Elon Musk on August 4th at the 2022 Shareholder’s Meeting presenting on Take Charge and injury rates.
Take Charge: Scaling Employee Feedback at Plaid Speed
How I scaled an employee engagement product, Take Charge, from 49k annual submissions to over 1.2 million in under 2 years, winning 2nd place in the 2022 NSC Innovation Award and helping contribute to the 30% reduction of Tesla's ASTM injury rate from 2021 to 2023.
2 year growth at the scale of ~2150% (49k to 1.2M)
Est. $4.9M in annual savings
NSC 2022 Innovation Award Runner-Up
What is Take Charge and Why was it made?
From humble beginnings, Take Charge was launched in 2021 and began as a feedback form, where employees could submit safety-related improvements or concerns that are auto-escalated to the appropriate management chain if no action is taken [8].
OSHA, the Occupational Safety and Health Administration, requires that employees be able to report unsafe working conditions to appropriate officials without fear of retaliation.
However, when these conversations happen in person (typically between an employee and their manager), there is a lack of tracking, follow-up, and accountability which makes employees feel like their voices are not being heard. This problem statement was the basis for the unique accountability and action-tracking features Take Charge implemented. As an EHS Specialist during my first 6 months at Tesla, I learned about the tool and quickly shared it with my department of 450+ production associates.
My Mission: Thinking Big
After my transition to MyEHS, Tesla's internal EHSS management system, I was assigned as the Product Manager for Take Charge in 2022, a year after its release, due to the previous PM's departure from the company. In the first year of deployment, Take Charge only received 49,000 submissions. My mission was "simple", empower every Tesla employee & contractor with a platform to own their work and see their improvements implemented.
Starting out as just a safety feedback form, Take Charge was rebranded to be inclusive of Tesla’s core operational focuses -SPARC (Safety, People, Accuracy, Rate, Cost)- which defined the company-wide agenda and decision-making priorities [1]. However, this alone was not enough to ensure product success.
Through candid conversations with EHS Leadership, my peers back in Gigafactory Nevada, and after performing an assessment of similar internal offerings, 3 issues stood out:
People outside EHS didn't know about the tool.
Other suggestions forms still existed, dividing the user base.
The form was largely still seen as a "Safety" tool due to initial branding.
To meet my mission, I knew I needed to develop a strategy to integrate the tool deep into Tesla's operational processes.
Creating a Product Strategy
Take Charge had a great vision but the approach to realize that vision needed some help. This is how I broke down my strategy:
Accessibility
Given 66% of Tesla's population is hourly employees [5], working on the front-lines closest to processes and operations, this was the group I wanted to target. This population generally did not have a company-issued laptop or device and relied solely on community laptops and kiosks or their personal devices to access company materials. For Take Charge to be used, it needed to be accessible.
Integration
If Take Charge was no longer a safety tool, then it was an employee experience tool. This means aligning it under the broader umbrella of Tesla's employee experience product offerings. For Take Charge to be recognized, it needed to be visible through other similar platforms.
Defining the Product Roadmap
"At Tesla, everything moves very fast. Roadmaps were dynamic and typically did not cover more than a couple months. Without a clear vision, this could be a crash and burn environment, with a product vision, however, decisions were light and nimble, maximizing impact every sprint leveraging current opportunities and data."
Based on the product strategy, these are the top initiatives that comprised the Take Charge roadmap, driving growth to over 1.2M submissions and providing over 140,000 employees a platform to have their voices heard.
Equitable Performance Reviews
With a growing population of over 100,000 employees, and bi-annual performance reviews [1], it quickly became apparent that supervisors were spending a lot of time twice a year filling out reviews! Not only that, it's difficult for production supervisors to have 1:1 consistent contact with all their direct reports which made for unrepresentative performance reviews.
Take Charge was included as a factor in Tesla's new performance management framework designed to enhance performance evaluation [2]. Representing the product, I led numerous improvements to make Take Charge accessible and integrated:
Championed cross-functional team collaboration across Finance, HR, Payroll, and Operations to define how Take Charge would be used in performance reviews.
Led HR and EHS engineering teams to establish Take Charge as an employee experience product:
Developed APIs specs displaying submission data to 25,000+ affected employees in their personal profile.
Expanded Take Charge to all kiosks, community laptops, and HR's resource hub.
Assessed high traffic internal sites and created business case to have a link to Take Charge included on other pages.
Empowered team of 2 data engineers in the creation of a Tableau dashboard for leaders to monitor their team's submission progress.
