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How do you measure the effectiveness of a training program? This question is similar to one people ask about the effectiveness of advertising. The story goes that all advertising is only 50% effective. The problem is finding out which 50% that is. Dana Corporation identified a problem that affected engine part sales. Lack of quality machinist training was critical to the growth and expansion of machine shops. Fewer machine shops mean fewer parts sold. After a needs analysis was completed, the Dana solution was to offer their customers machine shop training. Measuring the effectiveness of this training was accomplished in several ways. Paper and pencil evaluations (smile sheets), follow-up telephone surveys and skill mastery exercises were a few of the methods used to measure the training program. The difficulty in obtaining evidence was partially attributed to the fact that customers were trained and not Dana employees.

Who will repair the cars of the future? By the year 2001 there will be over 200 million vehicles registered in the United States. The closing of many new car dealerships and the reduction of service bays at oil companies are contributing to the decline of traditional service outlets to repair vehicles. Certain trends, however, are emerging that indicate that a shortage of auto repair technicians will not exist. Vehicles have been improved and maintenance schedules and warranties have been extended. The quality of the modern vehicle has impacted some traditional types of auto repair that used to be done. Rustproofing and engine tune-ups are just two such businesses. Factory rustproofing and the use of rust resistant materials have forced muffler shops and rustproofing businesses to change their repair focus. Tune-up services have changed to engine performance services because of the change in vehicle technology.

During the first year of new vehicle ownership, the consumer is likely to rely upon the new car dealer for repair as part of a service and warranty agreement. After the first year, automotive service and repair more and more involves the convenience of aftermarket professionals. In 1990, the median number of different parts stocked by the typical parts distributor warehouse was 68,500 to service a vehicle population with an average age of 7.8 years. This vehicle population is expected to grow to 200,000,000 by the year 2001, and the part numbers necessary for repair will grow to over 148,000. Automotive aftermarket technicians need service repair information for each part stocked. Unlike the information flow to new-car dealerships, the information flow to automotive aftermarket technicians is uncoordinated. There is no single source of supply. For the industry to provide quality repair service, information will have to more closely follow the part.

The challenge for the future of automotive repair lies in the industry's ability to improve its productivity. The auto repair industry has not made the quality improvements that the automotive manufacturing industry has made in the past years. The first step to improve productivity is to identify the areas that have the most impact on productivity. This is the value of a performance audit. A performance audit identifies the processes that improve productivity. You cannot perform better than the process allows. If the process has problems, it will impair performance despite training efforts or motivation to improve. In the automotive repair business there are seven key areas that will benefit from a performance audit. They are: technical competence/training, administrative, sales and marketing, customer satisfaction, housekeeping, financial, and environmental and safety. To be more productive requires a knowledge of those items and a follow-up plan for improvement.