It has been a rocky road for Rivian to date, which is to be expected of any EV startup. Aug 12, 2022 at 9:53am ET
By: Steven Loveday
Electric truck startup Rivian Automotive is now producing three vehicles, which is impressive considering the circumstances. The brand is already delivering its R1T and R1S, along with the EDV for Amazon. However, some argue the company should have probably stuck with one vehicle at a time, as building a successful car company is a struggle, and a global pandemic and supply chain issues only amplify the reality. The R1T electric truck is Rivian's vehicle that's likely most familiar to the masses. The R1S is a three-row SUV built on the same platform as the R1T. The SUV is nearly identical to the electric pickup truck aside from having seats instead of an open-air bed. The EDV is short for the "Electric Delivery Van" that Rivian is producing for Amazon. At any rate, while Rivian is certainly having some successes, it's struggling to ramp up and produce at capacity. According to Automotive News, Rivian's assembly plant in Normal, IL, is capable of making some 150,000 units per year. However, at this point, Rivian will be lucky to hit its goal of producing 25,000 vehicles in 2022. The company made less than 7,000 by the year's midpoint. Much like just about every automaker across the globe, Rivian is citing supply chain issues as one of the main reasons it's lagging. The company is also dealing with growing pains, perhaps putting too much on its plate and hiring too many bodies before they were needed. Not to mention making big plans for a second factory already, long before it's able to ramp up the first. With all of this said, car parts are becoming more available and Rivian is planning to take advantage of the situation with a second shift and a more aggressive production ramp. Rivian CEO RJ Scaringe shared during the EV maker's recent earnings call:
"There was a lot of the second quarter where we weren't able to fully utilize our [production] line. We weren't able to even run a full single shift because of component supply." It's important to note that Scaringe was saying Rivian wasn't able to run a full single shift "at times," meaning that wasn't always the case. Regardless, the company made it clear a second shift is coming later in Q3 2022, which may help it reach its goal of producing 25,000 EVs this year. See More Recent Rivian Electric Truck News:

Rivian Playing Catch-Up With Plans For Second Shift

Tesla Inc (NASDAQ: TSLA) has introduced a second shift at its Giga Berlin factory last Friday, electric vehicle news website Tesmanian.com read more

Tesla Said To Have Introduced A Second Shift At This Gigafactory

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(Bloomberg) -- Tesla Inc. is making plans to resume double shifts at its factory in Shanghai as soon as mid-May as it expects staffing and parts shortages to ease, according to people familiar with the matter. Most Read from Bloomberg Stocks Crater as Fed-Policy Jitters Rock Trading: Markets Wrap U.S. Forgives $6.8 Billion in Public Service Worker Student Loans Elon Musk, Cathie Wood Say Passive Funds Have Gone Too Far Ukraine Latest: Jill Biden to Europe; Chelsea Sale Advances Fiona Hill Says Putin Sensed West’s Weakness Before Ukraine War The U.S. electric carmaker’s China factory was shuttered for three weeks...

Tesla Looking to Boost Shanghai Car Production With Second Shift

Tesla Inc (NASDAQ: TSLA) is planning to resume the shift at the Shanghai plant by mid-May. These are the details. Tesla Inc (NASDAQ: TSLA) is reportedly planning to resume the second shift at the company’s plant in Shanghai by mid-May. This would increase the daily output to 2,600 cars, according to Reuters . The company is currently only running one shift. The additional shift is expected to begin on May 16. By adding this shift, the week output is expected to be about 16,900 vehicles based on the company’s workweek at the facility. Back in March, work at the company’s Shanghai plant was suspended due to a lockdown associated with the COVID-19 spread. Prior to the lockdown, Tesla was running 3 shifts at the plant. Then it reopened on April 19 after a 22-day closure. The Shanghai plant assembles the Model 3 and Model Y. In march, the Shanghai plant assembled 55,462 vehicles in March.

