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Realizing a profit in today's market demands that the automotive industry closely examine each expenditure against its potential return. Because the industry's service segment is key to the success of the overall business, it too must be treated as an investment. Quality service can only be rendered by a qualified workforce. It follows that training must be factored into the cost of doing business. Effective training does not occur randomly. It is methodical, focused and goal oriented; it identifies a need and develops the appropriate solution. This paper presents an overview of the training process and offers guidelines for developing programs to satisfy recognized needs and realize measurable results.

The Process of Learning is a new series of performance-based skills programs for automotive personnel. It replaces traditional classroom instruction with a dynamic, practical, and proven effective alternative. This innovative series was developed by DAS, Inc. in cooperation with Sears, Roebuck and Co. It now provides some 30,000 Sears automotive service employees with an attractive, ongoing program designed to maximize the way adults learn. The new process reflects a commitment to human performance technology, which depends on: A clearly defined training mission Training objectives which meet the needs of adult learners Effective evaluation and measurement of hands-on skills and the application of these skills in the service bay Career advancement based on competence in these skills, as well as length of service to the company The advantages to automotive service technicians include the knowledge, experience, and confidence to perform well with minimum stress.

The question, “Who Will Fix Our Vehicles?” is answered with the statement… “The employees of automotive service facilities will have to be trained by the companies who employ them or by the corporations who produce the vehicles they service.” Automotive manufacturers, aftermarket suppliers and mass merchandisers must build sufficient profit into their products and services to support required training. The products must generate enough profit to support compensation policies that make automotive service companies employers of choice. Automotive training must be elevated to the level of a “discipline” with a focus on improved technician performance and increased job productivity. Resources expended on training must contribute to the profitability of the corporation and represent a return on the investment of training dollars.

Sears Roebuck and Co., Automotive Training Department has implemented a new “Process of Learning.” The process was based upon performance criteria designed to increase technician productivity, improve job task accuracy and ensure completeness of service repairs. This paper describes the learning process, a self-study approach, training center-based and field clinic approaches used to deliver the training. Four approaches to the evaluation of the performance of technicians is presented. One training center-based program is detailed in this paper and explains the new “Process of Learning.” The training program, “Brake System Diagnosis and Repair” was the 1990 recipient of the Grand Award for Excellence in Training from the Automotive Training Managers Council. Many of the elements identified by the SAE, Technician Training Committee are found in the Sears approach to training.