Can Your Shop do a Quality Job in 4 Seconds? By Bob Spitz

When Ayton Senna was still racing Formula 1 for McLaren the pit crew that serviced his cars was truly a marvel to watch.  During the Australian Grand Prix Ayrton raced unexpectedly into the pit because it needed new tires.  The crew was on the ball and serviced that car in under four seconds. In the world of professional racing especially at the level of Grand Prix “comebacks” carry a fantastic cost (the race or more).  The job has got to be done right the first time and it has to be done efficiently. It’s an activity where errors are not tolerated by anyone on the team.  It’s a tightly organized group with a purpose.  They are trained within an inch of their lives by top notch coaches.  And the best crews have great leadership. What’s the difference between a pit crew and your shop? Is it fair to pit your people against a professional race car pit crew? Someone might argue they are not the same thing.  The professional crew has many guys going over the wall to do the service.  Yes that’s true.  But this valuable comparison can be used, piece by piece, to improve your shop. Let’s see what makes a professional pit crew tick. #1 is their PURPOSE.  This is probably the single biggest factor that separates a professional crew from everyone else.  Those guys that jump over the wall live a hard life.  They’re on the road all the time working crazy hours getting paid peanuts.  So why do they do it weekend after weekend from February through November?  What drives them to do it and keep doing it?  The answer is PURPOSE.  What is purpose?  It is the stuff that real living is made of.  It is the reason you and I get out of bed in the morning and do the things we do.  Without purpose life would be extremely boring.  A shop is boring without a purpose.  And bored people don’t produce much and when they do finally produce something it’s low quality. #2 is their TEAMWORK.  Those pits are a team.  And a great shop operates as a team.  In order to have a team everyone has to know how to play the game.  They have to agree with the rules of the game.  Then they will push (as a unit) along the right path.  The employees on a team share common goals with the owner.  They know what they have to do and how they fit in to the big picture.  It’s a nice feeling. #3 is their ORANIZATION.  In order to get people to work as a team there has got to be a well-guided flow of organization in place.  This includes people, paper, cars, parts and cash money.  Note: money flows into the hands of a well organized shop owner and out of the hands of a poorly organized one. #4 is their TRAINING.  In order for the team to be efficient and get the job done each person on the team must know what their position is, how to perform the task expected from that position and how to do it effectively and efficiently.  This requires training and drilling.  One of the first things I like to do when I help an owner to manage their shop is to get them training and drilling their team.  When the right things are drilled, wow what a difference!  And fast! #5 is their LEADERSHIP.  All good teams have a good leader.  So what makes someone a good leader?  Here are some of the basics:•He or she has a clear vision of what they want.  They have a goal.  •They have a great attitude toward the business and life.•They can communicate their vision clearly.•They can gain agreement from others.•They know how to handle people.•They can easily give and enforce orders. When people see that what they do makes a difference, they get inspired.  It’s nice for someone to know that what they do is important.  And it’s great to feel that what they do adds up to something larger than what they could accomplish on their own.  A leader lets the team know how valuable they are, because it’s true, they are.So how about McLaren’s Ayrton Senna 4 second pit stop?  It couldn’t have been done without these five: 1. Purpose2. Teamwork3. Organization4. Training5. Leadership This is also the heart and soul of managing a shop. Fortunately you do not have to have been born with these abilities to succeed; they can be learned! Management Success!