This saved US manufacturing supervisors over 100,000 hours worked and Tesla over $4,900,000 every year.
And by the end of 2023, Take Charge surpassed 1 million submissions with over 89,000 unique submitters [2].
Whoa, Anthony. How’d you get $4.9 million? Great question, I’m glad you asked 🙂 you can find my calculations made using publicly available data at the end of this article.
Recognition for Implementers
With the introduction of Take Charge, outstanding submitters were celebrated for their ideas but those who implemented the suggestions often fell in the shadows, causing low morale for Facilities, Engineering, and other teams.
To resolve this, I picked up a project that was left off to integrate Take Charge with an internal recognition tool, Shout Outs; developing a deployment plan to roll out the feature to teams globally through Internal Content Marketing teams (all TVs & kiosks across the company), flyers posted in Manufacturing, Service, and Energy work areas, and dashboard tracking recognition by various scopes.
Accessible in a few clicks directly via Take Charge forms, this partnership helped contribute to 138% growth of Shouts Outs given in 2023 [2].
Machine Learning to Reduce Noise
Rapid adoption & big impact is what every product dreams of! But.. small scope = small problems, bigger scope = bigger problems. An issue with any employee feedback tool, especially ones that are incentivized, are submissions that are illegible (think “djfhjdksadhfbg”). These happen when users try to inflate their count and often lead to a supervisor wasting time manually declining each one.
A tedious task with lots of sample data of declined submissions… sounds like an opportunity for Machine Learning (or “AI” if we’re using buzz words).
Following the CRISP-DM (Cross-Industry Standard Approach for Data Mining) framework, I set off with the help of an ML Engineer. Thankfully rapid adoption of the Take Charge tool gave us lots of “Declined” submissions which were used to train a Natural Language Processing (NLP) model that determined whether a submission was valid or not. To be cautious of false positives, the model did not determine submission quality, only whether legible sentences and words were formed across all supported dialects in free-text fields during submission.
A test location was used to trial the model and with favorable results and feedback, it was deployed. The model helped reduce 2% of total submissions which were invalid (hey, ~20,000 submissions is a lot!), saving time for management to tackle the ideas that count. The submitter was notified upon submission of auto-decline.
CRISP-DM Framework by Data Science Process Alliance [9]
North Star + Supporting Metrics
Take Charge’s North Star measure was annual submissions per employee.
You may ask: “Well, wouldn’t it make sense that there should be less submissions over time as suggestions are constantly implemented?” - You
"Yes and No. The reality is that any company's operations keep changing and growing and as a result new risks, processes, people, and environments are constantly being introduced. So, despite addressing concerns in one area, another newly introduced area may need attention." - Me
Ideas are just that - Ideas. They don’t add value unless they are acted upon; thus a new metric was born: closure rate.
Tracking the overall percentage of Take Charges with a Closed status showed us that management is interacting with the submissions, ensuring that employee feedback is seen, actioned, and closed out.
Lessons Learned
At the time of writing, Take Charge is one of the highest impact products I had the opportunity to work on. While I did not see it 0 to 1, I led Take Charge's growth into what it is today by focusing on accessibility and integration.
You’ll see empathy-driven development a lot in my writing because I truly believe that value is added when meaningful problems are solved and problems are found when you get up close and personal with people!
My time as an EHS Specialist at Giga Nevada helped me realize the experience of a production associate, a supervisor, and so many other roles across the company. It’s critical for Product people in particular to keep their sights on the fact that behind the screen is a person using your tool and they are using it to solve a problem. Does your product solve it? Does it do it soft, easily, and intuitively?
-Anthony Splendor
Calculation for $4.9M in savings
70,000 Global Manufacturing Employees [4] / 6 Gigafactories =
~11,600 Manufacturing Employees per Gigafactory x 4 US Gigafactories =
46,400 US Manufacturing employees excluding 33% for salaried employees [5] =
31,088 US Manufacturing hourly employees with a high of 50 employees per supervisor [6] =
Estimated 622 US Manufacturing supervisors x 210 hours per year doing reviews [3] =
130,620 hours spent per year at $38 an hour [7] = $4,963,560 saved in productivity cost.
References
[3] “In a study by the advisory service CEB, the average manager reported spending about 210 hours—close to five weeks—doing appraisals each year.” - Harvard Business Review
[4] https://www.tesla.com/manufacturing
[5] “Musk said Tesla's workers are split roughly 66% hourly workers and 33% salaried.
