工程特斯拉模型3.等等。

一般来说，通过全面拆除竞争基准的人不会众所周知。它们不是在主流业务出版物页面中获得特色的人的类型彭博商业周刊。它们不是Tweetstorms的对象。

有它们。

然后是曼德罗和员工的沙滩，领导一个团队的人，这些团队涉及竞争力的基准以及众多其他方式和方法，以改善产品和过程，而不仅适用于汽车，而是各种各样的行业好吧。

Munro已经完成了BMW I3的全面拆除。

Munro已经完成了雪佛兰螺栓EV的拆除。

和Munro一直拆解TESLA模型3到驱动电机中的各个磁铁。

模型3的拆除已经巩固了Munro大规模关注。

我们让他回到了这个版本的“自动罗琳之后的Tesla型号3”，因为自动的John Mcelroy和我加入了底特律局长的大卫韦尔奇。。。彭博商业周刊。

Munro上次在展示上，我们看了看3型设计和工程的一些更宏观方面。在这方面，讨论在一个更广泛的范围内，我们在更全面的背景下看待特斯拉，包括如何做到传统OEM无法复制的事情。(Munro suggests that a large part of the problem is that auto companies have become too risk averse and in order to do the sorts of things that Tesla has done, risk is part of the program.) Welch points out that when he’d interviewed Elon Musk a few years ago Musk told him that the company was going to be to the auto industry what Apple has been to smart devices, and it seems like this has become the case (although one might argue that there is pretty much an earnings night and day between the two companies).

即使您最多对特斯拉有边际兴趣，那么如果您对汽车行业的位置有兴趣，这一特殊展会就是您应该观看的事情。(E.g., Munro suggests that when the Gigafactory is up and running in China and if Tesla redesigns aspects of the Model 3 that he and his team found to be lacking, there is a high likelihood that the traditional OEMs are going to find themselves even further behind in the EV realm.)

你可以在这里看到它。