福特VS特斯拉：如何用设计思维应对复产复工
本周一，底特律的三大汽车制造商重启了从3月开始停工的生产线。不过在达成重新开放的协议之前，这些公司已经与美国汽车工人联合会和密歇根州州长格雷琴·惠特默等进行了数周的会谈。最终，通用汽车、福特和菲亚特克莱斯勒公司的高管说服了工会领袖，并表示他们将采取措施最大限度地降低工人被感染的风险。
三大车厂复工后，工人将接受健康检查，消毒双手，并佩戴口罩、面罩或安全眼镜。公司用透明的塑料板将人与人隔开，对轮班后的工具和设备进行消毒。据美国媒体报道，福特汽车正在进行一项试验，让工人佩戴特制的腕带，当工人彼此相距六英尺（约1.8米）时，这些设备就会振动，其目的是防止工人违反卫生专家建议的距离，以免传播冠状病毒。
如今，设计顾问都在积极运用设计思维来打造优秀产品。福特公司的首席执行官吉姆·哈克特是设计思维的拥护者，这种产品设计的理念将用户体验放在最重要的地位。
设计公司IDEO的全球董事总经理伊恩·罗伯茨开发了设计思维的方法。他强调，设计师不能闭门造车，需要让利益相关者参与到解决方案的设计中来，由此产生的方案才能得到每个人的理解与接受。
麦肯锡顾问公司在近期的报告中指出，“加强公司的内部沟通至关重要，包括定期分享公司内部关于疫情危机的认知以及在疫情期间如何保护员工和组织的方法。”该报告还表示，“最好的方式是双向沟通，公司管理者在回答问题的同时，也要与各级员工展开公开对话。”
“你必须建立信任。”作为设计思维的拥护者，IBM的首席设计师亚当·卡特勒说道。“人们不想要强加在他们身上的决定。你必须与他们充分沟通，获取用户体验的反馈。”
而特斯拉的首席执行官埃隆·马斯克在试图重新启动美国加利福尼亚州弗里蒙特工厂时，进行了一场并不完全来自设计思维的对话。
周一，特斯拉在未经州政府协商或批准的情况下，让员工重返工作岗位。马斯克一直公开批评新冠疫情期间采用的封锁措施，并将之称为“法西斯”。
在阿拉米达县卫生官员于上周警告特斯拉不要重开加州工厂后，马斯克上周末起诉阿拉米达县政府，并威胁将总部迁出加州。在重新开业时，特斯拉发布了一项计划，以确保工人安全返回工厂。
该公司表示，“在开始工作之前，我们花时间对员工进行适当的培训，所有员工必须完成在线视频培训，才能回到特斯拉的工厂工作。”
目前尚不清楚这些措施是否足以让工厂工人安心。特斯拉是美国唯一一家没有加入工会的大型汽车制造商。据美国之音报道，马斯克采取了一系列策略来阻止工人加入美国汽车工人联合会。（财富中文网）
编译：于佳鑫
本周一，底特律的三大汽车制造商重启了从3月开始停工的生产线。不过在达成重新开放的协议之前，这些公司已经与美国汽车工人联合会和密歇根州州长格雷琴·惠特默等进行了数周的会谈。最终，通用汽车、福特和菲亚特克莱斯勒公司的高管说服了工会领袖，并表示他们将采取措施最大限度地降低工人被感染的风险。
三大车厂复工后，工人将接受健康检查，消毒双手，并佩戴口罩、面罩或安全眼镜。公司用透明的塑料板将人与人隔开，对轮班后的工具和设备进行消毒。据美国媒体报道，福特汽车正在进行一项试验，让工人佩戴特制的腕带，当工人彼此相距六英尺（约1.8米）时，这些设备就会振动，其目的是防止工人违反卫生专家建议的距离，以免传播冠状病毒。
如今，设计顾问都在积极运用设计思维来打造优秀产品。福特公司的首席执行官吉姆·哈克特是设计思维的拥护者，这种产品设计的理念将用户体验放在最重要的地位。
设计公司IDEO的全球董事总经理伊恩·罗伯茨开发了设计思维的方法。他强调，设计师不能闭门造车，需要让利益相关者参与到解决方案的设计中来，由此产生的方案才能得到每个人的理解与接受。
麦肯锡顾问公司在近期的报告中指出，“加强公司的内部沟通至关重要，包括定期分享公司内部关于疫情危机的认知以及在疫情期间如何保护员工和组织的方法。”该报告还表示，“最好的方式是双向沟通，公司管理者在回答问题的同时，也要与各级员工展开公开对话。”
“你必须建立信任。”作为设计思维的拥护者，IBM的首席设计师亚当·卡特勒说道。“人们不想要强加在他们身上的决定。你必须与他们充分沟通，获取用户体验的反馈。”
而特斯拉的首席执行官埃隆·马斯克在试图重新启动美国加利福尼亚州弗里蒙特工厂时，进行了一场并不完全来自设计思维的对话。
周一，特斯拉在未经州政府协商或批准的情况下，让员工重返工作岗位。马斯克一直公开批评新冠疫情期间采用的封锁措施，并将之称为“法西斯”。
在阿拉米达县卫生官员于上周警告特斯拉不要重开加州工厂后，马斯克上周末起诉阿拉米达县政府，并威胁将总部迁出加州。在重新开业时，特斯拉发布了一项计划，以确保工人安全返回工厂。
该公司表示，“在开始工作之前，我们花时间对员工进行适当的培训，所有员工必须完成在线视频培训，才能回到特斯拉的工厂工作。”
目前尚不清楚这些措施是否足以让工厂工人安心。特斯拉是美国唯一一家没有加入工会的大型汽车制造商。据美国之音报道，马斯克采取了一系列策略来阻止工人加入美国汽车工人联合会。（财富中文网）
编译：于佳鑫
On Monday, Detroit's Big Three automakers will restart production lines shut down in March amid the spreading coronavirus outbreak. The agreement to reopen comes after weeks of haggling—among the companies, the United Auto Workers, Michigan's Republican-controlled legislature, and the state's Democratic governor Gretchen Whitmer.
The standoff was politically charged. But executives at the Big Three—GM, Ford, and Fiat-Chrysler—eventually persuaded union leaders that it could take steps to minimize the risk of infection on the job.
As they return, workers at Big Three factories will receive extensive health screening. They'll be provided with masks and face shields or safety glasses, required to stand six feet apart, sanitize their hands. In some cases, employee workstations will be separated with clear plastic panels. Tools and equipment will be sanitized each shift. Ford is reportedly testing electronic wristbands that detect and alert workers when they are within six feet of someone else.