"I guess technically a 10% reduction in the salaried workforce is only roughly a 3% to 3.5% reduction in total headcount," Musk said.” - Business Insider
[6] BMW Manufacturing Leadership
[7] https://www.glassdoor.com/Salary/Tesla-Production-Supervisor-Salaries-E43129_D_KO6,27.htm
What is Take Charge and Why was it made?
From humble beginnings, Take Charge was launched in 2021 and began as a feedback form, where employees could submit safety-related improvements or concerns that are auto-escalated to the appropriate management chain if no action is taken [8].
OSHA, the Occupational Safety and Health Administration, requires that employees be able to report unsafe working conditions to appropriate officials without fear of retaliation.
However, when these conversations happen in person (typically between an employee and their manager), there is a lack of tracking, follow-up, and accountability which makes employees feel like their voices are not being heard. This problem statement was the basis for the unique accountability and action-tracking features Take Charge implemented. As an EHS Specialist during my first 6 months at Tesla, I learned about the tool and quickly shared it with my department of 450+ production associates.
My Mission: Thinking Big
After my transition to MyEHS, Tesla's internal EHSS management system, I was assigned as the Product Manager for Take Charge in 2022, a year after its release, due to the previous PM's departure from the company. In the first year of deployment, Take Charge only received 49,000 submissions. My mission was "simple", empower every Tesla employee & contractor with a platform to own their work and see their improvements implemented.
Starting out as just a safety feedback form, Take Charge was rebranded to be inclusive of Tesla’s core operational focuses -SPARC (Safety, People, Accuracy, Rate, Cost)- which defined the company-wide agenda and decision-making priorities [1]. However, this alone was not enough to ensure product success.
Through candid conversations with EHS Leadership, my peers back in Gigafactory Nevada, and after performing an assessment of similar internal offerings, 3 issues stood out:
People outside EHS didn't know about the tool.
Other suggestions forms still existed, dividing the user base.
The form was largely still seen as a "Safety" tool due to initial branding.
To meet my mission, I knew I needed to develop a strategy to integrate the tool deep into Tesla's operational processes.
Creating a Product Strategy
Take Charge had a great vision but the approach to realize that vision needed some help. This is how I broke down my strategy:
Accessibility
Given 66% of Tesla's population is hourly employees [5], working on the front-lines closest to processes and operations, this was the group I wanted to target. This population generally did not have a company-issued laptop or device and relied solely on community laptops and kiosks or their personal devices to access company materials. For Take Charge to be used, it needed to be accessible.
Integration
If Take Charge was no longer a safety tool, then it was an employee experience tool. This means aligning it under the broader umbrella of Tesla's employee experience product offerings. For Take Charge to be recognized, it needed to be visible through other similar platforms.
Defining the Product Roadmap
"At Tesla, everything moves very fast. Roadmaps were dynamic and typically did not cover more than a couple months. Without a clear vision, this could be a crash and burn environment, with a product vision, however, decisions were light and nimble, maximizing impact every sprint leveraging current opportunities and data."
Based on the product strategy, these are the top initiatives that comprised the Take Charge roadmap, driving growth to over 1.2M submissions and providing over 140,000 employees a platform to have their voices heard.
Equitable Performance Reviews
With a growing population of over 100,000 employees, and bi-annual performance reviews [1], it quickly became apparent that supervisors were spending a lot of time twice a year filling out reviews! Not only that, it's difficult for production supervisors to have 1:1 consistent contact with all their direct reports which made for unrepresentative performance reviews.
Take Charge was included as a factor in Tesla's new performance management framework designed to enhance performance evaluation [2]. Representing the product, I led numerous improvements to make Take Charge accessible and integrated:
Championed cross-functional team collaboration across Finance, HR, Payroll, and Operations to define how Take Charge would be used in performance reviews.
Led HR and EHS engineering teams to establish Take Charge as an employee experience product:
Developed APIs specs displaying submission data to 25,000+ affected employees in their personal profile.
Expanded Take Charge to all kiosks, community laptops, and HR's resource hub.
Assessed high traffic internal sites and created business case to have a link to Take Charge included on other pages.
Empowered team of 2 data engineers in the creation of a Tableau dashboard for leaders to monitor their team's submission progress.
This saved US manufacturing supervisors over 100,000 hours worked and Tesla over $4,900,000 every year.
And by the end of 2023, Take Charge surpassed 1 million submissions with over 89,000 unique submitters [2].
