Though Downing Street Garage servicing its customers as a means to getting their vechicles repaired is a shortcut of sorts, according to the owner, there are no shortcuts taken within the shop’s operation.
Douglass Kirchdorfer, who owns the Denver shop with his wife, Rebecca, says the quality of work the company does and implements in its philosophy is shown by not taking shortcuts, but rather being an ethical company. Downing Street Garage has won numerous ethics awards, and the owner is not afraid to tell people that means something.
He also hears this when he has the chance to serve as shuttle driver and interact with the customers. Kirchdorfer says he often hears that his staff pays attention to the customers and understands them, listening to their concerns.
“I also hear your prices are higher than everybody else, but I get what I pay for. I think that’s an important aspect. You don’t have to be the cheapest shop in town to get the business,” he offers. “We set our prices on what we feel we need to make, not on what everyone else is charging. But you have to give the customer what they pay for. And if you’re not giving them what they’re paying for, you’re not going to see them back.”
And what goes on inside the shop helps bring those customers back in, and places the shop on Motor Age’s Top Shops Contest’s top 10.
Collecting Technology
Working on the various makes and models brought into today’s shops means you have to have some really good technology in the form of tools and equipment. Kirchdorfer understands that and will get his technicians the pieces they need and the training required.
Technicians are supplied with a wireless computer that serves as both an information system as well as a scan tool, and utilize ALLDATA, Mitchell On Demand, Identifix and iATN. Kirchdorfer, when he built his new location more than 10 years ago, implemented that wireless network to end the problem of technicians huddling around one computer.
“I immediately within six or eight months saw an improvement in productivity and efficiency,” he notes. “And I started paying attention to what they could use this tool to do.”
Building on that, the shop now employs iSHOP software, which aids in getting the correct vehicle information every time on multiple equipment platforms.
PAGE 2“We fix more cars successfully and have more happy customers, hence more business. It’s kind of like a self-fulfilling prophecy,” Kirchdorfer reports. “If it works, people are going to keep coming back because they like what they get.”
Downing Street also implements a flexible parts strategy to help make the connection between the technology and fixing the vehicle a smooth and fast one. The shop buys the best parts available, whether it's from the dealer or its main NAPA supplier. With the supplier’s 35 to 40 parts drivers, who will pick up and deliver parts to us from new car dealers that are on their delivery route, this allows the shop to carry a minimum inventory. It also utilizes online ordering from WORLDPAC.
The shop has created 150 service procedures that ensure consistent outcomes for almost every repair. These procedures include many pass/fail and fill-in-the-blank questions, as well as service tips so service advisors can feel confident that technicians have done a thorough job in servicing and repairing customers' vehicles.
Because of this, Downing Street’s comeback rate is in the single digits — most often due to parts failures.
Keeping that comeback rate low as well as keeping the team in check with the owner’s dedication to technology comes not only through training, but also through weekly meetings. Kirchdorfer says the meetings could be viewed as a shortcut to the customers, as he can sit down with team members and find out how everyone is, what problems are out there and discuss other opportunities.
Other Opportunities?
Yes, there are things outside the shop that Downing Street works to make itself a better business. For example, meetings feature guests from the community, like a Habitat for Humanity representative. The shop performs all work on the local Habitat’s fleet at no charge when the organization buys the parts.
By introducing the community service aspect into the daily operations, the staff is better rounded. The staff during these times also takes advantage of other opportunities like reaching sales goals and enjoying functions outside of work.
“It’s a way for the employees to kind of have camaraderie with their co-workers and their families. It’s a way for the employees to get to know their co-workers and their co-workers’ families at no cost to them, all because they helped us reach our sales goals,” Kirchdorfer says.
Going green is a third opportunity for the team at Downing Street. From recycling oil filters to cardboard, Kirchdorfer says their efforts have been recognized around the state for bettering the environment.
Plus, it’s a pretty good tie-in to a marketing strategy.
“You go out and tell everyone you’re doing it and all of the sudden you’re attracting people that are in line with your line of thinking. So that’s the sustainability piece,” he says.
While they have been recognized partially for their environmental efforts, their ethical practices also have been highlighted. The ethics awards propelled their car count. They grew more than 30 percent in three years and had trouble at first handling the growth and had to adjust to the bigger business opportunities.
Kirchdorfer says to help move his business forward, he has gotten involved in industry associations like the Automotive Service Association (ASA).
“We’re not operating in a cocoon. We’re not operating in the dark,” he states. “And in order to get out of the dark and into the light, you really have to have your fingers in a lot of different pies. You have to be well connected to know what’s coming down the road.
That involvement actually is of the many reasons he hired his shop manager. “Being involved in the industry is a shortcut to being profitable,” he says.
But it’s not shortcutting what you’re giving to the customer.
