不用电线使灯泡 特斯拉_特斯拉方式如何使其领先

不用电线使灯泡 特斯拉

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重塑汽车，第3集 (Reinventing the car, episode 3)

By Philippe Chain* Frederic Filloux

Philippe Chain * 弗雷德里克·菲洛(Frederic Filloux)

On a chilly Wednesday morning in February 2012, we are four months ahead of the launch of the Tesla Model S. The car is still under development. Not much has been shown about the car that will become a game-changer in the automobile industry. A huge amount of work remains to be done.

在2012年2月一个寒冷的星期三早晨，我们比特斯拉Model S的发布提前了四个月。这款车仍在开发中。 关于将成为汽车行业改变游戏规则的汽车的报道很少。 仍有大量工作要做。

There are twelve people in a conference room, on the 2nd floor of Tesla’s main plant, in Fremont, California: Jérôme Guillen, Model S program director, the head of manufacturing Gilbert Passin, the head of supply and purchasing Peter Carlsson, myself as the director in charge of quality and several key engineers.

有十二个 2号会议室里的人们 特斯拉在加利福尼亚州弗里蒙特市主要工厂的地板：模型项目总监JérômeGuillen，生产负责人Gilbert Passin，供应和采购负责人Peter Carlsson，我本人是质量主管和几名主要工程师。

The task force has been hastily assembled for a reason. A few hours ago, we received a preliminary report from a testing facility in Ohio where we are conducting some critical safety tests. The news is not good and it could halt the entire development of the car. Elon Musk had been informed of the issue. His reaction was a terse “Solve it, guys”.

由于某种原因，该工作组匆忙组建。 几个小时前，我们从俄亥俄州的一家测试机构收到了一份初步报告，我们正在进行一些关键的安全测试。 这个消息不是很好，它可能会阻止汽车的整个开发。 伊隆·马斯克(Elon Musk)已获悉此事。 他的React是一个简短的“解决，伙计们”。

In the United States, the car industry works under a self-certification system. The list of the 25 mandatory tests is set by the National Highway Traffic Safety Administration (NHTSA) and performed by carmakers themselves or by third-party test labs.

在美国，汽车行业采用的是自我认证系统。 25种强制性测试的清单由美国国家公路交通安全管理局(NHTSA)设置，由汽车制造商本身或第三方测试实验室执行。

The Ohio facility has just performed test n°21 which involves a low-speed frontal collision against a concrete wall. The car actually passed the test. But there is a hitch. The deformation of frontal crash-boxes exceeded the design specifications.

俄亥俄州的工厂刚刚进行了21号测试，涉及与混凝土墙的低速正面碰撞。 汽车实际通过了测试。 但是有一个障碍。 正面碰撞盒的变形超出了设计规格。

A crash box is a piece of metal that plays the role of a one-time shock absorber in the event of a front crash. It is a critical safety element. When a car hits an obstacle head first, the released kinetic energy translates into a brutal deceleration expressed in G-force. At 30 mph (48km/h), a 160 lb (72 kg) individual wearing a seatbelt will typically experience a 30 g deceleration which is the equivalent of 2.1 tons acting on the body. It is generally admitted that a deceleration above 60 g’s is fatal. Hence the importance of a deformable structure that will spread the shock like the crash boxes.

碰撞盒是一块金属，在发生正面碰撞时起着一次性减震器的作用。 这是至关重要的安全元素。 当汽车首先撞到障碍物头部时，释放的动能转化为以G力表示的残酷减速。 在30英里/小时(48公里/小时)的速度下，身高160磅(72公斤)的人系好安全带时，通常会经历30克的减速，相当于对身体施加2.1吨的力。 通常认为，超过60 g的减速是致命的。 因此，像防撞盒一样，能够分散冲击的可变形结构的重要性。

There is one on each side of the car. It is made of steel, and carefully designed for an optimal collapse:

车的每一侧都有一个。 它由钢制成，并经过精心设计以实现最佳塌陷：

Here is how it plays out on a Tesla: the boxes in blue are folding like an accordion, absorbing part of the shock :

这是在特斯拉上的播放方式：蓝色的盒子像手风琴一样折叠，吸收了部分震动：

Practically, if the crash-box collapses excessively at low speed, it means that the car would fail the next collision performed at 35 mph (56km/h). And ours is scheduled for the following Monday at 2 pm at Karco Engineering, a remote testing lab in the San Bernardino desert, northeast of Los Angeles. We have four days to solve this and we can’t afford to delay the tests, nor can we waste too many cars. We have eleven prototype cars scheduled to be crashed. A few of them are there to be completely destroyed while others are to be re-used for another kind of crash (a large car maker might waste dozens of vehicles).