A plan for all reasons

In a less than seven minute opening statement to a Senate subcommittee, GM CEO Mary Barra articulated a well conceived plan to handle the company’s ignition switch failures that are linked to 13 deaths and 31 crashes. In less than seven seconds, it was game on for senators looking to tear her to shreds. But why? She eloquently laid out a plan that included several progressive initiatives to get to the bottom of why this happened. In her statement, she said an ongoing independent investigation had already begun. To spearhead that effort, she said GM hired former U.S. Attorney General Anthony Valuskas and would give him “free rein where the facts take him.” Another highly respected person hired by GM is Kenneth Feinberg, a lawyer known for dispensing payments to 9/11 and BP’s Gulf of Mexico oil spill victims. His role with GM, Barra said, will be to “explore and evaluate options in its response to families of accident victims.” Other sensible and bold actions Barra presented included the addition of a newly formed position to oversee global vehicle safety, increased and sustained communication with affected customers, a generous loaner plan for customers who prefer not to drive their recalled vehicles, and expedited replacement part production from GM’s supplier. As a PR/marketing consultant working in the automotive business, I wanted to see new GM CEO Mary Barra do well in the lion’s den. Although I think she was clear, concise and contrite, I would have liked to see her put some “cuda” in the “Barra.” Some intense passion mixed with her executive composure might have helped her from falling into the role of the sacrificial lamb.  On the other hand, in this political charged atmosphere, it didn’t matter what she said or how she said it. The senators were lying in wait for her, almost picking up where they left off with former CEO Rick Wagoner. Never…never…can testifiers forget that they are dealing with a body of members looking to provide a sound bite for the evening news. Let’s face it, grandstanding about the corporate ineptitude — true or not — of a company bailed out by the taxpayers plays well in Peoria.  But being hardheaded or maybe just naive, I still would have tried a different strategy, which may have at the very least made Barra a more sympathetic figure. Besides all of the things she outlined, I would have added a summation of a detailed investigation plan that she could have kept referring to as questions arose. Such a plan, I believe, would  have put her in a position of being more authoritative and more believable. Instead, she was put on the defensive deflecting when she could have been offering information — pulled from a well-thought out, meticulous plan. As others who have been called to a congressional meeting have learned, deflecting questions only makes those asking the questions ask more questions that get increasingly more difficult until their questions turn to accusations of criminal behavior, which they did.  The investigation plan I think was needed would certainly have been bulging with documents and would have made a resounding thud hitting the table. (You can’t ever underplay Kabuki Theater when playing in Kabuki). A complete A-Z, leave no prisoners behind plan on the internal investigation would have met that the top brass at GM came prepared to get to the bottom of the problem, no matter who was indicted and what management mistakes were revealed. Sections of the plan I have in mind would include all of the departments and suppliers that touch engineering design decisions, people working in those departments and suppliers who contribute to the decision making process, and all forms of communication across all design platform decision makers. The plan would be detailed down to who’s going to be interviewed and on what day they would be interviewed. The painstakingly detailed plan would no doubt be boring, but your goal needs to be to demonstrate transparency, not just to promise it.  Some may ask if presenting such a plan would have undermined the appointment of Valukas. Well, let’s back up just a moment. I wouldn’t have announced an investigator in the first place — I would have just presented the investigation plan. In effect, anyone hired by the company being investigated is discredited from the time they are hired. When push comes to shove, who’s going to get the benefit of the doubt? My humble guess would be…drum roll, please…GM. Talk about anti-climatic! So, if you’re not picking an investigator, who should? Well, with all of the media’s cameras trained on you, why not ask the committee that summoned you to Washington to appoint an objective investigator at your expense? Once again, this would be a demonstration of your drive for transparency. It also may have muzzled the predators or, at least, made them look ridiculous pressing for transparency when all of the cards are already on the table. And who knows? Maybe it would lead to a more valid and objective investigation. Imagine that! It’s important to note that it’s still not too late to present such a plan. All GM has to do is call a press conference. It’s also important to recognize that Barra’s appearance before the Senate (and House) subcommittees is separate from the National Highway Traffic Safety Administration’s inquiries. Although the company has turned over 21,000 documents to NHTSA, it is charged with not answering crucial questions. As a result, GM is faced with a $7,000 a day fine for not providing answers. Not that that fine is going to break the bank, but it keeps GM in the news — negatively and indefinitely. GM was back in the news today announcing that it has placed two key engineers on paid leave as an interim measure in the investigation. GM says this is a result from Valukas’ investigation and probably sees this as a positive development. Time will tell if this announcement was made to placate the critics or is the inevitable and logical evolution of the investigation. No doubt this case is influencing all the other vehicle manufacturers to be more responsive with their recalls. With more aggressive regulators threatening court action, manufacturers have recalled almost 15 million cars from the beginning of this year to now. Staying out in front of recalls is most likely to be the new normal for a while.  But once fines are paid and consumer memories fade, the new normal could revert back to same old, same old. Case in point: Toyota, which went to the wall defending itself against its unintended acceleration fiasco that led to recalling 8.1 million vehicles. After years of denial and legal wrangling, the Justice Department determined that the company  intentionally concealed and misled the public about the safety issues behind the recalls. The penalty? A $1.2 billion fine, the largest ever imposed on a car maker, however, all things considered, Toyota has not been largely damaged by this episode.  During the course of the Senate hearing (and the House hearing that proceeded it), Barra spoke about “Today’s GM,” the connotation being that management has changed for the better. I like that catch phrase, and I think Barra, who has worked her entire career at GM and has great passion and vision for the company, will deliver on it. However, until yesterday’s mess is cleaned up, it may be best to talk about Today’s GM tomorrow. 

