大型會議浪費寶貴的時間和精力。
- 它們抑制辯論
- 人們比起開放更會防衛
- 沒有足夠時間讓每個人都能貢獻
除非你確定大型會議對每個人都有價值，否則不要安排。
Large meetings waste valuable time and energy.
- They discourage debate
- People are more guarded than open
- There’s not enough time for everyone to contribute
Don’t schedule large meetings unless you’re certain they provide value to everyone.
如果會議不需要你的：
- 建議；
- 價值；
- 決策
那你的存在就沒有意義。
離開會議不是無禮，但浪費別人的時間是。
If a meeting doesn’t require your:
- Input
- Value
- Decisions
Your presence is useless.
It’s not rude to leave a meeting. But it’s rude to waste people’s time.
直接與同事溝通，
而不是透過主管或經理，
快速的溝通能做出快速的決定，
快速決定 = 競爭優勢。
Communicate with colleagues directly.
Not through supervisors or managers.
Fast communicators make fast decisions.
Fast decisions = competitive advantage.
避免使用無意義的詞語和專業術語，這會拖慢溝通。
選擇以下的詞語：
- 簡潔
- 有針對性
- 容易理解
不要嘗試聽起來很聰明，要有效率。
Avoid nonsense words and technical jargon. It slows down communication.
Choose words that are:
- Concise
- To the point
- Easy to understand
Don’t sound smart. Be efficient.
沒有比這更浪費大家時間的方法
使用會議來：
- 協作；
- 直面問題；
- 解決緊急問題
但一旦你解決了問題，頻繁的會議就不再必要。
你可以在不開會的情況下解決大部分問題。 取代會議：
- 發送簡訊
- 發送電子郵件
- 在Discord或Slack頻道上溝通
如果不必要，不要打斷你的團隊的工作流程。
There’s no better way to waste everyone’s time.
Use meetings to:
- Collaborate
- Attack issues head-on
- Solve urgent problems
But once you resolve the issue, frequent meetings are no longer necessary.
You can resolve most issues without a meeting. Instead of meetings:
- Send a text
- Send an email
- Communicate on a discord or slack channel
Don’t interrupt your team’s workflow if it’s unnecessary.
如果公司規定不：
- 合理；
- 有助於進步；
- 適用於你的具體情況
就不要盲目遵循規定。 不要遵循規則，要遵循原則。
If a company rule doesn’t:
- Make sense
- Contribute to progress
- Apply to your specific situation
Avoid following the rule with your eyes closed.
Everybody
First, congratulations are in order! We have now completed our third full week of producing over 2000 Model 3 vehicles. The first week was 2020, the second was 2070 and we just completed 2250 last week, along with 2000 Model S/X vehicles.
This is more than double Tesla’s weekly production rate last year and an amazing feat in the face of many challenges! It is extremely rare for an automotive company to grow the production rate by over 100% from one year to the next. Moreover, there has simultaneously been a significant improvement in quality and build accuracy, which is reflected in positive owner feedback.
Starting today at Giga and tomorrow at Fremont, we will be stopping for three to five days to do a comprehensive set of upgrades. This should set us up for Model 3 production of 3000 to 4000 per week next month.
Another set of upgrades starting in late May should be enough to unlock production capacity of 6000 Model 3 vehicles per week by the end of June. Please note that all areas of Tesla and our suppliers will be required to demonstrate a Model 3 capacity of ~6000/week by building 850 sets of car parts in 24 hours no later than June 30th.
Any Tesla department or supplier that is unable to do this will need to have a very good explanation why not, along with a plan for fixing the problem and present that to me directly. If anyone needs help achieving this, please let me know as soon as possible. We are going to find a way or make a way to get there.
The reason that the burst-build target rate is 6000 and not 5000 per week in June is that we cannot have a number with no margin for error across thousands of internally and externally produced parts and processes, amplified by a complex global logistics chain. Actual production will move as fast as the least lucky and least well-executed part of the entire Tesla production/supply chain system.
By having a Model 3 subsystem burst-build requirement of 6k by the end of June, we will lay the groundwork for achieving a steady 6k/week across the whole Model 3 system a few months later.
As part of the drive towards 6k, all Model 3 production at Fremont will move to 24/7operations. This means that we will be adding another shift to general assembly, body and paint. Please refer anyone you know who you think meets the Tesla bar for talent, drive and trust. Between Fremont and Giga, Tesla will be adding about 400 people per week for several weeks.
Most of the design tolerances of the Model 3 are already better than any other car in the world. Soon, they will all be better. This is not enough. We will keep going until the Model 3 build precision is a factor of ten better than any other car in the world. I am not kidding.