实际上，如果碰撞盒在低速下过度崩溃，则意味着汽车将无法以35 mph(56 km / h)的速度进行下一次碰撞。 我们的产品定于下周一星期一下午2点在洛杉矶东北部圣贝纳迪诺沙漠的远程测试实验室Karco Engineering进行。 我们有四天的时间来解决这个问题，我们不能推迟测试，也不能浪费太多的汽车。 我们有11辆原型车计划撞毁。 其中一些将被完全摧毁，而另一些将被重新用于另一种撞车事故(一家大型汽车制造商可能会浪费数十辆汽车)。

Back to the situation room. The engineer in charge of the crash-box design is clearly upset, split between guilt and incomprehension. We don’t waste time with finger-pointing. We need a solution, quickly. The conclusion is that we won’t change the design of the box, but we must use a stronger grade of steel. The purchasing manager summons one of his buyers, briefs him and the guy starts placing calls in the corridor. He’s back after ten minutes: “OK. There is a coil of steel available in North Carolina. Should I buy it?” Sure! No question!

回到情况室。 负责撞车箱设计的工程师显然很沮丧，内和不理解。 我们不会浪费时间指责。 我们需要快速解决方案。 结论是我们不会改变盒子的设计，但是我们必须使用强度更高的钢。 采购经理召唤他的一位买家，向他做简报，然后那个家伙开始在走廊上打电话。 十分钟后他回来了：“好吧。 北卡罗来纳州有可用的钢卷。 我应该买吗？” 当然！ 没有问题！

In the next 24 hours, the one-thousand pounds coil is on its way to a special processing plant somewhere in the Midwest to be cut, formed, and welded to make the crash-box. As Murphy’s law would have it there is a huge snowstorm in the central United States, grounding the flight carrying our precious cargo.

在接下来的24小时内，一千磅的卷材将运往中西部某处的特殊加工工厂，进行切割，成型和焊接，以制成防撞箱。 按照墨菲定律的要求，美国中部发生了一场大雪暴，使载有我们宝贵货物的航班停飞。

The pieces finally arrive on a Saturday night at Tesla’s main plant for a final hardening in an oven. Bad luck, the equipment fails. The repairman is called in the middle of the night, and at dusk, the cooking, which takes several hours, starts. The Karco test is thirty-hours away. On Sunday night, the still-warm elements are loaded in the trunk of my car. Exhausted by a sleepless night, I don’t feel like driving all night, my deputy takes the wheel, and after six hours on the dangerous I-5 highway, we arrive at Adelanto, in the middle of nowhere, 60 miles northeast of Los Angeles, just in time to affix the two crash-boxes to the car. The test is passed with flying colors and overall, the Tesla Model S was eventually granted a 5-star rating on all counts by the NHTSA, the maximum score a vehicle can get.

这些碎片最终在周六晚上到达特斯拉主工厂，并在烤箱中进行最终硬化。 运气不好，设备出现故障。 修理工在深夜被叫到，到了黄昏，烹饪要花几个小时。 Karco测试距离酒店有30个小时的路程。 在周日晚上，仍然温暖的元素被装载到我的汽车后备箱中。 一夜无眠的疲惫，我不想整夜开车，我的代理人坐方向盘，在危险的I-5高速公路上行驶了六个小时之后，我们到达了洛斯东北60英里处的茫茫荒野中的阿德兰托洛杉矶，正好及时将两个防撞箱贴在车上。 该测试通过了全彩测试，总体而言，特斯拉Model S最终被美国国家公路交通安全管理局(NHTSA)授予五星级评级，这是车辆可获得的最高分数。

对我而言，这则轶事很好地说明了特斯拉为何比直接竞争对手领先几年。 (To me, this anecdote is a perfect illustration of why Tesla is several years ahead of its direct competitors.)