Auto Shops Increase Sales Through Photo Service Recommendations

Photos tell stories, communicate emotions and, for a growing number of automotive repair shops, demonstrate service recommendations in a way that words just can’t.   In the last few weeks, techs captured and shared more than 20,000 photos with their customers. That’s 20,000 visually compelling incentives for drivers to buy new tires, stop a fluid leak, or replace a corroded battery. This technology is made possible through BOLT ON TECHNOLOGY’s™ signature software solution, Mobile Manager Pro. The highly sought-after automotive shop management tool enables technicians to ditch scrawled handwriting in favor of digital, easy-to-complete forms, including multi-point vehicle inspections, as well as VIN scanning and more. Nearly half of users take advantage of our software’s ability to take pictures and make vehicle recommendations, while another 15 percent use the tool to digitally scan VINs. Mobile Manager Pro has been proven to increase efficiency and productivity in the bays. But, for many shop owners and technicians, the real proof of the application’s usefulness is in its ability to take photos. Since launching Mobile Manager Pro in late 2013, auto shops are adding hundreds of photos every day. Our research has shown that the uptick in photo-taking is paying off. Techs that take three or more photos, or make three or more service recommendations have seen repair orders increase $60 to $85. In all, shops are seeing 15 percent­-or higher-increases in repair order profits simply by showing, not telling. Think about it: Would you be more likely to replace your brakes if a technician told you they were worn, or if the tech showed you, via pictures, that the brakes were shot? How does your shop communicate customer service recommendations? To learn more about the power of using photos to drive higher sales, call Bolt On Technology at 610-400-1019.    

ECLIPSE-CERTIFIABLE RESULTS EVERY TIME

If you are struggling with your current laser scanner always seemingly out of calibration, we have the answer! Eclipse by AMS provides instant, certifiable self-calibration with level compensation for both equipment and vehicle which means you never lack documentation. Get it right the first time, every time. The problem for the shop is that by the time even a very skilled tech figures out there is a scanner problem, it is a BIG problem. As a shop owner, how many times do you worry about a malfunctioning scanner? How big is the liability? In addition, how much time and money has been wasted in extra effort to compensate for this scanner[image] problem?  A truly reliable laser measuring system, Eclipse is a simple to use system featuring advanced components. Its design, based on Aerospace Technology, lets Eclipse do the hard work. Eclipse continuously self-calibrates, delivering reliable and accurate results day in and day out.  Eclipse by AMS is the next generation of automotive frame measuring equipment. Find out how you can measure at the speed of light by calling them at 423-781-7163 or online at ams-laser.com.