Design consultants, both internal and external, have been actively involved in thinking through these new ways of working. As I noted in this space two weeks ago, Ford CEO Jim Hackett is an ardent advocate of "design thinking," an approach to problem-solving that emphasizes empathy and putting the needs of users first.
Iain Roberts, chief operating officer at IDEO, the global design consultancy that developed the design thinking approach and works closely with Ford, stresses designers can't just dream up solutions in isolation. The key, he argues, is to engage stakeholders to devise solutions everyone understands, accepts, and is willing to implement. That's a message I've heard from many designers over the past several weeks in return-to-work discussions.
"Ramping up internal communications is vitally important, including regular sharing of information about the company’s evolving knowledge of the crisis and how it is using that knowledge to protect employees and the organization," declare consultants at McKinsey in a recent report on manufacturing in the COVID crisis. "The best communication is two-way, with managers answering questions and engaging in an open dialogue with employees at all levels."
"You have to build trust," says Adam Cutler, a top designer at IBM, which also champions the design thinking approach. "People don't want decisions handed down to them. You have to give them the space to tell you what they're feeling."
And then there's Elon Musk. In trying to restart production lines at Tesla's sole U.S. plant in Fremont, California, the electric carmaker's founder has engaged in a different kind of dialogue—one that's not exactly from the design thinking playbook.
On Monday, without any consultation or approval from the state, Tesla ordered the plant's 10,000 employees back to work. Musk has been a vocal critic of pandemic-related lockdowns, which he has called "fascist," and argued that measures taken to combat the virus will prove more destructive than the infection.
The previous weekend, the headstrong CEO filed a federal lawsuit against Alameda County, which has ordered the plant closed as a non-essential business. For good measure, he threatened to move the factory to another state. In reopening, Tesla has announced a plan to ensure worker safety at the factory, including many measures similar to those being rolled out by the Big Three.
“We are taking the time we need to get our personnel properly trained before they begin work and all employees must complete an online video training before returning to work at any Tesla facility,” the company said, noting the prevention measures at its California plant are modeled on steps it has taken at its Shanghai Gigafactory.
It's unclear whether those measures will be sufficient to reassure the plant's workers. Tesla is the only large U.S. automaker that isn't unionized. Vox reports that Musk has employed a host of different tactics to stop workers from joining the UAW. The Tesla founder's latest pledge to stand with his workers may not put them at ease.