I have been in a similar situation elsewhere, in which a showstopper incident suddenly occurs, impairing the entire design process of a new car.

我在其他地方也遇到过类似的情况，突然发生了暴行事件，从而损害了新车的整个设计过程。

What took a single meeting and five days at Tesla would have required a six-month-long process at Renault or Audi. It would have started with a thorough investigation going back to the source of the error, looking for the person to blame internally, investigating a possible blunder of the supplier, etc. Then, a politically delicate sequence would have unfolded to set up a series of meetings and workshops. Multiple hierarchical strata would have been involved, going up probably to the very top of the organization.

在特斯拉只开会一次又花了五天时间，就需要在雷诺或奥迪进行为期六个月的过程。 它将首先进行彻底的调查，然后再追溯到错误的根源，寻找内部负责的人，调查供应商可能的失误，等等。然后，一个政治上微妙的过程将展开，以建立一系列会议和研讨会。 将涉及多个层次结构，可能上升到组织的最高层。

That is the key to the Tesla Way: expedited, value-driven procedures, implemented with a maximum delegation, and a fast decision-making process in a flat structure.

这就是特斯拉之道的关键：快速，价值驱动的程序，以最大的授权来实施，并且以扁平的结构进行快速的决策过程。

This thinking involves the acceptance of a certain level of risk, which is unthinkable elsewhere. I’m not talking of customer safety features (on which there is no compromise whatsoever at Tesla) but more about development processes.

这种想法涉及接受一定程度的风险，这在其他地方是无法想象的。 我不是在谈论客户安全功能(特斯拉在这方面丝毫不妥协)，而是更多关于开发流程。

Another good example is the long-term durability evaluation of a car. When I discussed it with Elon, I told him our engineers’ calculations led to at least a million equivalent miles of driving required before launching the car — a six-month phase required to discover potential weaknesses and fix them. My request was actually very limited in regards to the industry practices: German manufacturers don’t release a car that has not clocked 10 million kilometers and two winters. Elon, in his customary laconic way, answered: “OK, do it. But we are not delaying the launch date for it… — But we might encounter issues that will require some modifications of the production models… — Yeah, I know, but we will make the changes afterward if we have to… — Even if it involves recalling some cars? — Yes. And for the rest, we will adjust by pushing some OTA upgrades (Tesla’s main software is maintained and upgraded remotely on a regular basis, just like a PC).

另一个很好的例子是汽车的长期耐久性评估。 当我与埃隆(Elon)讨论时，我告诉他，我们的工程师的计算导致在开车之前至少需要行驶一百万英里(等同)的行驶时间-需要六个月的时间来发现并修复潜在的缺陷。 就行业惯例而言，我的要求实际上是非常有限的：德国制造商不会发布未达到1000万公里零两个冬天的汽车。 伊隆以惯用的简洁方式回答：“好，那就去做。 但是我们不会为此推迟发布日期……–但是，我们可能会遇到需要对生产模型进行某些修改的问题……–是的，我知道，但是如果需要的话，我们将在以后进行更改……–即使涉及召回一些汽车？ —是的。 其余部分，我们将通过推动一些OTA升级来进行调整(Tesla的主要软件会像PC一样定期进行远程维护和升级)。

特斯拉不遵守汽车行业的习惯规则。 (Tesla does not abide by the customary rules of the car industry.)

While sometimes risky, it has largely contributed to its competitive edge. The company will never sacrifice the pace of its innovation for the sake of the sacrosanct process — a cardinal value in the car industry. For instance, legacy carmakers won’t ship a car with excessive “gaps and flush” (the space between body panels). Ours gave me a hard time as we couldn’t adjust what we call the “body geometry”. For months, we shipped cars afflicted with wider than usual gaps and the first models needed some manual adjustments with mallet and foam… What would have been deemed as unacceptable by any carmakers was seen as part of an ongoing process by Elon Musk who believed, rightly so, that the user experience of driving a truly innovative automobile would outweigh minor defects that will be eventually corrected. As the success of the brand (and market research) shows, Elon was right in his intuition.