Tesla (TSLA) To Resume Second Shift In Shanghai By Mid-May, Says Report

The Atlantic
9-to-10 is the new 9-to-5. April 4, 2022, 6 AM ET
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After two years of working from home, I don’t have one unified period of getting things done. I have several mini periods. Work isn’t a contiguous landmass of focus; it’s more like an archipelago of productivity amid a sea of chores, meals, mental breaks, and other responsibilities. In particular, I’ve noticed a new island of work at the end of the day. Sometime around 9 p.m., I’ll open my computer and see that I have about a dozen urgent-ish emails and Slack messages. So, while in front of the television or with a podcast playing in the background, I’ll spend a late-night hour or more replying to these messages, typing the same intro over and over: “Sorry for the delay …” “Oops, I missed this …” “Hey, just seeing that you …”
Apparently I’m not alone. Last week, Microsoft published a study that offers an eerie reflection of my working life. Traditionally, the researchers said, white-collar workers—or “knowledge workers,” in the modern parlance—have had two productivity peaks in their workday: just before lunch and just after lunch. But since the pandemic, a third and smaller bump of work has emerged in the late evening. Microsoft’s researchers refer to this phenomenon as the “triple peak day.”
For the new study, workers allowed Microsoft to track their “keyboard events”—a funny euphemism for sending emails or engaging with productivity applications on a work computer. While most people didn’t show a third mountain of work in the evening, 30 percent did. They were working almost as much at 10 p.m. as they were at 8 a.m.
Several underlying phenomena are pushing up this third mountain of work. One is the flexibility of at-home work. For example, parents of young kids might interrupt their workday or cut it off early for school pickup, dinnertime, bedtime, and other child care. This leaves a rump of work that they finish up later. Other workers are night owls who get their second wind—or even their primary gust of creativity—just before bed. That’s the positive spin on Microsoft’s findings: Flexible, remote work allows people to move the day around and match productivity to inspiration. But the triple peak isn’t all positive. Microsoft has also found that the pandemic has simply led to more overall work. According to company research, the average workday has expanded by 13 percent—about an hour—since March 2020, and average after-hours work has increased by twice as much. People might be working longer hours for several reasons. At home, work is especially leaky: Leisure bleeds into labor (reading TMZ during a Zoom meeting) and work seeps into leisure (answering emails at the dinner table). Home and work used to have stronger geographical and technological boundaries: We left our house, drove to an office or factory, and then returned home, leaving the tools of work behind. Today, most knowledge work is basically just communication, which makes it indistinguishable from a lot of leisure. Chat with a colleague, or a friend; call a client, or a sibling: The biggest difference between these activities is the person on the other end of the horn. As work becomes more like life, it also becomes more of life. Something else is pushing work into our evenings: White-collar work has become a bonanza of meetings. In the first months of the pandemic, Microsoft saw online meetings soar as offices shut down. By the end of 2020, the number of meetings had doubled. In 2021, it just kept growing. This year it’s hit an all-time high. “People have 250 percent more meetings every day than they did before the pandemic,” says Mary Czerwinski, the research manager of the Human Understanding and Empathy group at Microsoft. “That means everything else—like coding and email and writing—is being pushed later.” Workday creep and meeting creep aren’t two separate trends; they’re the same trend. At a deep level, meeting inflation is about the outdated expectation that all office work ought to be synchronous, or happening at the same time for everyone. Meetings require synchronicity: Everybody be present now. But most white-collar labor can be at least somewhat asynchronous. We send emails and chats that don’t require an immediate response. We edit and share documents without the expectation that our colleagues will attend to our work in a matter of milliseconds. Good remote managers should be time ninjas, continually deciding what work must be synchronous (meetings) and what work can be asynchronous (emails or shared docs). “The future of work requires that we think about what work should be real-time and what should be anytime,” says Javier Hernandez, a researcher at Microsoft. One obvious solution is fewer meetings—or at least fewer days for meetings. Czerwinski told me that having two or even three meeting-free days during the week has been better for her team’s productivity. Another solution is recording meetings for subsequent playback to allow colleagues to catch up later, which is especially helpful for global teams whose members can’t all be awake and online at the same time. Yet another is asking employees about their “chronotype” to have a better understanding of who’s a night owl and who’s an early bird. We need a deeper theory of work and time. When we say “That meeting should have been an email,” we’re not just saying “My boss wouldn’t stop talking.” We’re also saying “I think the information from that synchronous event would have been more productively shared as an asynchronous communication, so that an hour of necessary work wasn’t shifted later into the workday.” Our late-night mini workdays are not just an expression of benign flexibility. They’re also the consequence of inflexible managers filling the day with so many meetings that we have to add a “worknight” to do our job.

Why People Are Adding a Second Shift at Night

Flywheel Sports

Plum TV

Good Morning America

Ogilvy & Mather

Allen & Buckeridge

SpaFinder

Pronto

Seevast

R/GA

Shopping.com

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The Second Shift is a members-only network of rigorously vetted professional women who have worked for the top agencies and marketing organizations around the world. Its marketplace platform directly connects stakeholders with deployable on-demand talent for all their marketing and finance-related needs.

Name	Work History	Title	Status
Jenny Galluzzo	Flywheel Sports, Plum TV, and Good Morning America	Founder	Current
Gina Hadley	Ogilvy & Mather	Founder	Current
Kemp Webber Steib	Allen & Buckeridge	Chief Financial Officer	Current
Michelle Pae	SpaFinder, Pronto, Seevast, R/GA, and Shopping.com	Chief Operating Officer	Current

Name	Jenny Galluzzo	Gina Hadley	Kemp Webber Steib	Michelle Pae
Work History	Flywheel Sports, Plum TV, and Good Morning America	Ogilvy & Mather	Allen & Buckeridge	SpaFinder, Pronto, Seevast, R/GA, and Shopping.com
Title	Founder	Founder	Chief Financial Officer	Chief Operating Officer
Status	Current	Current	Current	Current

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