Agile at Tesla with Joe Justice Agile Munich

A recording of Joe's talk at Agile Munich, Sep 23rd 2021
You can reach Joe at www.ABI-agile.com and [e-mail], thank you so much!

[@capestreasuresPtown]

Boy, my Tesla conviction was high before Joe Justice...now it's orbital!

[@cbmusgrave]

Feel like I had a back stage pass to see what is behind the curtain that makes Tesla go (fast)! Listening to this was transformative!

[@cybergigafactory]

This and your other video about Agile at Tesla are the best Videos I have ever seen on KZbin. Thanks for that deep inside. I would love to see more of that. Sadly I don’t need the course. But I hope many great people will learn from it.

[@Kaotonix]

this information is just free on KZbin, this is incredible thank you

[@vitavacek3483]

Thanks Joe for sharing it. I follow anything about Tesla and this is an important piece of the puzzle for me. I'm a Tesla fan, love their cars and investor since 2013.

[@spyplex]

Chills bro. Chills! Hopefully non-engineers will understand too. Thank you for sharing this with the world. Elon belongs to the world.

[@richardteychenne3950]

Great content, interestingly this is the second of Joe's sessions I have joined. Session one left me in a state of mental engagement, not shock more fascination, this time many of the seeds took route and are sprouting into ideas. Awesome!

[@Putersdcat]

Thank you Joe.

[@mrhickman53]

I am amazed how far the concept of hardware agile has progressed. I first took a hardware team through sprint cycles about twenty years ago with the entire company thinking I had holes in my head. That was on 28-day cycles, as I recall, for deliverables, which for the early sprints production intent compute platforms the top of the software backlogs as well as models for the various user experience teams. Based on lead times for prototypes we had to be creative on the definition of "done" for each sprint. We resolved this at this time by properly identifying the customer of each breadboard and/or prototype. What we did not allow ourselves to do was use proxy components that did not behave identically in the way the customer of that sprint intended. Rube Goldberg would have been proud of some of the assemblies we called done, but the software developed in the following sprint would always transfer to the hardware product of that sprint. It was challenging, exciting and extremely hard planning at the start of each cycle. Calling that experience agile is almost an embarrassment compared to what is described here but was quite disruptive to the norm in its day. Today's hardware agile totally explodes the norm.

[@topdog5252]

This is some of the best business content I have ever seen.

[@JoeJustice0]

TY! Summary with jargon for brevity: OpenSpace, Mob, LeanCoffee.

[@gridcoregilry666]

wow Joe, love your spirit! thx for sharing!

[@mohali4338]

Oh wow. I couldn't imagine this. This is incredible.

[@afoolandhismoney8871]

The machine that builds the machine that builds the machine

[@kathrinr5003]

Great content, Joe 😊

[@fkarg10]

Your presentation skills are getting better and better!

[@ThomasButryn]

Joe this is so awesome, I describe the Tesla way of working, or Musk companies way of working, as Lean 2.0. The amazing pace of Innovation to me is one of the most powerful points. You describe how this approach is incredible for manufacturing, but can you tell us how the enabling functions in the organization, like Finance, HR, etc. utilize the tesla way of working? Toyota never solved that problem with their Lean system, I am wondering if Tesla, and Elon's companies, have achieved it. Thank you.

[@williamscoggin1509]

This is really fascinating, who would ever have thought of setting their company up with this format. And I understand now not just the open testing of things over the last 18 to 20 years where you let the mistake happen and fix it right then and move on. As you say even if you were hired just to be a janitor you can make improvements in the supplies and the routine yourself because you're the one who has the knowledge in that area but walking around you can also notice any efficiencies and help bring those to life too. That's pretty simple as far as wording but I get the concept. As you say it is all based on the master structure of tiers. Start off building something new and the cost doesn't matter. Next step is to simplify whatever you can and make it cost less even if it's just a miniscule amount less, or the use of less parts even down to the number of screws which will reduce cost and speed up production and so on. Wow! 👍🏻👍🏻👍🏻

[@MartyDTVP]

My guess is that there are no "janitors". If I am understanding the Agile concept correctly, there are team members who realize that the floor is getting dirty, and work to keep it as clean and hygienic as necessary to keep employees disease free, and laptops dust free as they sit on the floor discussing paint or heat pumps.

[@randolphtorres4172]

THANKSGIVING

[@roelesch]

Joe, I wonder about the example with the paint job... Are the sprints that address the issue approach more as Validated Learning, or does every sprint from every team always yield a product increment?

[@JoeJustice0]

The intent is every sprint, or work and deployment cycle, should result in an improvement in production and improved product.