You can Lead, Follow or Blame

In life you can either lead, you can follow or when things blow up, you can find somebody to blame. My choice would always be to lead. The automotive industry, without a doubt, is unique. Like any industry and any business, we are driven by a sales and a profit model that allows us to survive and occasionally even prosper, but unlike a lot of industries and a lot of businesses, we suffer significant government regulation and oversight, tough customer perceptions, plus training and production issues that can easily determine our viability. Ours is a decidedly unforgiving environment and one crying out for strong and effective leadership. The United States Marine Corps defines leadership as “The sum of those qualities of intellect, human understanding and moral character that enables a person to inspire and control a group of people successfully”. I hate giving the Marines credit for this (I am Army after all) but I really like this definition. Leadership is all about moving people successfully and in doing this, using intellect, character and human understanding to get your people to complete a task or mission. Leadership is all about getting your people to do the things you want done, as you want them done and when you want them done. Effective leadership is all about success. I was very happy recently when I saw a big player in the automotive consulting world offering to send potential clients a list of 14 leadership traits in exchange for contact information. I love this particular company and respect the great things they do and was encouraged that they are addressing leadership and highlighting it in their marketing. I learned those 14 leadership traits nearly 40 years ago at the encouragement of a very hard assed Army Staff Sergeant at the NCO Academy in Ansbach Germany, along with the 7 Leadership Principals that went with them. Leadership is by far the greatest challenge facing most shop owners and quality training in that direction is desperately needed. Typical of life in the military, the approach to leadership I learned those many years ago was cast off by the Army and immediately picked up by the Marines and is still used today. If you are interested in those 14 traits and what they mean follow the attached link. I don’t want your contact information in exchange and I hope they serve you well. I know that they have served me very well over the years and still do today. FREE from the United States Marine Corps - 14 Leadership Traits: (Click on each trait for a video explanation. Use the arrows to navigate.) http://www.marines.com/being-a-marine/leadership   Semper fi, do or die!!!    To compare what we do in our shops every day to what that Gunnery Sergeant is facing in combat might seem a stretch, but as he successfully leads his fellow Marines against a determined enemy bent on his destruction, I am wondering why we as an industry have such difficulty in getting our people to do the things we want them to do. Why is he able to get his people to willingly face death and wounding every day, while we have difficulty getting our people to show up for work on time or be consistently productive? Acknowledging that there are issues of training, peer pressure and esprit de corps, leadership is what allows all of us to rise up in any situation and do something above and beyond what we would have any reason to expect. Leadership has the ability to make all of us better. Of course the unfortunate other side of that is that a lack of leadership has the ability to drive down efficiency, drive down sales and literally drive us out of business. My advice is always to lead first, and ask questions later. It is an absolute truth that most of us would rather not lead. People are fickle, they do the craziest, most unpredictable things and who needs that aggravation. My prototypical shop owner is a technician who somewhere along the way decided he no longer wanted a boss and having someone tell him what to do, so he did something incredibly difficult and courageous and opened his own shop. In this role, as he was starting out, it was only him and his wife or partner and life was good. He could handle the load, had nobody telling him what to do and leadership was the farthest thing from his mind. Unfortunately he did good work and word got out and suddenly there was not enough of him to go around and he was forced to hire somebody. With trial and error he finally found someone whom he could work with and who would do the things he asked but damn-it all, more work, more happy customers and before you knew it we’re three techs, a lot boy, a receptionist and a part time bookkeeper. Damn! And now he has to learn to lead. That or possibly go out of business, and I am not going to tell you how many seriously consider the latter as an option and go out of business rather than lead and have to tell someone to do something. That is frightening! Like this shop