英文全文：
Progress, Precision and Profit
Elon Musk
Everybody
Progress
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.
Elon Musk對提高生產力的7項建議
愛康健
125 回覆
90 Like
2 Dislike
Precision
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.
Profit
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.
Btw, here are a few productivity recommendations:
– Excessive meetings are the blight of big companies and almost always get worse over time. Please get 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.
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.
Profit
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.
Btw, here are a few productivity recommendations:
– Excessive meetings are the blight of big companies and almost always get worse over time. Please get 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
– 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
進展、精度和盈利
From: Elon Musk
To: 全體員工
進展
首先，有不少值得祝賀的事。現在我們已經連續第三周實現產能突破2000輛/周。第一周是2020輛，第二周是2070輛。剛剛過去的這周我們產了2250輛 Model 3。同時還有2000輛 Model S/X。
這比去年同期的周產能翻了一倍還多。是面對眾多挑戰的一次驚人壯舉。一家汽車公司的產能提升與一年前相比增長100%，這是極為罕見的。
還有，我們在品質和製造精度上同時也有大幅提高。用戶的積極回饋反映了這點。
超級工廠今天開始、Fremont 工廠明天開始，我們將停產3-5天，實施一次複雜的產線升級。這能讓 Model 3 的產能在下個月實現3000-4000輛/周。
5月底我們還會進行一次產線升級，這足以解鎖我們的產能在6月底實現6000輛/周。請注意，特斯拉所有部門、我們的供應商，都要在6月30號之前，通過在24小時內產出850套零部件，來證明我們有能力實現6000輛/周產能。
任何一個部門，或供應商，如果不能做到，需要有一個非常好的理由為什麼不能，同時還要提交如何解決問題的計畫，並直接向我演示。如果任何人完成這些需要幫助，請讓我儘快知道。我們一起找到方法或者創造一個方法，來實現目標。
為什麼這個暴漲的產能目標是在6月實現6000輛/周而不是5000輛/周？因為牽扯到內部外部生產的上萬個零部件和工序，風險會被複雜的全球供應鏈體系放大。我們要留出冗餘。實際生產的速度，其實就等同於整個特斯拉製造、供應鏈系統裡，運氣最不夠幸運、運轉得最不好的那部分。
我們先建好一個能在6月底實現 Model 3 產能暴漲到6000輛/周的子系統，然後我們會用幾個月時間夯實基礎，打造出一個可以穩定實現6000輛/周產能的完整體系。
向6000輛/周產能目標衝刺，還需要 Fremont 的 Model 3 生產實現每週7天每天24小時運行。為此我們需要在衝壓、噴塗和總裝線，都增加一個班次。所以請推薦你們認為符合特斯拉對才能、驅動力和可信賴度要求的人才。超級工廠和 Fremont 兩家工廠內，未來幾周會持續每週入職約400人。
精度
Model 3 的大多數設計工藝已經比世界上任何一款車都好，很快會變得更好。但這還不夠。我們要繼續提升，直到 Model 3 的製造精度比世界上任何一款車好10倍。我可沒開玩笑。