Whoa, Anthony. How’d you get $4.9 million? Great question, I’m glad you asked 🙂 you can find my calculations made using publicly available data at the end of this article.
Recognition for Implementers
With the introduction of Take Charge, outstanding submitters were celebrated for their ideas but those who implemented the suggestions often fell in the shadows, causing low morale for Facilities, Engineering, and other teams.
To resolve this, I picked up a project that was left off to integrate Take Charge with an internal recognition tool, Shout Outs; developing a deployment plan to roll out the feature to teams globally through Internal Content Marketing teams (all TVs & kiosks across the company), flyers posted in Manufacturing, Service, and Energy work areas, and dashboard tracking recognition by various scopes.
Accessible in a few clicks directly via Take Charge forms, this partnership helped contribute to 138% growth of Shouts Outs given in 2023 [2].
Machine Learning to Reduce Noise
Rapid adoption & big impact is what every product dreams of! But.. small scope = small problems, bigger scope = bigger problems. An issue with any employee feedback tool, especially ones that are incentivized, are submissions that are illegible (think “djfhjdksadhfbg”). These happen when users try to inflate their count and often lead to a supervisor wasting time manually declining each one.
A tedious task with lots of sample data of declined submissions… sounds like an opportunity for Machine Learning (or “AI” if we’re using buzz words).
Following the CRISP-DM (Cross-Industry Standard Approach for Data Mining) framework, I set off with the help of an ML Engineer. Thankfully rapid adoption of the Take Charge tool gave us lots of “Declined” submissions which were used to train a Natural Language Processing (NLP) model that determined whether a submission was valid or not. To be cautious of false positives, the model did not determine submission quality, only whether legible sentences and words were formed across all supported dialects in free-text fields during submission.
A test location was used to trial the model and with favorable results and feedback, it was deployed. The model helped reduce 2% of total submissions which were invalid (hey, ~20,000 submissions is a lot!), saving time for management to tackle the ideas that count. The submitter was notified upon submission of auto-decline.
CRISP-DM Framework by Data Science Process Alliance [9]
North Star + Supporting Metrics
Take Charge’s North Star measure was annual submissions per employee.
You may ask: “Well, wouldn’t it make sense that there should be less submissions over time as suggestions are constantly implemented?” - You
"Yes and No. The reality is that any company's operations keep changing and growing and as a result new risks, processes, people, and environments are constantly being introduced. So, despite addressing concerns in one area, another newly introduced area may need attention." - Me
Ideas are just that - Ideas. They don’t add value unless they are acted upon; thus a new metric was born: closure rate.
Tracking the overall percentage of Take Charges with a Closed status showed us that management is interacting with the submissions, ensuring that employee feedback is seen, actioned, and closed out.
Lessons Learned
At the time of writing, Take Charge is one of the highest impact products I had the opportunity to work on. While I did not see it 0 to 1, I led Take Charge's growth into what it is today by focusing on accessibility and integration.
You’ll see empathy-driven development a lot in my writing because I truly believe that value is added when meaningful problems are solved and problems are found when you get up close and personal with people!
My time as an EHS Specialist at Giga Nevada helped me realize the experience of a production associate, a supervisor, and so many other roles across the company. It’s critical for Product people in particular to keep their sights on the fact that behind the screen is a person using your tool and they are using it to solve a problem. Does your product solve it? Does it do it soft, easily, and intuitively?
-Anthony Splendor
Calculation for $4.9M in savings
70,000 Global Manufacturing Employees [4] / 6 Gigafactories =
~11,600 Manufacturing Employees per Gigafactory x 4 US Gigafactories =
46,400 US Manufacturing employees excluding 33% for salaried employees [5] =
31,088 US Manufacturing hourly employees with a high of 50 employees per supervisor [6] =
Estimated 622 US Manufacturing supervisors x 210 hours per year doing reviews [3] =
130,620 hours spent per year at $38 an hour [7] = $4,963,560 saved in productivity cost.
References
[3] “In a study by the advisory service CEB, the average manager reported spending about 210 hours—close to five weeks—doing appraisals each year.” - Harvard Business Review
[4] https://www.tesla.com/manufacturing
[5] “Musk said Tesla's workers are split roughly 66% hourly workers and 33% salaried.
"I guess technically a 10% reduction in the salaried workforce is only roughly a 3% to 3.5% reduction in total headcount," Musk said.” - Business Insider
[6] BMW Manufacturing Leadership
[7] https://www.glassdoor.com/Salary/Tesla-Production-Supervisor-Salaries-E43129_D_KO6,27.htm
What is Take Charge and Why was it made?