尽管有时有风险，但它在很大程度上提高了竞争优势。 该公司将永远不会为了神圣的过程而牺牲其创新的步伐-这是汽车行业的基本价值。 例如，传统的汽车制造商将不会在汽车上制造过多的“间隙和冲洗”(车身面板之间的空间)。 我们无法调整我们所谓的“身体几何形状”，这给了我一个艰难的时刻。 几个月以来，我们运送的车子间隙比平常大，而第一个模型需要用槌和泡沫手动调整……任何汽车制造商都认为这是不可接受的，被埃隆·马斯克(Elon Musk)视为正在进行的过程的一部分，他坚信因此，驾驶真正创新的汽车的用户体验将胜过轻微的缺陷，这些缺陷最终将得到纠正。 正如品牌的成功(和市场研究)所表明的那样，伊隆(Elon)的直觉是正确的。

Where Tesla’s peculiar DNA is the most visible is in the recruiting. At the time I was there, the VP of Human Resources was Arnnon Geshuri, former HR director at Google where the staffing grew from 2500 to more than 20,000 people under his watch. Again, Elon handed him a straightforward roadmap: a) hire nothing but champions in their field, and b) make sure they have the right cultural fit. The result is a cohort of problem-solvers selected for their knowledge and expertise, but also for their creativity, sense of autonomy, and boldness. By contrast, a traditional automaker — a German one for instance- will seek for the same level of core competencies, but with a different cultural fit: up there, the engineer will be asked to study good solutions, while someone else, higher in the ranks will decide upon it.

特斯拉最独特的DNA出现在招聘中。 在我当时，人力资源副总裁是Google前人事总监Arnnon Geshuri，在他的领导下，员工人数从2500人增加到20,000多人。 埃隆再次向他提出了一条简单的路线图：a)除了聘用该领域的冠军外，别无其他选择； b)确保他们拥有正确的文化背景。 结果是一群因他们的知识和专长而被选中的问题解决者，也因他们的创造力，自治感和大胆而被选中。 相比之下，传统的汽车制造商(例如德国的汽车制造商)将寻求相同水平的核心竞争力，但具有不同的文化适应性：在那里，工程师将被要求研究好的解决方案，而其他人则需要研究更好的解决方案。队伍将决定它。

This principle leads to three key differences:

该原则导致三个主要差异：

One, as we saw earlier with the crash-box example, Tesla is obsessed with speed — and it applies it to every operational decision.

正如我们在前面的碰撞盒示例中看到的那样，特斯拉着迷于速度-并将其应用于每个操作决策。

Two, it leads to a much flatter hierarchy: At the time we launched the Model S, there were only two layers below Elon. Later when I joined Audi to build the e-tron, I was dealing with four hierarchical levels just for the engineering department, supplemented by two other echelons above. In short, we are talking of at least a 3 to 1 ratio. As a result, Tesla moves incomparably faster than Audi for instance. Where the Model 3 took 3 years in development, it would have been the customary 60 months time frame at Audi.

第二，它导致层次结构更加扁平化：在发布Model S时，Elon下方只有两层。 后来，当我加入奥迪制造e-tron时 ，我只为工程部门处理四个层次级别，上面还有另外两个梯队。 简而言之，我们谈论的是至少3：1的比率。 结果，特斯拉的移动速度比奥迪快得多。 如果Model 3需要3年的开发时间，那将是奥迪惯常的60个月时间表。

Three, the intensity of the workload at Tesla leads to higher turnover among executives and engineers. With a 27 percent replacement rate, it is even higher than in prominent startups like, for instance, Lyft (23 percent). And for Elon Musk’s direct reports the turnover hit a record of 44 percent last year, according to Alliance Bernstein tech analyst Toni Sacconaghi. We used to say that a year at Tesla equals seven years elsewhere, just like “dog years”.

