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Darin Irelan, 19, left and Colin Kukavica, 29, work on a Mercedes-Benz convertible's retractable roof at one of seven Autometric Collision shops.Lessons learned
Managers guard values for auto repair company
Autometric Collision's owner spreads quality standards through shop's seven Metro locations.
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CENTER LINE -- Larry Smith of Autometric Collision Inc. didn't have a business degree or a business plan in 1975 when he opened his first repair shop in a converted two-bay gas station, but he knew he wanted to provide excellent quality and service.
At first he managed his company out of the top left drawer of his desk and dealt with all the problems himself.
"It was management by crisis. I learned to put out the larger fires first," he said. "But I got tired of wearing a fireman's suit to work every day."
Autometric Collision has grown to seven locations, 150 employees and $24 million in annual revenues. While its reputation is based on repairing foreign cars, 60 percent of its business now comes from domestic models.
Over time Smith developed a business plan with job descriptions, procedures and goals.
As the business grew, Smith realized he couldn't handle every problem himself and that it really was up to the managers to maintain the standards he had set for his company.
So he has made a point of finding managers who share his values and are meticulous about everything they do. He likes to see how a person performs as an assistant manager before giving him control of a repair shop.
"Usually it's the leadership that brings in apathy," Smith said. "Employees get frustrated when it's rush, rush, rush and the manager tells you, 'Don't worry about that, it's good enough.'"
Cleanliness is a big issue with Bryan McCready, manager of Autometric's original shop on 10 Mile in Center Line. He has his crew clean up the shop twice a day and he'd like to do more.
"You could have a cleaning crew in here 24 hours a day," he said.
McCready has similarly high expectations for good service that extend to his personal life. He went through two painting crews at his house this summer because they didn't hold to a schedule.
But what bothers him the most is an employee who wants to let a quality issue slide by. "That's my pet peeve in the shop," he said. "Everyone here knows there's one quality level that will be accepted."
McCready said a high pay scale helps him attract employees with a good work ethic and he can maintain high standards because Smith hasn't made financial targets the top priority.
When there's a tough decision to be made that will cost the company money, Smith tells his managers to use the "mom test" -- how would they like to have their mothers treated?
Smith still believes the company's commitment to excellence has to start at the top with him. He invests in new equipment -- $150,000 in the past 18 months -- and makes sure his employees get all the training they need to stay current with the latest technology.
"People want to do a good job. That's natural. But they need the company to set parameters and provide the right tools," Smith said.
Autometric's commitment to quality and service paid off in 2004 when its 25,000-square-foot facility on South Telegraph in Pontiac became Michigan's only collision repair shop certified by Mercedes-Benz USA.
Eric Pope is a Metro Detroit freelance writer.
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The Detroit News.
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