Shotgun Repairs: Why Technicians Guess and Customers Pay
Jamie and Jennifer Irvine discuss how “shotgun repairs” in heavy-duty truck and trailer maintenance are caused, and explain how repair shops can reduce costly comebacks by putting the right technicians in the right roles and implementing a structured diagnostic process.
Episode 373: In this episode of The Heavy Duty Parts Report, Jamie Irvine and co-host Jennifer Irvine explore the problem of shotgun repairs—when technicians replace multiple parts based on assumptions rather than identifying the true root cause of a vehicle issue. They examine how modern commercial vehicles have become significantly more complex making accurate diagnostics more challenging and increasing the risk of unnecessary repairs, downtime, and lost revenue.
Drawing on insights from Derek Ness of Dash Mechanical, Jamie explains that not all technicians have the same aptitude for diagnostics and that shop owners must identify individual strengths, invest training resources strategically, and ensure technicians are assigned to the right roles.
The discussion concludes with practical recommendations for repair shops, including measuring comebacks, evaluating technician capabilities, creating standardized diagnostic procedures, training staff and customers, and building a culture focused on “right part, right fix, first time” to improve reliability, customer trust, and long-term profitability.
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Transcript of Episode
Jamie Irvine
Welcome to The Heavy Duty Parts Report. I’m your host, Jamie Irvine. And in this episode, I’m joined by co-host Jennifer Irvine. Jennifer, welcome back to The Heavy Duty Parts Report.
Jennifer Irvine
Yeah, it’s nice to be back here.
Jamie Irvine
So we’re going to switch roles a little bit. I’m going to be the guest, I guess, today. So I’m going to let you take it from here.
Jennifer Irvine
Yeah, I get to ask you questions today. So today we’re talking about one of the most frustrating issues commercial vehicle repair, shotgun repairs. So Jamie, let’s just start with a definition. What exactly is a shotgun repair?
Jamie Irvine
You could define a shotgun repair by looking at a situation where a technician is trying to diagnose a problem. They make an assumption about what the problem is, and so they change a part. And then when that doesn’t actually solve the problem, they change another part and another part and sometimes another part before they actually find the root cause of the issue. So that to me is the definition of a shotgun repair. And really it comes down to an issue of diagnostics and an issue of what we call a root cause analysis and the failure to do that.
Jennifer Irvine
So kind of like my dad is doing with my grandma’s car right now, Maybe it’s this, order me this part. That’s a personal vehicle. It’s 40 bucks. You know, it doesn’t really matter if it doesn’t work. It’s $40. But on these big trucks, it’s not $40 we’re talking about, I imagine.
Jamie Irvine
No, the downtime for vehicles that are work vehicles is very high. It’s a combination of a loss of both revenue for the fleet that operates the truck and also then the additional repairs, the additional parts and labor, all of those costs certainly add up.
Jennifer Irvine
So would you say that less experienced technicians are the ones who are most likely to do shotgun repairs?
Jamie Irvine
So I certainly think that experience and training play a role in this, but there’s an interesting paradox that occurs with more experienced technicians. And it comes down to pattern recognition. So as you become more experienced, you start to rely on that experience and you say to yourself, I’ve seen this problem before. I know exactly what it is. I’m just going to change that part. And just like last time, it’s going to fix the problem. But as we’re going to discuss today, as vehicles become more and more complex and there’s more and more electrical in these vehicles, this is where the experience and past experience and that pattern recognition can actually lead a technician down the wrong road and can lead to what we are calling a shotgun repair. And additionally, we see in the industry lots of very experienced technicians who focus on wheel end, brake, suspension, and they won’t even try to diagnose, for example, a headlight that’s out. So experience alone does not automatically fix the problem of doing shotgun repairs.
Jennifer Irvine
Okay, so we hear reports of technician shortage and the technician skills gap. Is this part of the issue then?
Jamie Irvine
Certainly, there is an industry-wide shortage of qualified technicians. But I think that we have another issue going on. As I just mentioned, there are a lot of technicians that are very strong on mechanical repair. But as the vehicles have become more complex and there’s more and more electrical components in these vehicles, we have a growing skills gap within the technicians that we have, never mind the shortage. And that is really the basis of a lot of these shotgun repairs, it’s a lack of knowledge of the electrical systems, of the controls, the ECMs, multiple sensors, interpreting the fault codes and understanding what the implications of those could be and really understanding how to look at things, not in a linear way, but in a more holistic way where you’re looking at the entire system and being able to develop those diagnostic skills. So that’s really where there is a widening gap and it’s only maybe accentuated by the shortage of overall technicians.
