Chris Williamson

This version is like you want the designers and the engineers and the manufacturers, they all work in the plant so they can see the downstream effects of the decisions that they make in the design process.

Um, it's very, it's very easy to try to break your feedback loop and not sense when you're doing something harmful or even not missing an opportunity to do something great that could benefit you.

Yeah.

And on the production line, it's like walk to the red.

There's green or red everywhere on the production line.

And it's like, if something is red, there's a problem, go there immediately.

There's a couple of versions of it.

Physically move yourself immediately where the product, you should see his like, if you track his private jet, it's like,

all over the world, constantly on the move.

And so it's not just like locally move yourself to wherever the problem is immediately.

Call the people, get them in the room, go there.

Like it's an underrated thing to be physically where the problem is.

And whatever the most important, this goes back to the kind of like the original multiplying things of like, whatever the most important thing to do is, whatever the limiting factor is, attack it immediately.

in the most effective way possible, which is usually going physically to where the problem is and seeing it for yourself directly or pulling in all the people that have a hand in it.

Do things in parallel.

Yeah, George and I were talking about this this morning because I think there's like conventionally good wisdom that is focus.

And this was one of the things I was surprised by.

Warren Buffett's the perfect quote to like explain this concept at a high level, which is like, you can't get a baby in one month by getting nine women pregnant.

Elon's tried.

So there are some things that there's an incompressible amount of time.