我們的車在設計和製造要達到這樣的準確度和精度——如果車主真的去測量自己 Model 3 的尺寸、車身面板間隙和麵差，一旦他們的測量結果和配置表的資料不一樣，唯一解釋只能是他們的皮尺有問題。
有些供應商不願意或者不能達到這種水準的精度要求。我明白一些供應商會認為這是無理取鬧。沒關係，還有很多其他汽車製造商的標準比特斯拉低得多。這些供應商只是不能跟特斯拉合作。
盈利
外界針對特斯拉的眾多批評中，有一點是合理的：只有你實現盈利了才是一家真正的公司。簡單來說就是收入超過成本。實現規模效應前追求盈利沒什麼道理。不過現在我們已經到了這個階段。
下一步，我們將非常嚴格的管控費用支出。我已經讓財務團隊去核查我們在全球範圍任何一筆費用，不論金額多小。並且我們將會砍掉所有沒有足夠價值判斷的開銷。任何一筆超過100萬美元的資金、其他支出，或未來12個月累計支出達到100萬美元的專案，先全部暫停，直到獲得我的明確批准。
如果你是產生這筆費用的經理，在我們討論之前，請確保你有一份詳細的、符合第一性原理的供應商報價，詳細到零部件、人力的每一項費用。
發現特斯拉內部有這麼多關聯交織的承包商後我很失望。通常，你最終找到那個真正幹活的人之前，就像打開一個俄羅斯套娃，承包商、轉包商、二級轉包商等等等等。這意味著中間有一堆中間商增加了成本，還沒做任何明顯有價值的事兒。這就會產生小題大做的動機，因為他們想一直把錢掙下去不要停。
承包商的表現差別特別大，從非常出色到連喝醉的樹懶都不如。所有承包公司要把接下來這周視為展現自己傑出能力的最後機會。任何一家沒能達到特斯拉卓越標準的承包商，下週一就可以結帳走人了。
最後，有一些提高生產力的建議：
- 過多的會議，是大公司的瘟疫。而且隨著時間推移，大多數情況都會惡化。請取消所有的大型會議，除非你確定這些會議能給每個參會者提供價值——那這個會越短越好。
- 不要頻繁的開會，除非你在處理極端緊急的事情。一旦緊急事情解決了，會議的頻次迅速減少。
- 你發現很明顯你無法提供價值時，就馬上離開會議室，或退出電話會議。離開沒什麼不禮貌的，讓一個人留下浪費他的時間才是沒禮貌的。
- 在特斯拉，不要使用首字母縮寫或沒意義的詞來稱呼物品、軟體或流程。總的來說，任何需要解釋的事兒都妨礙了溝通。在特斯拉，我們不需要人們被迫去背術語表來做工作。
- 要通過最短的途徑溝通，而不是“命令鏈”，這對完成工作是必須的。任何一個試圖強行用命令鏈方式溝通的經理，很快就會發現他得去別處工作了。
- 產生問題的主要來源就是部門之間缺少溝通。解決的方法就是對所有級別的員工資訊透明。如果，不同部門之間想要完成什麼工作，任何一個參與者要向他們的經理彙報，經理再向總監彙報，總監再向 VP 彙報，VP 再跟其他部門的 VP 溝通，這個 VP 再告訴總監，總監再告訴經理，經理再告訴某個真正做事的人，那麼超級愚蠢的事就會發生。員工一定要可以直接對話，這樣才能把事情做好。
- 總的來說，用常識來指導你自己。如果在某個的情況下，遵循公司的規章制度顯然是荒謬的，會被畫到呆伯特漫畫裡，那麼公司的規章制度就要修改。
如果還有什麼事，是你認為能讓特斯拉運轉更好而應該做，或者能讓你更樂於去幹更多事情（長期來看是一件事），請告訴我： emdesk@tesla.com
感謝有這樣一支強大的團隊，每天都在創造奇跡。這很重要。我們正熬夜去「燒乾午夜的石油」。
Elon
From: Elon Musk
To: 全體員工
進展
首先，有不少值得祝賀的事。現在我們已經連續第三周實現產能突破2000輛/周。第一周是2020輛，第二周是2070輛。剛剛過去的這周我們產了2250輛 Model 3。同時還有2000輛 Model S/X。
這比去年同期的周產能翻了一倍還多。是面對眾多挑戰的一次驚人壯舉。一家汽車公司的產能提升與一年前相比增長100%，這是極為罕見的。
還有，我們在品質和製造精度上同時也有大幅提高。用戶的積極回饋反映了這點。
超級工廠今天開始、Fremont 工廠明天開始，我們將停產3-5天，實施一次複雜的產線升級。這能讓 Model 3 的產能在下個月實現3000-4000輛/周。
5月底我們還會進行一次產線升級，這足以解鎖我們的產能在6月底實現6000輛/周。請注意，特斯拉所有部門、我們的供應商，都要在6月30號之前，通過在24小時內產出850套零部件，來證明我們有能力實現6000輛/周產能。
任何一個部門，或供應商，如果不能做到，需要有一個非常好的理由為什麼不能，同時還要提交如何解決問題的計畫，並直接向我演示。如果任何人完成這些需要幫助，請讓我儘快知道。我們一起找到方法或者創造一個方法，來實現目標。
