4 answers
Xander
Student
2
Questions
Updated
666 views
Any mechanic free to answer these?
Question 1: Can you walk me through your diagnostic process when a customer describes an issue?
Question 2: How do you prioritize repairs when you discover multiple issues on a vehicle?
Question 3: Tell me about a difficult repair you’ve handled. What made it challenging, and how did you resolve it?
Question 4: How do you explain complex mechanical issues to customers who may not understand the terminology?
Question 5: How do you stay current with new automotive technology, tools, and repair procedures?
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4 answers
Fahad Elahi Khan
Mechanical Engineering Undergraduate
44
Answers
Chittagong, Chittagong Division, Bangladesh
Updated
Fahad Elahi’s Answer
I’m using insights from mechanics to provide these answers as if from experts in the field.
Question 1: When a customer explains a problem, start by listening carefully. Ask for details like when it happens or any noises. Try to recreate the issue during a test drive or inspection. Then, visually check under the hood or on a lift, use a diagnostic tool to scan for codes, and narrow it down by testing parts like batteries or sensors until you find the cause. Confirm the fix after repairs.
Question 2: When there are multiple issues, prioritize safety first. Fix things like bad brakes, worn tires, or steering problems immediately to prevent accidents. Next, tackle major mechanical issues that could cause breakdowns, like engine or transmission problems, before routine maintenance like oil changes. Consider the customer's budget and timeline, and explain why some repairs can't wait.
Question 3: A challenging repair I remember from mechanic stories is replacing a clutch on a rear-wheel-drive car with limited access. Dropping the transmission is heavy and time-consuming, often in awkward positions. Aligning everything back without special tools was tough, but using a clutch alignment tool and patience solved it. Another example is diagnosing intermittent electrical issues, like a faulty wiring harness, which required multiple tests to trace and fix by replacing sections.
Question 4: To explain complex issues, use simple language and analogies. Compare a timing belt to a bicycle chain that keeps everything in sync, or a catalytic converter to a filter that cleans exhaust. Show parts or diagrams if possible, avoid jargon, and focus on what it means for their car, like safety or cost, to build trust.
Question 5: Mechanics stay updated by attending training courses from manufacturers or ASE certifications, which now include 2025 tech like EVs and AI diagnostics. They read industry magazines, join online forums, watch webinars, and use new tools like augmented reality for repairs. Networking at events is also helpful, especially with the shift to hybrids and advanced systems.
Question 1: When a customer explains a problem, start by listening carefully. Ask for details like when it happens or any noises. Try to recreate the issue during a test drive or inspection. Then, visually check under the hood or on a lift, use a diagnostic tool to scan for codes, and narrow it down by testing parts like batteries or sensors until you find the cause. Confirm the fix after repairs.
Question 2: When there are multiple issues, prioritize safety first. Fix things like bad brakes, worn tires, or steering problems immediately to prevent accidents. Next, tackle major mechanical issues that could cause breakdowns, like engine or transmission problems, before routine maintenance like oil changes. Consider the customer's budget and timeline, and explain why some repairs can't wait.
Question 3: A challenging repair I remember from mechanic stories is replacing a clutch on a rear-wheel-drive car with limited access. Dropping the transmission is heavy and time-consuming, often in awkward positions. Aligning everything back without special tools was tough, but using a clutch alignment tool and patience solved it. Another example is diagnosing intermittent electrical issues, like a faulty wiring harness, which required multiple tests to trace and fix by replacing sections.
Question 4: To explain complex issues, use simple language and analogies. Compare a timing belt to a bicycle chain that keeps everything in sync, or a catalytic converter to a filter that cleans exhaust. Show parts or diagrams if possible, avoid jargon, and focus on what it means for their car, like safety or cost, to build trust.
Question 5: Mechanics stay updated by attending training courses from manufacturers or ASE certifications, which now include 2025 tech like EVs and AI diagnostics. They read industry magazines, join online forums, watch webinars, and use new tools like augmented reality for repairs. Networking at events is also helpful, especially with the shift to hybrids and advanced systems.
William Vvuko
Retired engineer
150
Answers
Moyo, Northern Region
Updated
William’s Answer
Hi Xander,
My experience is largely in the manufacturing sectors. I take a general view that you may find useful based on modern maintenance engineering.
When a given piece of equipment deviates from it's normal conditions, a problem is recognized. Such a deviation may be a potential failure (an indication that functional failure is imminent e. g . oil leaking from a gearbox) or a functional failure (inability to meet a specified physical condition e.g. punctured tyre and/or performance standard e.g. engine unable to develop full power).
Usually, it's important to define what the exact problem is, when and where it occurred, who was involved, which trends are identifiable and how big the problem is. This approach informs the scope and nature of evidence that needs to be gathered to facilitate root cause analysis. Evidence gathering may involve human senses, basic measuring instruments or/and advanced electronic equipment.