From humble beginnings, Take Charge was launched in 2021 and began as a feedback form, where employees could submit safety-related improvements or concerns that are auto-escalated to the appropriate management chain if no action is taken [8].
OSHA, the Occupational Safety and Health Administration, requires that employees be able to report unsafe working conditions to appropriate officials without fear of retaliation.
However, when these conversations happen in person (typically between an employee and their manager), there is a lack of tracking, follow-up, and accountability which makes employees feel like their voices are not being heard. This problem statement was the basis for the unique accountability and action-tracking features Take Charge implemented. As an EHS Specialist during my first 6 months at Tesla, I learned about the tool and quickly shared it with my department of 450+ production associates.
My Mission: Thinking Big
After my transition to MyEHS, Tesla's internal EHSS management system, I was assigned as the Product Manager for Take Charge in 2022, a year after its release, due to the previous PM's departure from the company. In the first year of deployment, Take Charge only received 49,000 submissions. My mission was "simple", empower every Tesla employee & contractor with a platform to own their work and see their improvements implemented.
Starting out as just a safety feedback form, Take Charge was rebranded to be inclusive of Tesla’s core operational focuses -SPARC (Safety, People, Accuracy, Rate, Cost)- which defined the company-wide agenda and decision-making priorities [1]. However, this alone was not enough to ensure product success.
Through candid conversations with EHS Leadership, my peers back in Gigafactory Nevada, and after performing an assessment of similar internal offerings, 3 issues stood out:
People outside EHS didn't know about the tool.
Other suggestions forms still existed, dividing the user base.
The form was largely still seen as a "Safety" tool due to initial branding.
To meet my mission, I knew I needed to develop a strategy to integrate the tool deep into Tesla's operational processes.
Creating a Product Strategy
Take Charge had a great vision but the approach to realize that vision needed some help. This is how I broke down my strategy:
Accessibility
Given 66% of Tesla's population is hourly employees [5], working on the front-lines closest to processes and operations, this was the group I wanted to target. This population generally did not have a company-issued laptop or device and relied solely on community laptops and kiosks or their personal devices to access company materials. For Take Charge to be used, it needed to be accessible.
Integration
If Take Charge was no longer a safety tool, then it was an employee experience tool. This means aligning it under the broader umbrella of Tesla's employee experience product offerings. For Take Charge to be recognized, it needed to be visible through other similar platforms.
Defining the Product Roadmap
"At Tesla, everything moves very fast. Roadmaps were dynamic and typically did not cover more than a couple months. Without a clear vision, this could be a crash and burn environment, with a product vision, however, decisions were light and nimble, maximizing impact every sprint leveraging current opportunities and data."
Based on the product strategy, these are the top initiatives that comprised the Take Charge roadmap, driving growth to over 1.2M submissions and providing over 140,000 employees a platform to have their voices heard.
Equitable Performance Reviews
With a growing population of over 100,000 employees, and bi-annual performance reviews [1], it quickly became apparent that supervisors were spending a lot of time twice a year filling out reviews! Not only that, it's difficult for production supervisors to have 1:1 consistent contact with all their direct reports which made for unrepresentative performance reviews.
Take Charge was included as a factor in Tesla's new performance management framework designed to enhance performance evaluation [2]. Representing the product, I led numerous improvements to make Take Charge accessible and integrated:
Championed cross-functional team collaboration across Finance, HR, Payroll, and Operations to define how Take Charge would be used in performance reviews.
Led HR and EHS engineering teams to establish Take Charge as an employee experience product:
Developed APIs specs displaying submission data to 25,000+ affected employees in their personal profile.
Expanded Take Charge to all kiosks, community laptops, and HR's resource hub.
Assessed high traffic internal sites and created business case to have a link to Take Charge included on other pages.
Empowered team of 2 data engineers in the creation of a Tableau dashboard for leaders to monitor their team's submission progress.
This saved US manufacturing supervisors over 100,000 hours worked and Tesla over $4,900,000 every year.
And by the end of 2023, Take Charge surpassed 1 million submissions with over 89,000 unique submitters [2].
Whoa, Anthony. How’d you get $4.9 million? Great question, I’m glad you asked 🙂 you can find my calculations made using publicly available data at the end of this article.
Recognition for Implementers
With the introduction of Take Charge, outstanding submitters were celebrated for their ideas but those who implemented the suggestions often fell in the shadows, causing low morale for Facilities, Engineering, and other teams.
