56:12]:
But I'm sure. I'm sure we don't. But, you know, we.

David [00:56:15]:
We hit a hundred likes on, on reels or shorts very easily.

Lucas Underwood [00:56:19]:
You know, I also really appreciate Aaron Stokes helping us make sure the Mountain Dew video got released. That was really sweet of him. Really appreciate his help with that. What are you looking at, David?

David [00:56:34]:
I was looking for the metrics. Yeah. One hundred's going to be a pull. Yeah.

Lucas Underwood [00:56:41]:
See what I'm saying? You're David.

Jacob Wierengo [00:56:43]:
Yeah.

David [00:56:43]:
We had one video. We did it. One video. It's got 7500 views.

Lucas Underwood [00:56:48]:
I was trying to be nice to you, man.

David [00:56:52]:
Comments? You know, we hit a hundred likes pretty consistently. I had 183 likes. 2020, 2028, 103. So, yeah, we'll hit 100 we'll see.

Lucas Underwood [00:57:05]:
Okay. All right. As long as you're down with it.

David [00:57:08]:
I'm down.

Lucas Underwood [00:57:11]:
All right.

David [00:57:11]:
You're going to wear one.

Lucas Underwood [00:57:12]:
Don't hurt it. We're going to hold him accountable. No, I'm not wearing one with. You offend people.

David [00:57:20]:
All right.