owner, many of us are thrust into roles of leadership and though we would much rather not, somehow we have to find a way to get our people doing the things we want and need them to do. Somehow we have to find a way to lead. I am going to go to a second definition of leadership that will allow me to create what I hope would be a comfortable process for you to take those first steps toward leadership and you becoming a leader. The Army describes leadership as “The process of influencing others to accomplish the task or mission by providing purpose, direction and motivation”. This is the definition I cut my leadership teeth on and I still like it today because it lets me define the task and relies on me to provide what I see as the appropriate purpose, direction and motivation to assure that the task is completed. If I am not comfortable yelling, I’m not going to yell. If I choose to give an inspiring speech or threaten bodily harm (which I would never do), I have that flexibility. Leaders are judged by their ability to get the job done and deliver the goods and a good leader will use everything at his disposal to accomplish that. Remember, leadership is all about task accomplishment. If we fail, in some kind of way, our approach to leadership has failed. It’s as simple as that. I would stress to anyone interested in taking on a leadership role or interested in improving the results they are seeing that the most difficult part in all of this is that first determined step. From that moment forward leadership becomes easier and more comfortable. In that same vein, I’ll remind you that leadership is an action, not a thought, not a goal and not a philosophy. I’ll describe a life changing event that involved a great Service Manager who I was talking to each week. He manages a great shop in Washington State. For the first couple of years I knew this young man I would have described him as a caring, competent manager who was much more comfortable in the role of mentor than driver and a supporter rather than a motivator. On his very worst day he was better than the average manager I talked to but as we moved him toward taking on the leadership role in the shop, I worried about his willingness to be that assertive leader and his willingness to take on those tough interactions that demand strength and conviction. Sometimes people just need a stern, immovable rock and I was not entirely sure this budding leader was a rock and less sure if he was immovable or not. I warned him at the outset of this transition that there were going to be times and situations he would be uncomfortable with, and boy was I right. Several months into this effort, things were certainly progressing, but one evening a customer who happened to live close to this manager, showed up at his front door with the car that had been worked on that day. To put it mildly, the customer expressed his disappointment with the quality of the work that had been performed and left the car there in the manager’s driveway. This manager fixed the items that the customer had noted, returned the car to the customer that night and showed up at work the next morning loaded for bear. He was obviously angry, obviously concerned with the lack of follow through that got him and his crew to this point, and casting off his supportive mentoring persona, he launched into an impassioned indictment of the incident, of the process and unprofessional actions that had gotten his team to this point. He had intense meetings, not only with the unfortunate tech who had worked on the car, but had one on ones with all of the techs and the full team as well. He took the opportunity to review current inspection policy and other factors that might have contributed to this unfortunate incident. By description, he never yelled but he was obviously angry, never acted unprofessionally but he was stern, insistent and definitely immovable. This was a guy who these techs and other staff members had never seen before and not quite knowing how to take him, they fell in line and from that day forward there was no doubt who was in charge and suddenly people were tripping over themselves to do the things they were asked. Suddenly quality mattered, and suddenly leadership was no longer in doubt. I suspect that there was no one more shocked by these events than the manager himself. He had reacted angrily out of embarrassment and out of concern for his customer, but soon discovered the value of his tirade and the importance of that unsatisfied customer showing up in his driveway. That one event transformed this shop, but more importantly it released the leader within this manager and gave him confidence in his convictions and empowered him to act decisively. Leadership as a rational decision; I like it! Who have you influenced and inspired toward successful task accomplishment? It is a universal truth that leaders lead and all others follow. Are you leading or following today?