At the most basic level, root cause analysis involves use of cause and effect tools such as the fishbone (Ishikawa Diagram) that categorizes root causes into the 5M's (Material, Method, Man, Machine and Measurement).
A 5WHY questioning process enables the identification of which active root cause(s) generated the problem.
Other problem solving tools include systemic and advanced problem solving tools (PDCA, DMAIC, 6 Sigma). In practice, triggers are put in place that define which tool to use for which problem.
Restoration is corrective work and does not prevent the problem from reoccurring. To prevent recurrence, Loop Closure needs to take place: an inspection to enable early detection, time based replacements backed by historical data and designing the problem out (usually a last resort).
Planning and scheduling of maintenance work involves the prioritization of tasks. Any tasks on safety systems of the equipment get top priority (brake system, interlocks & sensors feeding signals to the dashboard). Any tasks that cannot be deferred upto the next maintenance window due to the risk of failure take the second priority. Other task priorities then follow.
Attempts must be made to ensure all planned work is executed in full. Sometimes not all planned work is executed due to lack of spares, specialized skills etc. Unexecuted work is moved to the backlog. Such backlog must be kept to a minimum. Potential risks emanating from the backlog must also be regularly assessed to ensure things remain under control.
Optimum spares stock levels need to be maintained to minimize the risk of deferred tasks while keeping working capital at a minimum.
My experience is largely in the manufacturing sectors. I take a general view that you may find useful based on modern maintenance engineering.
When a given piece of equipment deviates from it's normal conditions, a problem is recognized. Such a deviation may be a potential failure (an indication that functional failure is imminent e. g . oil leaking from a gearbox) or a functional failure (inability to meet a specified physical condition e.g. punctured tyre and/or performance standard e.g. engine unable to develop full power).
Usually, it's important to define what the exact problem is, when and where it occurred, who was involved, which trends are identifiable and how big the problem is. This approach informs the scope and nature of evidence that needs to be gathered to facilitate root cause analysis. Evidence gathering may involve human senses, basic measuring instruments or/and advanced electronic equipment.
At the most basic level, root cause analysis involves use of cause and effect tools such as the fishbone (Ishikawa Diagram) that categorizes root causes into the 5M's (Material, Method, Man, Machine and Measurement).
A 5WHY questioning process enables the identification of which active root cause(s) generated the problem.
Other problem solving tools include systemic and advanced problem solving tools (PDCA, DMAIC, 6 Sigma). In practice, triggers are put in place that define which tool to use for which problem.
Restoration is corrective work and does not prevent the problem from reoccurring. To prevent recurrence, Loop Closure needs to take place: an inspection to enable early detection, time based replacements backed by historical data and designing the problem out (usually a last resort).
Planning and scheduling of maintenance work involves the prioritization of tasks. Any tasks on safety systems of the equipment get top priority (brake system, interlocks & sensors feeding signals to the dashboard). Any tasks that cannot be deferred upto the next maintenance window due to the risk of failure take the second priority. Other task priorities then follow.
Attempts must be made to ensure all planned work is executed in full. Sometimes not all planned work is executed due to lack of spares, specialized skills etc. Unexecuted work is moved to the backlog. Such backlog must be kept to a minimum. Potential risks emanating from the backlog must also be regularly assessed to ensure things remain under control.
Optimum spares stock levels need to be maintained to minimize the risk of deferred tasks while keeping working capital at a minimum.
Kelly Stevie
Automotive Technician
2
Answers
Cincinnati, Ohio
Updated
Kelly’s Answer
1. Diagnostic takes a variety of paths. General rule. Verify complaint. Ck the basics. Ie...fuses, broken pieces, missing bolts ,use apps. Mitchell on demand ...all data.. etc they usually provide steps in testing.
2. Prioritize repairs based on safety then customer concern..then maintenance. A lot of times these will over lap.
3. There is no simple repair. The big thing is to take ur time.
4. Explain to customer in simple terms. Leave the jargon out of it.
5. Toolbox hold tools don't spend much on it. Buy tools has u need too. Harbor frieght perfect to start with. Electric 1/2 impact and 3/8 Electric rachet. Take class when offered. And test when ur comfortable with a topic. Take practice test often. Ask for help and listen when someone shows u how to
2. Prioritize repairs based on safety then customer concern..then maintenance. A lot of times these will over lap.
3. There is no simple repair. The big thing is to take ur time.
4. Explain to customer in simple terms. Leave the jargon out of it.
5. Toolbox hold tools don't spend much on it. Buy tools has u need too. Harbor frieght perfect to start with. Electric 1/2 impact and 3/8 Electric rachet. Take class when offered. And test when ur comfortable with a topic. Take practice test often. Ask for help and listen when someone shows u how to
Rene Raya
Mechanic
4
Answers
Portland, Oregon
Updated
Rene’s Answer
You've asked some very good questions. The answers I have for you apply to all mechanical repairs, not just automotive repairs.