[@roelesch]

@@JoeJustice0 Thanks for the reply! If a group is really able to improve on a wide variety of places (being able to gCode for robots, but als to solve chemical paint issues) that makes me really curious about the "walk-up simple" concept. Too often companies end up as a collection of specialists, who are not easily able to work outside of their expertise. If teams at Tesla are really cross-functional, I would be very interested in the efforts one can take to teach everyone to do things like working on paint. Are you able to share more information on the "walk-up simple" concept?

[@JoeJustice0]

@@roelesch there is cross "training", but it's much more about making the work more simple. By default most industrial robots are complicated to setup, troubleshoot, dial-in. But they don't need to be any more difficult then playing a basic phone game if they have a great UI stack added. Many factory operations are like this. It's a huge effort, but the end effect of product engineering and design to the factory is that the factory can be a beautiful, intuitive product.

[@THsu-fq1rn]

Hi Joe, this is the second interview I've seen you on this topic but could you clarify a bit, can an assembly line worker decide they work on something else? If so, what happens to their current job and rate of the assembly line?

[@JoeJustice0]

Hi T. Hsu. Yes, but implications to the line are immediately visible to everyone. For example I worked assembly line steps and left to kaizen another area or join another work group but only when there was slack and the team near me agreed it was the highest value choice. If someone just plain leaves and the line suffers and higher value doesn't visibly emerge elsewhere from the action, their team will hold them accountable and fire them if the stupidity is severe enough. This falls under "stupid stuff" in the anti-employee handbook handbook. Quite clear in practice. #Adulting Again what enables this is nearly immediate visible feedback on your phone and factory wide monitors so people and teams can largely self-manage. Most companies don't have this #digitalization yet.

[@mikebaker3152]

2.46k subscribers. But >23k views?

[@colingenge9999]

As a Telsa customer I have dozens of ideas that would improve my Tesla but no one is asking. Many of my ideas have zero sustained cost.

[@olyalphy]

There is a website or forum where enhancement requests are made. But it feels like Tesla don't look at it or take it seriously. The best way appears to be to Tweet Elon and hope he takes notice. Agree with you that there should be a better way. Tesla make great products! But I think they can be even better by listening to end users.

[@ironmanni87]

didn't know ciro di marzio worked for tesla!

[@cathyk9197]

Mind sufficiently blown! As someone who started at gm subsidiary EDS in 1985, legacy industries aren't going to be able to adapt in time. Expect disruptors will emerge in each economic segment so buckle up buttercup!

[@rl9702]

47:45 I could see how that thinking could have lead to the Dieselgate emissions scandal.

[@andrewpaulhart]

Hmmm a lot of what joe says is really interesting and even inspirational …. But I must admit to being a little skeptical about his implication that everything is governed by agile. He gives the impression that practically no one is engaging in management and planning.

[@visiontransformation]

That is the principle of a flat organization

[@andrewpaulhart]

@@visiontransformation flat is one thing. What he describes is something different

[@Goldsteinphoto]

The paint story is interesting. But why did a car with bad paint get to the customer in the first place?

[@jjohur]

This all sounds great but I’m somewhat skeptical. Tesla has had paint problems for a long time compared to ICE manufacturers … why has this not been fixed? Same with fit-and-finish. Its almost as if they don’t have any QA.

[@DouglasEKnappMSAOM]

@@jjohur The problems have been fixed. The problem is that the media and the consumers of it have not yet caught on or don't want to because they support ICE.

[@marcellfoti7340]

Iterations, iterations. Paint is no exception. And the 100th iteration is just so good other companies cannot even copy/understand.

[@korchansan]

​@@jjohur I would rather they not spend their time using what QA they have on Paint jobs and use that time to not recreate the Ford Pinto experience.

[@takar9316]

What do you think of Elon Musk?

[@MikeCasey311]

Agile for primary school education?🇺🇸

[@JoeJustice0]

Needed.

[@jorngreszki2694]

He is brilliantly hyping the new religion: agile! Something every clever person did his entire life in absence of good governance/proper design/planning is now declared to be the statdard method.

[@RCdiy]

Wow Joe. So is this how China factory operates? Separate to China-how long does it take for the agile system to start working smoothly at a new Tesla factory. For people who haven’t watched your presentation l can imagine being hired and then being dumbfounded on what to do the first day or week they show up for work.

[@waynerussell6401]

kzbin.info/www/bejne/kICmXph6draprc0

[@RCdiy]

@@waynerussell6401 THANK YOU. Awesome video.

[@vinitasher]

feels like this guy is bogus!

[@korchansan]

Maybe, but Elon is not bogus.