If you want to earn top pay at Larry's AutoWorks in Mountain View, Calif., plan to hit the books at least 12 hours each quarter, change your old clean-up habits and don't even think about not being (or becoming) ASE certified. Of course, you can also look forward to pay incentives, a low employee turnover rate and a work atmosphere conducive to idea sharing.

But owner Larry Moore doesn't expect any more out of his employees than he expects from himself. He tries to pack in 50 hours of advanced education each year. Both he and Laurie, his wife and business partner, are Accredited Automotive Managers (AAMs), a designation achieved by completing a minimum of 120 credit hours from the Automotive Service Association Management Institute (ASAMI). Moore says education - one of two industry topics he feels very strongly about - is vital to the progression of the industry.

"I am a firm believer in education - for me and the industry," says Moore, who sees ASA's emphasis on education as one of its most important roles as an association. He believes this emphasis leads to "well-educated, enlightened shop owners" equipped to tackle today's issues. "The more educated the industry becomes, the more able we are to look at the big picture and turn things around."

Employees are paid on a flat-rate based system. As part of an incentive pay plan, employees who meet the equivalent of 12 hours of training per quarter receive $1 more per hour.

Previously, incentives were given to employees with the cleanest work bays, but the awards only lasted six months. The competition helped change employee habits and priorities, so when clean work bays became "the norm," employees voted to drop the competition.

Employees voice such opinions at weekly safety and idea-exchange meetings. Each Wednesday, the shop is closed from noon to 1 p.m. so all personnel can attend. Lunch is catered by favorite local restaurants and all employees take turns leading the meeting.

Environmental Practices
A second concern for Moore is protecting the environment. Four years ago when the business was moved/remodeled, Moore thought, "I don't want to move again, ever." So he made sure there was a place for everything, including storage bins and equipment for an efficient waste reduction program.

"I realized that it was easier to go back and ask myself, 'Where should I start?' I started with a clean sheet of paper. It made more sense than trying the adjust the way we always did things. We needed completely different methodologies."

It worked. Now Moore speaks several times a year to peers about his own environmental efforts to encourage others to "do it and do it right."

Doing it right has led to winning local, state and national environmental awards for a pollution prevention system that is not only affordable, but also reduces hazardous materials storage fees and hazardous waste disposal costs. Although an average of 150 gallons of waste oil and 50 gallons of coolant are processed through the San Francisco Bay Area shop each month, no wastewater discharge permit is required due to comprehensive environmental efforts. The shop also benefits from a 33 percent reduction of solid waste disposal costs by recycling cans, bottles, cardboard and paper.

To avoid seepage of hazardous waste materials through cracks and crevices, the shop floor has no corners or edges. The floor is a solid epoxy layer that curves up the walls a couple of inches - much like coving in a kitchen with linoleum, which is how he got the idea.

Moore also closed off the floor drains at his facility, though it was not standard practice at the time. Today it's a strongly recommended measure for every shop in the area.

Outside services are used to recycle solvents, waste oil and filters, antifreeze and shop rags. And a hydrophobic mop is used for spills, which separates oil from coolant/water mixtures so that both can be recycled.

Referred to as "the antique," a small, old mail truck converted into a parking lot emergency response cleanup vehicle holds everything needed to handle emergency spills. Serving double duty, it's also equipped with a push bar on the front to push vehicles around the lot.

Industry Changes
Such heavy issues weren't foremost on his mind when Moore entered the industry 25 years ago. As he celebrates a quarter of a century in the industry, he recalls numerous changes. What began as Larry's Bug Shop is now an 8,500-square-foot mechanical repair facility with 14 work bays and 14 employees. He says technology is the biggest change, which in turn has led to many other changes in the way things are done.

Most changes have occurred to accommodate the one thing that hasn't changed in the industry - the customers. "The customers still expect us to fix their cars," says Moore. But even the customers have changed a little. "They don't just want service these days, they demand it," says Moore. "We have to fix the car, that's a given. So what we try to offer is a high level of personal service."

Competition is fierce with more than 30 shops in the immediate area, but Larry's AutoWorks strives to set itself apart from the rest - not by deals, but by quality. "We're moving toward being the 'premier' shop of a very urban area," says Moore. "We rely on our good reputation and happy customers."

Most new customers come to the shop through referrals from satisfied customers. Moore's challenge is getting new customers educated on how and what questions to ask, and showing them that preventive maintenance is a partnership. Other referrals are acquired through community and industry involvement. Both Larry and Laurie Moore stay active in several local and national organizations.

Moore says he has a great crew, but he would like to hire two more technicians. With a technician shortage, that's easier said than done. Through his industry involvement, however, Moore says he is encouraged to see that dealerships, educators and independent shop owners are all in agreement that we need to work together to bring more people into the industry.

"I have spent more time, energy and money recently on finding quality technicians than any other aspect of my business," Moore said.

To do their part in addressing the technician shortage, Larry and Laurie Moore have visited local junior high schools to discuss the industry and its career opportunities. Working with the school systems is one way to bring more people into the industry. And in the future, they would like to host school field trips to the facility.

Even if he has to wait for them to finish school, it appears Moore is determined to find two more technicians, one way or another.

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