第三，特斯拉工作量大，导致高管和工程师之间的人员流动增加。 替换率为27％，甚至比Lyft等知名初创公司(23％)更高。 据联盟伯恩斯坦技术分析师托尼·萨科纳吉(Toni Sacconaghi)称，对于埃隆·马斯克(Elon Musk)的直接报道，去年的营业额达到了创纪录的44％。 我们曾经说过，在特斯拉的一年等于在其他地方的七年，就像“狗年”。

In its quest for speed, Tesla has developed an approach closer to the tech world than heavy industry. It will not hesitate to make selective acquisitions if it means saving time (in software for instance), where a carmaker will not deviate from the “not invented here” principle.

为了追求速度，特斯拉开发了一种比重工业更接近科技世界的方法。 如果这意味着节省时间(例如在软件中)，那么汽车制造商将不会偏离“此处未发明”的原则，因此会毫不犹豫地进行选择性收购。

I will conclude with a question I face quite often. Can Tesla maintain its lead or will carmakers like Volkswagen Group eventually catch up? Legacy manufacturers are without any doubt injecting agile methods in their processes. But, their key value remains the process, following operational experience from which strict rules and methods derive. The departure from this culture might take a long time. While young talented engineers joining these firms have been trained with new work approaches, chances are the bulky technostructure will curb their enthusiasm. In the meantime, I am pretty convinced that Tesla will do whatever it takes to retain its lead in key areas such as software, assisted driving capabilities (not Level 5 autonomy, we will discuss that later), performance, user experience, etc. The gap is here to stay. That explains why Tesla, with a market cap of $271 billion, vs $172 billion for Toyota, has now become the most valued carmaker in the world.

最后，我会提出一个我经常遇到的问题。 特斯拉能否保持领先地位，还是像大众汽车集团这样的汽车制造商最终会追上潮流？ 传统制造商无疑会在其过程中注入敏捷方法。 但是，遵循严格的规则和方法所产生的操作经验，它们的关键价值仍然是过程。 离开这种文化可能需要很长时间。 虽然加入这些公司的年轻有才华的工程师接受了新的工作方法培训，但庞大的技术结构很可能会抑制他们的热情。 同时，我非常相信，特斯拉将尽一切努力在软件，辅助驾驶功能(不是5级自动驾驶，稍后再讨论)，性能，用户体验等关键领域保持领先地位。差距就在这里。 这就解释了为什么特斯拉目前的市值为2710亿美元，而丰田汽车的市值为1720亿美元，如今已成为全球最有价值的汽车制造商。

— Philippe Chain with Frederic Filloux

— 菲利普 ·弗兰克 ( Philippe Chain) 与 弗雷德里克·菲尔 ( Frederic Filloux)

* Philippe Chain is an international expert on electric vehicles. Trained at a top French engineering school, as well as INSEAD and Stanford GSB, he has accumulated nearly 30 years of experience in the automotive industry. At Renault, Chain was a Chief Vehicle Engineer before switching to an electric strategist position. At Tesla, he was VP for quality during the development of the Model S, and later, he worked for Audi and for Faraday Future. Today, he assists several carmakers and governments willing to venture into the electric car industry.

* Philippe Chain是电动汽车的国际专家。 他在法国一所顶尖的工程学校以及INSEAD和Stanford GSB接受培训，在汽车行业积累了近30年的经验。 在雷诺汽车公司任职之前，Chain曾担任首席车辆工程师，后来转为电气战略家。 在特斯拉，他在Model S的开发过程中担任质量副总裁，后来他在奥迪和法拉第未来工作。 如今，他协助几家愿意涉足电动汽车行业的汽车制造商和政府。

The Monday Note is almost 13 years old and we are going to give it a refresh. As a first step, we would like to get your opinion about our work. Please take a moment to complete this short survey. This matters a lot to us.Thanks! — Frederic

周一笔记已经将近13年了，我们将对其进行刷新。 首先，我们希望获得您对我们工作的意见。 请花一点时间完成此简短调查。 这对我们很重要。谢谢！ — 弗雷德里克

翻译自: https://mondaynote.com/how-the-tesla-way-keeps-it-ahead-of-the-pack-358db5d52add

不用电线使灯泡 特斯拉