Jennifer Irvine
Yeah, I can see that even how many times on the podcast have we talked about this, being an effect to upstream, downstream issues. So sometimes the symptoms of the problem are not the cause of the problem. So do you think then that we can teach technicians to be better at diagnostics?
Jamie Irvine
It’s interesting when you think about that because I do a lot of work with our clients on people and organization, right? And getting the right people, sitting in the right seats, doing the right things. And I know from my training that I’ve received on personality assessment that if you get the wrong person sitting in the seat, more training doesn’t help. It’s just really wasted resources because they’re not really the right person to do that job. I spoke to Derek Ness, owner of Dash Mechanical, about this, and I wanted to get his opinion. I really trust Derek. He’s been in the industry for a long time. He runs a very professional shop, and he’s got a lot of insight into what happens with technicians. And so he had an interesting comparison. He said, you know, in every complex profession, you have kind of like 3 categories of people who do that job. So, he talked about, for example, with doctors, right? You may have a specialized trained doctor, highly competent, and they do some sort of specialized either maybe surgery or treatment, and they’re just really, really good at what they do. They’re not necessarily good at being a general practitioner. So, then you have another group of doctors that are exceptional at being general practitioners. And then unfortunately, you’re going to have some doctors that are just bad at their job. They had the ability to get the qualifications, but they’re just not good at their job. And he likened that situation to exactly what he sees with technicians. You have some technicians that are very, very competent in specialized things like diagnostics and electrical, for example. You have other technicians that have really strong mechanical skills and they’re really good. And then you have some technicians, unfortunately, they’re just bad at their job. And these three groups of technicians exist in most shops. And so this is something where when you get the wrong person on the job, it often leads to shotgun repairs to the detriment of both the shop that these technicians work for and the fleet or the owner operator that the repairs are being done on their behalf.
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Jennifer Irvine
If every technician then can’t do diagnostics properly because of that example you mentioned before the break of just not everyone is trained for the same things, then what are the implications for shop owners?
Jamie Irvine
Well, the implications are really rooted in this quote that you’ve already heard me mention, but I’ll tell you where it comes from. So the quote is that you have to get everyone off the bus and then you have to get the right people back on the bus sitting in the right seats. And that concept comes from Jim Collins’ book, Good to Great. And I really love that book. I read that book many years ago. It’s been very influential on me and my business career. And I think with business owners, the implications are that not all technicians are the same. And when you’re putting together a group of technicians, like with a professional sports team, right, you have to put together a group that can win. And that involves having the right people in the right positions, doing the right things. And this is a real challenge, especially when we talk about the lack of qualified technicians overall in the industry, the shortage, there’s high competition for them. So this all has a big implication on what the owner has to do to be successful. It’s not just a matter of getting like warm bodies in the building and training them up. It’s a little more complex than that.
Jennifer Irvine
Yeah, I understand from a management point of view why this is hard to do because to get everyone off the bus, it’s not safe while the bus is moving. So you kind of got to stop and recalibrate. And that’s hard when it’s just day to day pressure every day. Like, so I do understand why it’s easier sometimes to just deal with the devil you know every day in the craziness than to stop and reset things and start going forward in hopefully a better way.
Jamie Irvine
A hundred percent. And that’s how technicians who start their own businesses find themselves 25, 30 years later, still in the saddle, still on the tools, still being required to come in every day, still working way more hours than they want to, despite having a decent sized team, maybe 6, 8 technicians, couple service writers, a back parts counter person, some office administration staff, a couple porters, and they’re still having to show up to the shop 50, 60, 70 hours a week just to make the whole thing run. It’s a real problem. I see it all the time with our clients.
Jennifer Irvine
Okay, so then what happens when you don’t have the right technician to put on the job?
