jajaâŠskepsisen rĂ„r hos mange,deriblandt ogsĂ„ inkludert meg.
vinn eller forsvinn ilĂžpet av 2025.
Imponert over at Musk er pÄ beina jeg!
Noe positivt om Tesla (dog bilen, ikke selskapet/aksjen), greit Ă„ vite @pdx :
https://www.tek.no/artikler/sa-mye-taper-tesla-batteriet-seg/434964
Ă„ herreguudâŠ
âNok en gang har Tesla utsatt produksjonen av Model 3. Og tusenvis av nordmenn som betalte 1.000 dollar i kĂžavgift for to Ă„r siden, i troen pĂ„ at de skulle fĂ„ bilen i disse dager, mĂ„ belage seg pĂ„ Ă„ vente til neste vĂ„r, melder Finansavisen i dagâŠâ
litt senereâŠ
http://www.hegnar.no/Nyheter/Boers-finans/2018/04/Elon-Musk-blar-opp-nesten-800-millioner
konklusjon,-jeg tror pĂ„ ryktene,om at Elon Musk er pĂ„ vei Ă„ gi opp Tesla,-det var da ikke lenge siden sist vi sĂ„ intervju med hans innsats i Tesla-selskapet,der han sov i fabrikken,der han nĂ„ idag begynner pĂ„ ny med fokus pĂ„ âHyperloopââŠ
StÄr litt pÄ dinside.no om at Tesla midlertidig stanser model 3 produksjonen. à rsak er at de skal jobbe med Ä effektivisere produksjonsprosessen.
2# gang pĂ„ 2 mĂ„nederâŠ
nÄr skulle han begynne pÄ Tesla roadstern,Semi truckn?
og ikke minst den nye pickup truck`n�
nei,dette tror jeg vil ende med en god galimatias,frem med popcornet.
Litt avsporing, men hva skjer med norske teslaeiere og de som har forhÄndsbestillt ved en konkurs?
Det er vel gjerne bai bai til de pengene med annet selskapet ved konkurs likevel klarer Ä samle opp midler til Ä tilbakebetale dette. Jeg vil tro det er andre kreditorer som stÄr foran i kÞen, uten at jeg kan si at jeg sitter med den juridiske kompetansen til Ä vurdere det.
Er nok bare Ă„ se langt etter de pengene.
Men jeg vil tro at de som betaler inn 10.000 i depositum har rÄd til Ä tape de kronene. Selv om det er kjipt.
Men jeg har ikke tro pÄ en konkurs, og hÄper virkelig ikke at det skjer! Musk sin drivkraft er ikke Ä bli rik, det Ä dra inn mye penger er bare for Ä kunne gjÞre nye fremskritt for menneskeheten.
Hadde ikke Musk fyrt i gang Tesla hadde vi kjĂžrt rundt i elbiler med Think rekkevidde fortsatt.
En har SpaceX, HyperloopâŠ
For en clickbait tittel! Enda godt det ikke var for alltid, lolz.
Ser dette som et bevis pÄ at de driver aktiv prosessforbedring, og er agile nok til Ä utfÞre stÞrre endring ved behov.
Folk sprer frykt om konkurs - dette er et selskap i vinden med mcap pÄ 48.597B DOLLARS
De skal nok klare og ordne en milliard eller 10 om det kniper.
Folk sprer frykt om et Elon vil gi seg - Elon har nettopp signert det som potensiellt er verdens stĂžrste bonusavtale over 10 Ă„r
Folk tror de ikke klarer Ă„ lage nok biler - Denne mailen gikk visstnok ut fĂžr siste rekonfigurering:
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 Teslaâs 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.
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 donât 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. Thatâs ok, there are lots of other car companies with much lower standards. They just canât work with Tesla.
Profit
A fair criticism leveled at Tesla by outside critics is that youâre not a real company unless you generate a profit, meaning simply that revenue exceeds costs. It didnât 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 doesnât 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 youâre 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 arenât adding value. It is not rude to leave, it is rude to make someone stay and waste their time.
Donât use acronyms or nonsense words for objects, software or processes at Tesla. In general, anything that requires an explanation inhibits communication. We donât 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 âchain of commandâ. 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 âcompany ruleâ 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 emdesk@tesla.com.
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
akkurat om Tesla vil gÄ konkurs tror jeg ikke med det fÞrste,det er nok av miljÞfanatikere der ute som fortsatt kommer til Ä putte penger i selskapet,-men nÄ kommer de andre store bilaktÞrene med sin El-biler,og de blir mange Ä velge mellom,sÄ Tesla sine usle tusen produserte vil bli utvannet blandt det som kommer de neste Ärene.
og det er den effekten jeg mener vi vil se pÄ Tsla-aksjen,-Go Short!
Problemet er jo at de andre henger pokker sÄ langt etter. Hadde de annonsert biler med 6-700km range hadde jeg vÊrt mer bekymret, men nÄr de annonserer biler for 2019-> med rekkevidde Tesla leverte i 2017 blir det litt vel svakt. Dessuten har ingen begynt Ä bygge ladenettverk. Alle skryter av enormt kraftig lading, men det hjelper lite nÄr det ikke finnes en eneste superlader Ä oppdrive.
Helt enig @Konamixx
Greit at de eksisterende bilprodusentene sÄvidt begynner Ä vÄkne fra dvalen, men de kommer jo ikke med noe nytt!
Her har Musk bygd opp ladenettverk over hele Europa, rekkevidde med 4-500 km har de levert i flere Ă„r, selvkjĂžrende biler, adaptivt luftunderstell som husker hvor det er behov for Ă„ heve bilen, feks kjerreveien opp til hytta osv osv
Det hadde vĂŠrt tragisk om Tesla bukket under, men det tror jeg ikke kommer til Ă„ skje.
Hvor skal en feks lade den nye Jaguaren pĂ„ bilferie gjennom Europa? PĂ„ 50 kW ladereâŠ
Hvor lader en Tesla? Selvsagt pĂ„ superladenettverket, eksklusivt for Tesla eieređ
Ser TSLA har valgt dato for Q1-tall:
http://ir.tesla.com/releasedetail.cfm?ReleaseID=1064309
Noen som er spente pÄ hva som blir presentert? Hva tror dere om kursen etter at Q1-tallene er presentert? Uten at jeg har sjekket det nÞye virker det som kursen gjerne gÄr ned etter Q-presentasjonene?
Today, Tesla is having the same frustrating experience. Tesla is manufacturing its cars at a plant in Fremont, California, that was formerly a famous GM/Toyota joint factory called NUMMI. According to Automotive News, NUMMI had 2,470 employees in 1985, its first year in operation, and produced 64,764 cars. By 1997, it had 4,844 workers and produced 357,809 vehicles.
By contrast, Automotive news estimates that Tesla has somewhere between 6,000 and 10,000 workers in 2016 (the San Jose Mercury News said it was âabout 10,000â last year) and manufactured just 83,922 vehicles. That means Teslaâs plant in 2016 was less than half as productive, on a per-worker basis, as it was during the first year of GM managementâand more than five times less productive than it was during NUMMIâs heyday in the 1990s.
Crazy!
FÄr ta med neste avsnitt ogsÄ
To be fair, Tesla is known for being more vertically integrated than competitors. So some of those extra workers may be doing work that would have been performed by suppliers in the NUMMI plant.
snart Q1 tall fra Tesla,blir spennende Ă„ seâŠ