No fudging. No finagling. No fooling.

When you get into conversations with some family members, say, that know-it-all brother-in-law who takes his car to the guy across the street who “likes working on cars, you might want to ask him the following: “Would you go to a doctor who hasn’t been licensed to practice medicine? Then why do you take your car to a guy whose hobby is working on your car?”  The brother-in-law being the know-it-all isn’t going to change his mind but at least you made your point. And maybe for all you care, your brother-in-law can seek medical treatment from a witchdoctor if he so desires.  Family relations aside, as a shop owner or technician, you understand there’s a better way of choosing a qualified repair facility. And, in every case, it’s going to be a shop that employs ASE Certified techs. Frankly, these are the shops and technicians committed to excellence. Having some techs certified is a worthy goal, but those shops that want to truly separate themselves from the pack, seek Blue Seal of Excellence status. To achieve this, shops have to have 75 percent of their technicians certified who are doing diagnostics and repairs. In essence, this means customers are assured that their vehicles will get the best service possible no matter what there automotive needs are. Time and time again, shops that employ ASE Certified techs prove to be the ones who are more efficient, more trustworthy and more ethical. They know what they are doing and don’t need to fudge, finagle or fool their customers.   In my opinion, shops that don’t require ASE Certification are suspect and are most likely underperforming shops. If they won’t require their techs to take the time to study the latest technological advances for vehicles and how to diagnose and repair them, it stands to reason that they are not going to provide the best service, as well as stand behind that service. If they aren’t worried about preparing their techs or how they present themselves to the public, they certainly won’t care if consumers are entirely satisfied. With the sophistication and complexity of cars soaring, the need for qualified techs has never been greater. The electronics that run almost every conceivable function from  powertrains to infotainment systems is mind boggling. Highly trained and certified technicians are working on vehicles that exceed some of today’s passenger jets. To think techs are anything less than highly skilled vehicle engineers would be doing them a disservice. So what’s it take to achieve certification? There are 40 ASE tests covering every aspect of automotive repair and service. For those who want to reach the pinnacle of their profession, they can achieve Master Status in one or more test series. Savvy shop owners have at least one Master Tech on staff who serves as a “go to” guy for the other techs.  But can’t techs just prepare for the test just to pass the test? Well, that may be the case in our public school systems but certainly isn’t the case for ASE Certification. Of course, techs have to study for the tests, and indeed, take practice tests prepping for the real tests. However, the process is anything other than testing for testing sake. Rather, they are tests that separate the proficient and able techs from those who aren’t. There’s just no way to keep up with today’s vehicles without studying for and renewing certification(s), as well as participating in the latest onsite training and/or online training.  The ASE tests are carefully constructed and consist of real world diagnostic and repair situations that occur everyday. To assure that this is the case, the tests are formulated by some of the top techs, trainers, manufacturers and educators in the country over a period of months.    Besides providing customers with the best expert service and repair possible, ASE Certification is an effective marketing tool. The ASE blue gear logo has become the recognized symbol for not only quality service but also for trusted service. Displaying the Blue Seal immediately communicates that your shop is a place where consumers have the reassurance of quality repair that the shop stands behind. Of course, certification comes much easier to those who are students of training. They seek out every course on the newest automotive advancements, the latest diagnostic procedures and the latest tools. There are numerous trainers and information to prepare techs for the bays and for the ASE tests. One that I would recommend for its thoroughness and high level of expertise is MotoSKILL. This online tech training offers a wide variety of courses and delivers relevant content to techs of all levels of experience. Moreover, it offers more than 40 hours of coursework designed to help techs achieve ASE Certification. So, in a nutshell, we have shops that need ongoing training, proof of their expertise through ASE certification and consumers who benefit greatly from progressive shops who are committed to training and certification.  The average age of cars is now 11.4 years. This certainly speaks to the fact that cars are more reliable than ever before, as well as for consumers’ propensity to keep them on the road. What is often lost in the discussion are the techs that do the work to keep them safe and reliable. And more often than not, it is the ASE Certified techs who should get the credit.  Psst…tell your brother-in-law.        

5T QUICK PULL OFFERS DUAL PULLING

What a great time to get a new light duty puller for your shop! Wedge Clamp Systems offers a lighter duty puller that gives you more versatility and dual pulling capacity making quick work of your shop pulls. Capable of taking on up to 5 tons, the Quick Puller offers dual independent pulling capacity to enable you to set up two pulls at same time. With a 20% smaller footprint than Wedge Clamp's reknowned EZE Roller, this puller is ideal for tight spaces. The integrated handle and swivel wheels ensure mobility for easy set up and storage. Combine the Quick Puller with Wedge Clamp’s EZE Tie Down anchoring system for an ultra productive Express Repair bay. [image] Wedge Clamp's sophisticated frame measuring and straightening systems, compact EZELift car-lift system, and NitroHeat nitrogen-charged painting systems are distributed worldwide. Call us at 1-800-615-9949 or online at www.wedgeclamp.com.