To answer your first question, allow me to give my three general rules of trouble shooting.
Rule number one, and what I consider the golden rule is, once you have a list of possible causes, always check the easiest thing first. There have been many times I've jumped to conclude what the problem is and started labor intensive testing when the problem turned out to be something that was a lot easier to check. Over time, following this rule will make you appear to be an ace trouble shooter.
Rule number two should be applied before you get to rule number one.
Always try it for yourself, or watch the operator replicate the problem first. Many times there isn't anything wrong with the machine. A lot of times it can be operator error or the client might have given you an inaccurate description of the problem. As an example I once replaced a starter because the equipment operator told me the machine had a bad starter. While I was packing up my tools to leave the operator told me the new starter stopped working. The machine had been used for several days before I got the call. What I didn't know is that the operator was new to the equipment and was stepping on the dead man switch while trying to start the machine. By design, doing this interrupted the start circuit. I would have saved myself a lot of time and effort if I had tried it myself before attempting any repairs.
Rule three is to never assume a set of symptoms have only one cause.
Many times multiple symptoms are caused by more than one problem.
The answer to the second question has a lot of variables to take into consideration. Is the machine completely down? If so fix what ever it takes to make it run again. Is the machine safe to run if only some things are fixed? if not, fix what ever it takes to make the machine safe before it can be used again. Is there a budget the client is trying to stay with in? If so make the perform the most expensive repair that stays within the client's budget first. This way the client is more likely to allow you to fix the nickel and dime repairs even if they exceed the budget. Some time the client will set the priorities for you. If This is the case, just remember to never leave the machine in an unsafe condition unless you use lock out/tag out procedures when you leave.
I'm going to skip over your third question because I don't feel like doing that much writing at this time.
The answer to question number four is this. If the customer isn't technically inclined, simply tell them what parts need to be replaced and how long it will take to replace them. Initially, don't explain testing and/or trouble shooting procedures. If they have questions, answer them as simply as possible. Don't answer question they haven't asked yet. If they have a lot of questions, your answer will probably get progressively more complicated to them until your answers exceed their technical comprehension. At that point, you will have satisfied their curiosity and the customer will have more confidence in your capability.
The answer to question number five is to get yourself on to the mailing list of the manufacturers for whatever you work on so you'll get there technical bulletins. Harbor Freight puts out a new product email every Tuesday. The new products aren't always tools for mechanics but about a third of the time they are.
To answer your first question, allow me to give my three general rules of trouble shooting.
Rule number one, and what I consider the golden rule is, once you have a list of possible causes, always check the easiest thing first. There have been many times I've jumped to conclude what the problem is and started labor intensive testing when the problem turned out to be something that was a lot easier to check. Over time, following this rule will make you appear to be an ace trouble shooter.
Rule number two should be applied before you get to rule number one.
Always try it for yourself, or watch the operator replicate the problem first. Many times there isn't anything wrong with the machine. A lot of times it can be operator error or the client might have given you an inaccurate description of the problem. As an example I once replaced a starter because the equipment operator told me the machine had a bad starter. While I was packing up my tools to leave the operator told me the new starter stopped working. The machine had been used for several days before I got the call. What I didn't know is that the operator was new to the equipment and was stepping on the dead man switch while trying to start the machine. By design, doing this interrupted the start circuit. I would have saved myself a lot of time and effort if I had tried it myself before attempting any repairs.
Rule three is to never assume a set of symptoms have only one cause.
Many times multiple symptoms are caused by more than one problem.
The answer to the second question has a lot of variables to take into consideration. Is the machine completely down? If so fix what ever it takes to make it run again. Is the machine safe to run if only some things are fixed? if not, fix what ever it takes to make the machine safe before it can be used again. Is there a budget the client is trying to stay with in? If so make the perform the most expensive repair that stays within the client's budget first. This way the client is more likely to allow you to fix the nickel and dime repairs even if they exceed the budget. Some time the client will set the priorities for you. If This is the case, just remember to never leave the machine in an unsafe condition unless you use lock out/tag out procedures when you leave.
I'm going to skip over your third question because I don't feel like doing that much writing at this time.
The answer to question number four is this. If the customer isn't technically inclined, simply tell them what parts need to be replaced and how long it will take to replace them. Initially, don't explain testing and/or trouble shooting procedures. If they have questions, answer them as simply as possible. Don't answer question they haven't asked yet. If they have a lot of questions, your answer will probably get progressively more complicated to them until your answers exceed their technical comprehension. At that point, you will have satisfied their curiosity and the customer will have more confidence in your capability.
The answer to question number five is to get yourself on to the mailing list of the manufacturers for whatever you work on so you'll get there technical bulletins. Harbor Freight puts out a new product email every Tuesday. The new products aren't always tools for mechanics but about a third of the time they are.