Jamie Irvine
Yeah, this is something that is an ongoing challenge. And I talked to Derek Ness at Dash Mechanical again about this. I wanted his opinion. And he talked about the importance of developing a system where you can recognize in the technicians that you’re hiring, those who quote unquote, get it when it comes to advanced diagnostics and those that don’t. Now, he did talk about how some technicians have innate abilities that eventually will allow them to do more complex diagnostics. And those are the people that you want to invest the training and the time into, because as you give them training and they get more experience, they’re going to absorb all of that and they’re going to get better and better and better at doing these, you know, more advanced diagnostics. On the other hand, you can waste a lot of resources, and this is something Derek warns about, by trying to train the wrong people. And when I look at this situation, and in combination with what I talked to Derek about, we kind of settled on 4 categories of technicians. So the first one is a situation where you just have a technician who’s lacking knowledge. And if they just lack knowledge, but they have the ability, training is the solution. You then have a situation where they’ve got training, but they don’t have experience. And so again, if they have those qualities that make them someone who’d be a good candidate to one day become very skilled at doing advanced diagnostics, then it’s just you’re adding the dimension of time. So you have to start thinking 4 dimensionally by adding that time component. Because as my mentor told me, how do you get 20 years experience? Well, come see me in 20 years. There’s no shortcut to that. Then you have another category of technician. These ones seem on the surface to be good candidates for doing the training, getting the experience, and one day becoming skilled at doing diagnostics. But the problem is they lack motivation. Derek used harsher words than that, but we’ll keep it at that, they lack the motivation and the discipline to go and do it. And the bottom line is sometimes doing really proper diagnostics is hard. There’s a lot of work involved in taking multiple parts of the system apart. Imagine trying to find somewhere, you know, a 12-foot cable that’s embedded in this trailer and trying to find one place where the wire has been worn and frayed and is making contact with metal. It’s a lot of work. And some technicians, while having the ability, just lack the motivation. You have to identify that early so you don’t waste time doing training and trying to give them more experience because it’s not going to result in you getting a technician who’s really skilled at doing this job because they just don’t have the motivation to do it. And then the last one is they just lack the ability. And whether that’s a cognitive issue, whether that’s a just maybe they’re, the way they’re hardwired is more mechanical in nature than it is electrical, which is kind of this divide that seems to be occurring. And that doesn’t mean that they’re a bad technician. It doesn’t mean that they’re not highly useful in your shop. You just don’t want to put them in the wrong spot. So I think that this is something that is, it’s complex and it’s not always obvious which one of your technicians. is going to become that. But one of the things Derek talked about is being really vigilant as an owner to work with your leadership team to continuously be looking for those indications that a technician is one of these four categories and then acting accordingly.
Jennifer Irvine
Yeah, as you’re saying that, it just makes me think people are people. Like when we ran our contracting business years ago, I think of that business as a similar setup to what a repair shop would be. And we had those same types of workers. And I could picture them all in my head as you’re saying that. Like we had workers that we had to go, okay, this is the only way we’re going to get the most out of that worker. And we could get that, but we couldn’t get a lot out of that worker by putting him in a different arrangement. And then there were a few that we tried out and we couldn’t keep because it just… It either wasn’t going to make sense money wise or it wasn’t safe in the one I’m thinking of specifically. So that people are people and no matter what you’re going to have that, especially when you’re talking employees in a shop or at a company like that.
Jamie Irvine
And when Jennifer refers to our contracting business, it was a mobile repair business, very similar to a mobile repair business in heavy-duty. The only difference is we were working on commercial buildings instead of commercial trucks, but the model was the same. So we ran into a lot of the same issues. And again, I like the sports team analogy. I think if you’re an owner, you have to be like the general manager. It’s your job to get the right roster. And if you have a leadership group, maybe you have a shop foreman, they’re like the head coach, but sometimes you don’t have that person. So you have to be both general manager, and head coach. First, you have to get the right people on the roster. Then you have to figure out who does what, when, and you have to call out those plays. And it becomes complex very, very quickly, even in a relatively small size business.
Jennifer Irvine
Yeah, so as you’re talking about, it gets complicated. That brings me to our next question. Do you think that technology, the complexity of technology now, has made the likelihood of shotgun repairs increase?
Jamie Irvine
Yeah, the short answer is yes. And you just have to look at a modern class 8 truck. You think about it, right? Multiple ECUs, dozens of sensors, multiple communication networks. Now you’ve got, you know, emission controls and after treatment. And there’s so much more to these trucks today than there were 25 years ago. Often a fault code will point to a symptom, not necessarily the failed component. I was talking to Derek at Dash Mechanical about this and we were talking about how in a lot of the new systems, there are multiple sensors that are clustered together and they all operate in one system and they control a lot of different things on a truck. So, and these are now 5 volt systems. So what often happens is that you’ll have a voltage drop to a specific sensor. And then that causes a chain reaction that creates a fault code. So imagine that we have a sensor that’s not getting enough voltage. It now reduces the amount of exhaust gas, which then causes the turbo to perform at a lower rate and produce less horsepower. And so the driver experience is this truck doesn’t have as much power, there’s something wrong, a fault code comes up, the technician plugs in their diagnostic tool, and that fault code is pointing to a problem with the turbocharger. If it ends right there, you’re going to change the turbocharger and you’re not solving the problem and you’re going to have a comeback, right? So in order to get to the root cause, you’d have to go, well, why is the turbocharger not working? It’s a sensor. Well, why is that sensor not working? And you can’t jump to the conclusion that either the sensor, which could be $1,000, or the turbocharger, which could be $3,000 or $4,000, needs to be replaced. You have to ask that one more question. Why did the sensor not work? Oh, it’s low voltage. Why is there low voltage to that sensor? So you can see how quickly this diagnostic becomes very complex and how this is going to take a fair amount of time to work through all those things and get back to the root cause. This just doesn’t happen on a lot of the repairs and that’s why we have what’s called shotgun repair.