Our car needs to be designed and built with such accuracy and precision that, if an owner measures dimensions, panel gaps and flushness, and their measurements don’t match the Model 3 specs, it just means that their measuring tape is wrong.
Some parts suppliers will be unwilling or unable to achieve this level of precision. I understand that this will be considered an unreasonable request by some. That’s ok, there are lots of other car companies with much lower standards. They just can’t work with Tesla.
A fair criticism leveled at Tesla by outside critics is that you’re not a real company unless you generate a profit, meaning simply that revenue exceeds costs. It didn’t make sense to do that until reaching economies of scale, but now we are there.
Going forward, we will be far more rigorous about expenditures. I have asked the Tesla finance team to comb through every expense worldwide, no matter how small, and cut everything that doesn’t have a strong value justification.
All capital or other expenditures above a million dollars, or where a set of related expenses may accumulate to a million dollars over the next 12 months, should be considered on hold until explicitly approved by me. If you are the manager responsible, please make sure you have a detailed, first principles understanding of the supplier quote, including every line item of parts & labor, before we meet.
I have been disappointed to discover how many contractor companies are interwoven throughout Tesla. Often, it is like a Russian nesting doll of contractor, subcontractor, sub-subcontractor, etc. before you finally find someone doing actual work. This means a lot of middle-managers adding cost but not doing anything obviously useful. Also, many contracts are essentially open time & materials, not fixed price and duration, which creates an incentive to turn molehills into mountains, as they never want to end the money train.
There is a very wide range of contractor performance, from excellent to worse than a drunken sloth. All contracting companies should consider the coming week to be a final opportunity to demonstrate excellence. Any that fail to meet the Tesla standard of excellence will have their contracts ended on Monday.
here are a few productivity recommendations:
– Excessive meetings are the blight of big companies and almost always get worse over time. Please get rid of all large meetings, unless you’re certain they are providing value to the whole audience, in which case keep them very short.
– Also get rid of frequent meetings, unless you are dealing with an extremely urgent matter. Meeting frequency should drop rapidly once the urgent matter is resolved.
– Walk out of a meeting or drop off a call as soon as it is obvious you aren’t adding value. It is not rude to leave, it is rude to make someone stay and waste their time.
– Don’t use acronyms or nonsense words for objects, software or processes at Tesla. In general, anything that requires an explanation inhibits communication. We don’t want people to have to memorize a glossary just to function at Tesla.
– Communication should travel via the shortest path necessary to get the job done, not through the “chain of command”. Any manager who attempts to enforce chain of command communication will soon find themselves working elsewhere.
