花了 43 小时 57 分钟，看完了 ，还是挺有成就感的，毕竟那么厚一本（现在成就感可真容易获得）。

  1. 这本书里，我印象最深的，是 Musk 极致的删除——删除产品里不必要的元素、删除流程、删除生产线组成部分（比如机械臂），甚至删除人员（Twitter 裁员 75%）。举一些例子：

a. 早年做 x.com 时，删除用户名、社会安全号码和家庭地址等信息，让用户需要填写的内容最少。    b. 在 SpaceX，闪电击中测试台导致燃料箱出现凹陷和裂缝，他只是让人把凹陷敲平，裂缝焊上，继续用。    c. 试图用环氧树脂修复损坏开裂的发动机动力室（失败了）。    d. SpaceX 第四次火箭发射前（前三次都失败了），火箭运输过程中，因为飞机气压问题导致金属外壳凹陷破坏，Musk 决定就近修复并跳过安全检查步骤——否则需要延迟发射——但跳过安全检查，有很大概率失败。    e. 第 46 章 Fremont 工厂，2018 年 4 月初，周产 Model 3 2000 辆。Musk 定了年中做到 5000 辆的目标。为了完成这个“不可能完成的任务”，他泡在生产线上寻找卡点，删除了大量的传感器、机器人，甚至用帐篷在停车场建了条生产线，终于在 7 月 1 日前，达到周产 5000 辆的目标。    f. 故事还有很多，比如一体成型的汽车底盘、Twitter 里的大刀阔斧等，我就不回忆了。

  1. 其他印象很深的还有：设定不可能完成的任务、设计师跟工程师一样在生产线上、近乎鲁莽的冒险。

  2. 以及，摘抄一小段话。塔鲁拉恐惧地看着，夜复一夜，马斯克会和自己喃喃自语，有时挥舞双臂并尖叫。她说：“我一直担心他会心脏病发作。” “他会做噩梦，在睡梦中尖叫，抓挠我。那真是太可怕了。我非常害怕，而他则感到非常绝望。” 有时他会去卫生间开始呕吐。她说：“他会感到腹部不适，然后尖叫和呕吐。” “我会站在马桶旁边扶着他的头。”超常的成功，和超常的压力，不是常人能想象的。我没有勇气承担这样的压力。

  3. 最后，抄一段书（之前在特斯拉和三顿半做产品的步骤提过一嘴，但是没看到这么多故事，其实感触并不深。这次看完，觉得特别好。向同事以及好些朋友推荐了这本书），希望我们团队也能努力删除不需要的东西，让自己尽可能简洁：

At any given production meeting, whether at Tesla or SpaceX, there is a nontrivial chance that Musk will intone, like a mantra, what he calls “the algorithm.” It was shaped by the lessons he learned during the production hell surges at the Nevada and Fremont factories. His executives sometimes move their lips and mouth the words, like they would chant the liturgy along with their priest. “I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments:

  1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb.

  2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough.

  3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist.

  4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted.

  5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

The algorithm was sometimes accompanied by a few corollaries, among them:

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword.

Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided.

It’s OK to be wrong. Just don’t be confident and wrong.

Never ask your troops to do something you’re not willing to do.

Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers.

When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant.

A maniacal sense of urgency is our operating principle.

The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

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