To resolve this, I picked up a project that was left off to integrate Take Charge with an internal recognition tool, Shout Outs; developing a deployment plan to roll out the feature to teams globally through Internal Content Marketing teams (all TVs & kiosks across the company), flyers posted in Manufacturing, Service, and Energy work areas, and dashboard tracking recognition by various scopes.
Accessible in a few clicks directly via Take Charge forms, this partnership helped contribute to 138% growth of Shouts Outs given in 2023 [2].
Machine Learning to Reduce Noise
Rapid adoption & big impact is what every product dreams of! But.. small scope = small problems, bigger scope = bigger problems. An issue with any employee feedback tool, especially ones that are incentivized, are submissions that are illegible (think “djfhjdksadhfbg”). These happen when users try to inflate their count and often lead to a supervisor wasting time manually declining each one.
A tedious task with lots of sample data of declined submissions… sounds like an opportunity for Machine Learning (or “AI” if we’re using buzz words).
Following the CRISP-DM (Cross-Industry Standard Approach for Data Mining) framework, I set off with the help of an ML Engineer. Thankfully rapid adoption of the Take Charge tool gave us lots of “Declined” submissions which were used to train a Natural Language Processing (NLP) model that determined whether a submission was valid or not. To be cautious of false positives, the model did not determine submission quality, only whether legible sentences and words were formed across all supported dialects in free-text fields during submission.
A test location was used to trial the model and with favorable results and feedback, it was deployed. The model helped reduce 2% of total submissions which were invalid (hey, ~20,000 submissions is a lot!), saving time for management to tackle the ideas that count. The submitter was notified upon submission of auto-decline.
CRISP-DM Framework by Data Science Process Alliance [9]
North Star + Supporting Metrics
Take Charge’s North Star measure was annual submissions per employee.
You may ask: “Well, wouldn’t it make sense that there should be less submissions over time as suggestions are constantly implemented?” - You
"Yes and No. The reality is that any company's operations keep changing and growing and as a result new risks, processes, people, and environments are constantly being introduced. So, despite addressing concerns in one area, another newly introduced area may need attention." - Me
Ideas are just that - Ideas. They don’t add value unless they are acted upon; thus a new metric was born: closure rate.
Tracking the overall percentage of Take Charges with a Closed status showed us that management is interacting with the submissions, ensuring that employee feedback is seen, actioned, and closed out.
Lessons Learned
At the time of writing, Take Charge is one of the highest impact products I had the opportunity to work on. While I did not see it 0 to 1, I led Take Charge's growth into what it is today by focusing on accessibility and integration.
You’ll see empathy-driven development a lot in my writing because I truly believe that value is added when meaningful problems are solved and problems are found when you get up close and personal with people!
My time as an EHS Specialist at Giga Nevada helped me realize the experience of a production associate, a supervisor, and so many other roles across the company. It’s critical for Product people in particular to keep their sights on the fact that behind the screen is a person using your tool and they are using it to solve a problem. Does your product solve it? Does it do it soft, easily, and intuitively?
-Anthony Splendor
Calculation for $4.9M in savings
70,000 Global Manufacturing Employees [4] / 6 Gigafactories =
~11,600 Manufacturing Employees per Gigafactory x 4 US Gigafactories =
46,400 US Manufacturing employees excluding 33% for salaried employees [5] =
31,088 US Manufacturing hourly employees with a high of 50 employees per supervisor [6] =
Estimated 622 US Manufacturing supervisors x 210 hours per year doing reviews [3] =
130,620 hours spent per year at $38 an hour [7] = $4,963,560 saved in productivity cost.
References
[3] “In a study by the advisory service CEB, the average manager reported spending about 210 hours—close to five weeks—doing appraisals each year.” - Harvard Business Review
[4] https://www.tesla.com/manufacturing
[5] “Musk said Tesla's workers are split roughly 66% hourly workers and 33% salaried.
"I guess technically a 10% reduction in the salaried workforce is only roughly a 3% to 3.5% reduction in total headcount," Musk said.” - Business Insider
[6] BMW Manufacturing Leadership
[7] https://www.glassdoor.com/Salary/Tesla-Production-Supervisor-Salaries-E43129_D_KO6,27.htm
Get in touch
Did I pique your interest?
Feel free to drop me a message and I will promptly get back to you.
Let's embark on a product journey together… or talk about our favorite vacation spots 😎