– A major source of issues is poor communication between depts. The way to solve this is allow free flow of information between all levels. If, in order to get something done between depts, an individual contributor has to talk to their manager, who talks to a director, who talks to a VP, who talks to another VP, who talks to a director, who talks to a manager, who talks to someone doing the actual work, then super dumb things will happen. It must be ok for people to talk directly and just make the right thing happen.
– In general, always pick common sense as your guide. If following a “company rule” is obviously ridiculous in a particular situation, such that it would make for a great Dilbert cartoon, then the rule should change.
If there is something you think should be done to make Tesla execute better or allow you to look forward to coming to work more (same thing in the long term), please send a note to [redacted]
Thanks for being such a kickass team and accomplishing miracles every day. It matters. We are burning the midnight oil to burn the midnight oil.
Elon
各位，
首先，我們有賀喜的事情！我們已經連續三週完成了每週生產超過2000輛Model 3車型的目標。首週生產了2020輛，第二週2070輛，並在上週完成了2250輛，另外還有2000輛的Model S/X車型。
這比Tesla去年的每週生產量多了一倍以上，這在許多挑戰面前是一個了不起的成就！汽車公司從一年到下一年的生產率能成長超過100%是極為罕見的。此外，我們在品質和製造準確度上也有顯著的提升，這可以從車主的正面反饋中看到。
從今天在Giga開始，明天在Fremont，我們將停產三至五天進行一系列全面的升級。這將為我們下個月每週生產3000至4000輛Model 3車型做好準備。
另一組將在五月底開始的升級應該足夠解鎖我們在六月底之前每週生產6000輛Model 3車型的產能。請注意，Tesla的所有部門和我們的供應商都需要在不晚於六月30日之前，證明有能力在24小時內製造850組車輛零件，以達到每週約6000輛Model 3的生產量。
任何無法達成這一目標的Tesla部門或供應商，都需要提供一個非常好的解釋，並附上解決問題的計劃，並直接向我報告。如果有人需要幫助達成這一目標，請盡快讓我知道。我們將找到方法，或者自己創造方法去達成。
在六月份每週的瞬間生產目標是6000輛，而不是5000輛，是因為我們不能讓數量沒有任何錯誤的餘地，在數千個內部和外部生產的零件和流程中，再加上一個複雜的全球物流鏈。實際的生產速度將取決於整個Tesla生產/供應鏈系統中最不順利和最不被執行得好的部分。
透過在六月底要求Model 3的子系統能瞬間生產6000輛的目標，我們將為幾個月後整個Model 3系統能穩定每週生產6000輛做好準備。
作為推動生產量達到每週6000輛的一部分，Fremont的所有Model 3生產將轉為24小時全天候運作。這意味著我們將在組裝，車身和塗裝等部門增加另一個班次。如果您認識誰適合Tesla的才能、驅動力和信賴度的標準，請推薦他們給我們。在Fremont和Giga之間，Tesla將在接下來的幾週每週增加約400個人員。
Model 3的大多數設計公差已經比世界上的任何其他汽車都要好。很快，所有的公差都將變得更好。但這還不夠。我們將繼續努力，直到Model 3的製造精度是世界上任何其他汽車的十倍。我沒在開玩笑。
我們的汽車需要設計和製造得如此精確，以至於如果車主測量尺寸、間隙和平整度，並且他們的測量數據與Model 3的規格不符，那就表示他們的捲尺有問題。
有些零件供應商可能不願意或無法達到這種精度水平。我理解有些人會認為這是一個不合理的要求。那沒關係，有很多其他的汽車公司標準低得多。只是他們無法與Tesla合作。
外界批評Tesla的一個公正的觀點是，除非你能產生利潤，也就是收入超過成本，否則你並非一個真正的公司。在達到規模經濟之前，這並不重要，但現在我們已經達到了。
從現在開始，我們將對支出進行更嚴格的監控。我已經要求Tesla的財務團隊仔細審查全球的每一筆支出，無論大小，並削減所有沒有強烈價值證明的費用。
所有的資本或其他支出超過一百萬美元，或者在接下來的12個月內相關費用可能累積到一百萬美元，都應該被視為暫停，直到我明確批准。如果你是負責的經理，請確保你對供應商報價有詳細的，基於第一原則的理解，包括零件和勞工的每一項費用，然後我們再開會討論。
我對於發現有多少承包商公司在Tesla內部交織而感到失望。經常情況下，你會發現就像是俄羅斯套娃，承包商，分包商，分分包商，等等，你才能找到真正做實際工作的人。這意味著有許多中層管理人員增加了成本，但並沒有做出明顯有用的事情。此外，許多合同實質上是按時間和材料支付，並非固定價格和期限，這樣就創建了把小問題擴大成大問題的誘因，因為他們永遠不希望金錢列車停止。
承包公司的表現範圍很廣，從出色到比醉酒的樹懶還差。所有的承包公司都應該視下週為證明其卓越的最後機會。任何未能達到Tesla卓越標準的公司將在下週一終止其合同。
以下是一些提高生產力的建議：
-
過多的會議是大公司的病根，並且隨著時間推移幾乎總是變得更糟。除非你確定會議對所有參與者都有價值，否則請取消所有大型會議，如果確實有價值，則請將會議時間縮短。
-
也請取消頻繁的會議，除非你正在處理一個極度緊急的事情。一旦緊急事情解決，會議的頻率應迅速降低。
-
一旦明顯你在會議中沒有提供價值，就離開會議或掛斷電話。離開並不失禮，讓人待在會議中浪費他們的時間才失禮。
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在Tesla，不要為物件、軟體或流程使用縮寫或無意義的詞語。一般來說，任何需要解釋的事物都會阻礙溝通。我們不希望人們必須記住一個詞彙表才能在Tesla工作。
-
溝通應該透過完成工作所需的最短路徑進行，而不是透過“指揮鏈”。任何試圖強制指揮鏈溝通的管理者將很快發現他們需要在其他地方工作。
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問題的主要來源是部門間的溝通不良。解決這個問題的方法是允許所有層級間自由流通資訊。如果為了完成部門間的事務，一個個體貢獻者必須和他的經理、主管、副總、另一位副總、另一位主管、另一位經理，然後才能和真正做事情的人對話，那麼將會發生極其愚蠢的事情。人們必須可以直接交談並讓正確的事情發生。
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一般來說，總是以常識為你的指南。如果在某種特定情況下遵循“公司規定”顯然荒謬，以至於可以製作成一部精彩的Dilbert漫畫，那麼該規定應該改變。
如果你認為有什麼事情應該做來讓Tesla的執行效率更好，或者讓你更期待上班（長期來看兩者其實是一樣的），請發送一封信至[已刪除]
感謝你們成為這麼棒的團隊，並且每天都在創造奇蹟。這很重要。我們正在燃燒午夜的石油來燃燒午夜的石油。
Elon