Jennifer Irvine
Yeah, I mean, we find that even on passenger vehicles now, the complexity on a smaller scale, but like my parents’ SUV, it was having trouble starting and it wouldn’t let my mom get in and out of the vehicle. And it turned out to be the module for when someone’s passing. And it’s just all the electronics were like freaking out and it’s causing these things that you’re going, well, this has nothing to do with that. And that’s what it was, right? So it does take a lot of detective work kind of to figure that out. So some customers don’t want to pay for diagnostics, though. That adds time, it adds expense. And initially, a lot of people are thinking short term. So how does that affect this process?
Jamie Irvine
It can put a lot of pressure on the business owner because they’re responsible for the relationships between their business and their customers. And there can be pushback. you can imagine 5 hours of diagnostic time at $160 to $200 an hour showing up on a bill. And it ended up being, right, a little wear in a wire that was grounding out. But it took five hours to take that 12-foot cable out of the vehicle, find the problem, fix it properly, and put it all back together again. Customers do tend to push back against that at times. and it’s really, it can be challenging, especially when everything is so price competitive. So anybody who’s interacting with the customer, they have to be knowledgeable enough and they have to have the ability to have an honest conversation with their customers and to explain to them, like for example, in our turbocharger example, look, we could have changed the turbocharger, we could have changed the sensor, that would have cost you $4000 or $5,000 in parts plus our labor, or we diagnose this problem, find the low voltage and fix that. It’s only a few dollars in parts because it wasn’t that big of a fix, but you have to pay for the time to figure all that out. Now the truck is fixed properly and you’re not going to have an issue with this again. If we had done the other repair, here’s what would have happened, right? You would have had to come back, you would have had to bring the vehicle down. How much is that going to cost you? And that was something that Derek Ness at Dash Mechanical talked about. It took him several years to get to a place where he was confident enough in their diagnostic ability that he would just have those conversations. And it is what it is. And if the customer doesn’t like it, well, they might go somewhere else. But at the end of the day, maybe that’s not the ideal customer for your shop either. So, he admitted, and I totally see this because there’s so much price pressure and there’s so much competition, there is a middle ground that has to be kind of found there and you have to walk that line very carefully. But good open communication is certainly the first and most important step.
Jennifer Irvine
So I know we kind of touched on this at the beginning, but what would you say then all around is the real cost of shotgun repairs?
Jamie Irvine
I think we have to break it down by two categories. What is the cost to the customer, the fleet, or the owner-operator? For them, it’s multiple downtime events, unscheduled downtime. Could be tow bills in there, there could be, well, certainly at the minimum, there’s duplicate repairs or unneeded repairs. So there’s parts and labor costs that they didn’t need because it’s the wrong thing that’s being fixed. So those costs all add up really fast, thousands and thousands of dollars every time a shotgun repair is done. The fleet or the owner operator also could lose revenue, right? Because not just from the vehicle being down in the time it’s down, but because of being classified as an unreliable carrier and then the end user customer who’s using the fleet and getting freight moved says, I’m going to go with somebody else because these guys can’t keep the trucks on the road. On the repair shop side, it really, in my opinion, starts with the relationship with their customer. Because as these shotgun repairs are done and there’s comebacks and there’s issues, there’s a drop in confidence from the customer. That makes having the conversation about doing a proper diagnostic even harder in the future because you’re kind of earning this reputation of not being reliable. So the more you can do this properly from the beginning, the more likelihood you’re going to build a strong reputation in the industry as being a really reliable repair shop and more people are going to bring their vehicles to you because you’re going to have that high trust. So that trust, that loss of trust and that loss of confidence is certainly the highest cost, but then there’s all the trickle-down expenses, right? Maybe you have unutilized tech time or at least tech time that you can’t bill for. You’ve got all these warranties, you’re tying up bays in your shop doing work more than once, which is preventing So you can see where in both, both parties in this issue, the costs kind of spiral up really quickly.
Jennifer Irvine
Okay so if a shop owner is listening right now and suspects this is happening in their shop or they know it’s happening in their shop, where should they start to be able to apply put an end to this?