為什麼這個暴漲的產能目標是在6月實現6000輛/周而不是5000輛/周？因為牽扯到內部外部生產的上萬個零部件和工序，風險會被複雜的全球供應鏈體系放大。我們要留出冗餘。實際生產的速度，其實就等同於整個特斯拉製造、供應鏈系統裡，運氣最不夠幸運、運轉得最不好的那部分。
我們先建好一個能在6月底實現 Model 3 產能暴漲到6000輛/周的子系統，然後我們會用幾個月時間夯實基礎，打造出一個可以穩定實現6000輛/周產能的完整體系。
向6000輛/周產能目標衝刺，還需要 Fremont 的 Model 3 生產實現每週7天每天24小時運行。為此我們需要在衝壓、噴塗和總裝線，都增加一個班次。所以請推薦你們認為符合特斯拉對才能、驅動力和可信賴度要求的人才。超級工廠和 Fremont 兩家工廠內，未來幾周會持續每週入職約400人。
精度
Model 3 的大多數設計工藝已經比世界上任何一款車都好，很快會變得更好。但這還不夠。我們要繼續提升，直到 Model 3 的製造精度比世界上任何一款車好10倍。我可沒開玩笑。
我們的車在設計和製造要達到這樣的準確度和精度——如果車主真的去測量自己 Model 3 的尺寸、車身面板間隙和麵差，一旦他們的測量結果和配置表的資料不一樣，唯一解釋只能是他們的皮尺有問題。
有些供應商不願意或者不能達到這種水準的精度要求。我明白一些供應商會認為這是無理取鬧。沒關係，還有很多其他汽車製造商的標準比特斯拉低得多。這些供應商只是不能跟特斯拉合作。
盈利
外界針對特斯拉的眾多批評中，有一點是合理的：只有你實現盈利了才是一家真正的公司。簡單來說就是收入超過成本。實現規模效應前追求盈利沒什麼道理。不過現在我們已經到了這個階段。
下一步，我們將非常嚴格的管控費用支出。我已經讓財務團隊去核查我們在全球範圍任何一筆費用，不論金額多小。並且我們將會砍掉所有沒有足夠價值判斷的開銷。任何一筆超過100萬美元的資金、其他支出，或未來12個月累計支出達到100萬美元的專案，先全部暫停，直到獲得我的明確批准。
如果你是產生這筆費用的經理，在我們討論之前，請確保你有一份詳細的、符合第一性原理的供應商報價，詳細到零部件、人力的每一項費用。
發現特斯拉內部有這麼多關聯交織的承包商後我很失望。通常，你最終找到那個真正幹活的人之前，就像打開一個俄羅斯套娃，承包商、轉包商、二級轉包商等等等等。這意味著中間有一堆中間商增加了成本，還沒做任何明顯有價值的事兒。這就會產生小題大做的動機，因為他們想一直把錢掙下去不要停。
承包商的表現差別特別大，從非常出色到連喝醉的樹懶都不如。所有承包公司要把接下來這周視為展現自己傑出能力的最後機會。任何一家沒能達到特斯拉卓越標準的承包商，下週一就可以結帳走人了。
最後，有一些提高生產力的建議：
- 過多的會議，是大公司的瘟疫。而且隨著時間推移，大多數情況都會惡化。請取消所有的大型會議，除非你確定這些會議能給每個參會者提供價值——那這個會越短越好。
- 不要頻繁的開會，除非你在處理極端緊急的事情。一旦緊急事情解決了，會議的頻次迅速減少。
- 你發現很明顯你無法提供價值時，就馬上離開會議室，或退出電話會議。離開沒什麼不禮貌的，讓一個人留下浪費他的時間才是沒禮貌的。
- 在特斯拉，不要使用首字母縮寫或沒意義的詞來稱呼物品、軟體或流程。總的來說，任何需要解釋的事兒都妨礙了溝通。在特斯拉，我們不需要人們被迫去背術語表來做工作。
- 要通過最短的途徑溝通，而不是“命令鏈”，這對完成工作是必須的。任何一個試圖強行用命令鏈方式溝通的經理，很快就會發現他得去別處工作了。
- 產生問題的主要來源就是部門之間缺少溝通。解決的方法就是對所有級別的員工資訊透明。如果，不同部門之間想要完成什麼工作，任何一個參與者要向他們的經理彙報，經理再向總監彙報，總監再向 VP 彙報，VP 再跟其他部門的 VP 溝通，這個 VP 再告訴總監，總監再告訴經理，經理再告訴某個真正做事的人，那麼超級愚蠢的事就會發生。員工一定要可以直接對話，這樣才能把事情做好。
- 總的來說，用常識來指導你自己。如果在某個的情況下，遵循公司的規章制度顯然是荒謬的，會被畫到呆伯特漫畫裡，那麼公司的規章制度就要修改。
如果還有什麼事，是你認為能讓特斯拉運轉更好而應該做，或者能讓你更樂於去幹更多事情（長期來看是一件事），請告訴我： emdesk@tesla.com
感謝有這樣一支強大的團隊，每天都在創造奇跡。這很重要。我們正熬夜去「燒乾午夜的石油」。
Elon
愛巴
希望香港政府，可以參考下：