Suspension diagnostics to boost shop profits

Robert Hornedo, owner of Pacific Collision Equipment Co., in Signal Hill, Calif., and Thomas Balliet, Sales and Technical manager for Orange and San Diego Counties, spoke with ABRN about the importance of suspension diagnostics in the repair process and what they can mean for your shop. Take a look!

Practicing professionalism

Being a shop owner today is a big challenge. You most likely have some interest in still working on cars in your shop, but you know in your mind that you need to be working on your business. While you're working on it, your employees need to be practicing some skills, too. We recently talked with Bryan Stasch and Chris "Chubby" Frederick of Automotive Training Institute about being a professional. While Stasch admits that most people in today's repair shop world might not be able to define what a professional is, it boils down to looking, talking and acting in the right way. You want to help the customer, want to make their vehicle better and you want to earn their trust so they can come back.  This all is easier said than done, though, and it will take some practice. In this discussion and followup to the monthly Profit Matters column, Stasch and Frederick talk about being a professional and how you can practice the right words, phrases and techniques to make your customers' experiences better. 

First,to understand the relationship between the node jumper box and select the vehicle type diagnosis

1#:K line; 2#:K line;3#:K line; GND:Ground wire(negative);6#:CAN‐H;7#:RSR232+, J1708+, K line;8#:K line;9#:K line; 10#:K line;11#:K line; 12#:K line;13#:K line; 14#:CAN‐L;15#:RSR232‐, K line, J1708‐, L lineVCC: power line(Positive); POWER:Power indicator.Remark: If lack of vehicle electrical equipment knowledge or unable to confirm electrical equipment power supply, please don’t operate jumper, for error operation of jumper may lead to malfunction of electrical failure or FCAR F3-D main unit and wire.                                                           [image]Pic. 4‐39  (Auto diagnostic socket related information reconfirmed as below)● Digital high impedance multimeter (can not use Analog Multimeter)● When ignition switch to ON Gear, there is supply voltage of vehicle on diagnostic socket. Voltage difference between voltage on diagnostic socket and vehicle battery side can not be above 2.5V. In diagnosis, if the signal line used is single-line communication (K line), voltage on signal line lower than battery voltage,(if vehicle supply voltage is 12V,then voltage on signal line is 11V, + 0.25V;if 24V,signal voltage is 21V,+ 0.25V)If double signal line adopts CAN communication, 2 diagnostic lines use multimeter to measure ground wire voltage under the condition that ignition switch open, the sum of both voltages is 5V,average 2.5V,the one voltage little higher than 2.5V is CAN-H, the one voltage lower than 2.5V is CAN-L.  After understanding of the above, then you can use auto scanner to read DTC. Now make a brief introduction of operation steps for FCAR scanner to read DTC: Confirm diagnostic socket connect properly and then turn on power switch of scanner, and select Diagnostic menu (As shown in Pic.4-39).  11、Select vehicle type to be diagnosed:●Diesel●Machine  Select vehicle type and then enter into vehicle series or engine select menu (as shown in 4‐40):Then enter into engine type or electronically controlled system menu (As show in Pic. 4‐41)After entry to engine type or electronically controlled system menu, it will shows function menu of scanner (As show in Pic. 4‐42)[image]                               [image]           Pic.4-40 model or engine menu                                                                   Pic.4-41 ECU menu  If need to clear DTC saved in ECU memory, then must select “Clear DTC” menu option. At present, all Electronic Control Systems are required to use this method. Some first generation of Electronic Control System can clear saved DTCs by way of using scanner or dismantling ECU power fuse for 10s and then install. The shortcoming of this kind of system is all DTCs appeared and recorded in the process of driving will disappear once driver cleared DTCs, therefore maintenance technician and fleet maintenance manager would know nothing about the problem of engine and vehicles.Note: Before clearing DTC, better write down DTCs, also can use printing function of Fcar scanner.[image]Pic.4‐42 Function select menu  
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