Jamie Irvine
I think you need to put a system in place to ensure that you’re doing diagnostics correctly. I’ve got my notes here. I’m going to rely on them a little bit because I want to make sure I get this right. So I put a lot of thought into this. And I think step one is you have, if you think there’s a problem, you have to measure comebacks, right? Because you can’t improve what you don’t measure. So if you think there’s a problem, start with analyzing all the recent comebacks and try to get to the bottom of like, why did this occur? Then as a second step, you want to evaluate your texts. Who on your team was responsible for those comebacks? Are they in the right seats doing the right things? Who should be responsible for diagnostics? If you need to add texts, with diagnostic skill? How would you do that? So there’s a lot of evaluation of your people once you understand kind of the root cause of all these comebacks. That allows you to move on to step three, which is to create a diagnostic standard in your business. Now, this is the diagnostic standard that I recommend to shops. It has a total of 6 specific steps. Step one, complaint verification. This starts with whoever’s answering the phone and taking that first call from the customer, usually a service writer. Number two, fault verification, right? Like what is actually causing the fault or the problem? Step three, testing. Step four, complete confidence and root cause identification. Step five, only then do you do the repair. And then step 6, post-repair validation that the original problem and the root cause was indeed solved. So those six steps will ensure that you are a shop that produces really high-quality work and does the diagnostics properly. Inside of this larger system, the next step, which would be step four of the overall system, is invest in training. Once you figure out who on your roster is going to be doing what job, then you can apply training to them. But you have to also train everybody else in your organization to be kind of singing from the same hymn book, right? So that involves service writers, shop foremen, all the, even the administrative staff that are involved in billing. And like everybody has to have a good understanding of why you do things the way you do them, how you’re going to charge for that, and how to communicate not just what the customer is going to pay, but the value that they’re getting for what they’re paying. And then the last group of people that you have to train is your customers. And that takes time, especially if you had some issues. You’re going to have to earn the right to build a new reputation. And that’s going to involve having some heart to hearts with your customers, really opening up to what’s been happening, how you’re making changes, and why they’re going to see something a little different on their bills going forward, but how ultimately that’s going to really save them a lot of money. The 5th and final step of this overall system is really the byproduct of doing all of this work, which is to establish a reputation of being a truck shop or a trailer shop that does high quality repairs and really has a high diagnostic standard. And then you have to kind of infuse that into the culture of the business. So this is really, as a leader, constantly talking about how your shop does things, why the systems are in place, the benefits of this to the customer. This is just a lot of repetition, just talking about it all the time, making it part of every meeting, making it part of the culture of the business. Over time, that will solidify the reputation, and your business really will grow because more and more people will come to understand that your shop is a place to come, especially when they need someone to fix the problem the right way the first time. There’s this language that you can use to define the culture, which is first time fix. Right part, right fix, first time, right? So if you start to use that language and that is part of your communication with all of the parties we talked about from internal to external, you’re going to build that reputation. It’s going to be good for your business in the long run.
Jennifer Irvine
Yeah, I mean, we haven’t talked about this very long this morning, but it is complicated and it’s not easy. So it does definitely take a lot of energy and a lot of effort and a lot of direction to head in that direction. So if there’s one thing that you would want people to remember from this conversation, what would that one thing be?
Jamie Irvine
You can’t treat all your technicians as having the same abilities. You have to identify the specialists, the general practitioners, if you will, the ones who maybe just shouldn’t be working in your shop anymore as technicians. Just remember, get the right people sitting in the right seats, doing the right things. And that’s going to alleviate a lot of this. And I would say as a second part of that, you have to create a standard and a system to accomplish this. If you don’t, you have nothing to measure and you have no way of improving it. that brings our conversation to a conclusion. You’ve been listening to the Heavy Duty Parts Report. I’m your host, Jamie Irvine, but today we’ve had co-host Jennifer Irvine helping us out. Jennifer, thank you again for helping me with this episode and taking the reins in the seat of a host for today’s episode.
Jennifer Irvine
For sure.
Jamie Irvine
If you are a repair shop owner and work on trucks and trailers in the commercial heavy-duty industry. And you would like to really look at the people you have working in your business and you want to go through that process of getting the right people, sitting in the right seats, doing the right things. We have some unique tools that can help you accomplish that. Head over to heavydutypartsreport.com today. In the top header, there’s a consulting button. Click that. It’ll take you to the consulting website where you can book an appointment with me and we can discuss how we can help you accomplish your business. goals. Thank you so much for listening right to the end. If you haven’t already, follow the show. You can do it wherever you find your podcasts on YouTube or just go to heavydutypartsreport.com where you can have access to all of our links. We really appreciate the ongoing support from the trucking industry. And as always, I want to encourage you to be heavy duty.