- 過多的會議，是大公司的瘟疫。而且隨著時間推移，大多數情況都會惡化。請取消所有的大型會議，除非你確定這些會議能給每個參會者提供價值——那這個會越短越好。
- 不要頻繁的開會，除非你在處理極端緊急的事情。一旦緊急事情解決了，會議的頻次迅速減少。
- 你發現很明顯你無法提供價值時，就馬上離開會議室，或退出電話會議。離開沒什麼不禮貌的，讓一個人留下浪費他的時間才是沒禮貌的。
- 在特斯拉，不要使用首字母縮寫或沒意義的詞來稱呼物品、軟體或流程。總的來說，任何需要解釋的事兒都妨礙了溝通。在特斯拉，我們不需要人們被迫去背術語表來做工作。
- 要通過最短的途徑溝通，而不是“命令鏈”，這對完成工作是必須的。任何一個試圖強行用命令鏈方式溝通的經理，很快就會發現他得去別處工作了。
- 產生問題的主要來源就是部門之間缺少溝通。解決的方法就是對所有級別的員工資訊透明。如果，不同部門之間想要完成什麼工作，任何一個參與者要向他們的經理彙報，經理再向總監彙報，總監再向 VP 彙報，VP 再跟其他部門的 VP 溝通，這個 VP 再告訴總監，總監再告訴經理，經理再告訴某個真正做事的人，那麼超級愚蠢的事就會發生。員工一定要可以直接對話，這樣才能把事情做好。
- 總的來說，用常識來指導你自己。如果在某個的情況下，遵循公司的規章制度顯然是荒謬的，會被畫到呆伯特漫畫裡，那麼公司的規章制度就要修改。
- 過多的會議，是大公司的瘟疫。而且隨著時間推移，大多數情況都會惡化。請取消所有的大型會議，除非你確定這些會議能給每個參會者提供價值——那這個會越短越好。
- 不要頻繁的開會，除非你在處理極端緊急的事情。一旦緊急事情解決了，會議的頻次迅速減少。
- 你發現很明顯你無法提供價值時，就馬上離開會議室，或退出電話會議。離開沒什麼不禮貌的，讓一個人留下浪費他的時間才是沒禮貌的。
- 在特斯拉，不要使用首字母縮寫或沒意義的詞來稱呼物品、軟體或流程。總的來說，任何需要解釋的事兒都妨礙了溝通。在特斯拉，我們不需要人們被迫去背術語表來做工作。
- 要通過最短的途徑溝通，而不是“命令鏈”，這對完成工作是必須的。任何一個試圖強行用命令鏈方式溝通的經理，很快就會發現他得去別處工作了。
- 產生問題的主要來源就是部門之間缺少溝通。解決的方法就是對所有級別的員工資訊透明。如果，不同部門之間想要完成什麼工作，任何一個參與者要向他們的經理彙報，經理再向總監彙報，總監再向 VP 彙報，VP 再跟其他部門的 VP 溝通，這個 VP 再告訴總監，總監再告訴經理，經理再告訴某個真正做事的人，那麼超級愚蠢的事就會發生。員工一定要可以直接對話，這樣才能把事情做好。
- 總的來說，用常識來指導你自己。如果在某個的情況下，遵循公司的規章制度顯然是荒謬的，會被畫到呆伯特漫畫裡，那麼公司的規章制度就要修改。
tlwr
剩係睇果7點就夠，其它可以Skip
Elon musk 真係偶像嚟
政府最鍾意開會 你叫佢唔開會咪出事 因為佢地唔會真正落手做野 只會用把口做野
Tesla緊係要提高生產力啦
拍馬都追唔上傳統車廠
拍馬都追唔上傳統車廠
樓主 
愛巴
高質
學辦公室管理一流
學辦公室管理一流
佢本biography 睇到我好辛苦，啲字好撚細
愛巴可唔可以share下平時睇咩material多( publication/social media or?)
之前追過post見你話自己只係八掛 咁即係平時留意各大國際issue然後有興趣既再自己dig in?
之前追過post見你話自己只係八掛 咁即係平時留意各大國際issue然後有興趣既再自己dig in?
Precision:
Elon Musk對Model 3既精細度既要求，係有極大爭議，Elon Musk認為Model 3比世界上任何車都精細10倍，但呢個精細度，其實無得計，佢似係一間公司既決心，多過係真實數據
Profit:
Elon Musk將會清走一堆"中間人"供應商，再強化Tesla內部溝通，透過增加效率去增加利潤
呢兩樣野根本冇可能, (世界上任何車都精細10倍 如果佢世界淨係得美國 咁比較一定冇問題)
OEM中間人根本一定有, 如果唔用OEM野架車一定天價 到時賣一架又蝕一架
其實係未來科技既趨勢
當你見到電動方程式，連MotoGP都講緊電力推動
你就知 佢個潛力係好大好大
呢家重係得佢一間車廠做得咁好
不過如果有其他廠做到佢咁
咁就未必會有咁多銀行肯射住佢
當你見到電動方程式，連MotoGP都講緊電力推動
你就知 佢個潛力係好大好大
呢家重係得佢一間車廠做得咁好
不過如果有其他廠做到佢咁
咁就未必會有咁多銀行肯射住佢