ABOUT THE SPEAKER
Mick Mountz - CEO, Kiva Systems
Mick Mountz is the founder and CEO of Kiva Systems, making high-tech products for fast, cheap and efficient inventory fulfillment. In March 2012, Kiva was acquired by Amazon.

Why you should listen

With the growing popularity of online shopping, Mick Mountz and his company are finding ways to make picking, packing and shipping those purchases a flexible and inexpensive process. He first began working on this hidden challenge while at Webvan, an online grocer. In 2003, he took his experience there and founded Kiva systems, a company whose innovative solutions have led to it being listed by Inc. as one of the fastest growing companies.

In March 2012, Kiva was acquired by Amazon for $775 million.

More profile about the speaker
Mick Mountz | Speaker | TED.com
TEDxBoston 2011

Mick Mountz: What happens inside those massive warehouses?

米克 芒茨: 大型仓库中发生了什么?

Filmed:
332,609 views

每天,我们都在进行成千上万次的网络购物。可是是谁(或什么)将货物按照复杂的订单装进了我们的包裹呢?在本次的演讲中,米克 芒茨将用一个充满机器人的迷人而惊奇的世界来展示到底大型仓库中发生了什么。
- CEO, Kiva Systems
Mick Mountz is the founder and CEO of Kiva Systems, making high-tech products for fast, cheap and efficient inventory fulfillment. In March 2012, Kiva was acquired by Amazon. Full bio

Double-click the English transcript below to play the video.

00:11
I want to talk to you about,
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我向你们讲诉
或分享的是
库存管理方面的
00:14
or share分享 with you, a
breakthrough突破 new approach途径
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00:18
for managing管理的 items项目 of
inventory库存 inside of a warehouse仓库.
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一个突破性的新方法
00:21
We're talking about a pick,
pack and ship setting设置 here.
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我们这里讨论的是
取货,包装和出货
00:24
So as a hint暗示,
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给大家一个提示
00:26
this solution involves涉及
hundreds数以百计 of mobile移动 robots机器人,
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这个新方法使用成百个
00:30
sometimes有时 thousands数千
of mobile移动 robots机器人,
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有时候是上千个
移动机器人
00:33
moving移动 around a warehouse仓库.
And I'll get to the solution.
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让它们在仓库里忙碌
我待会儿会介绍这种方法
00:36
But for a moment时刻, just think
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现在先回想一下
00:37
about the last time that
you ordered有序 something online线上.
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上次你网上购物的情景
00:39
You were sitting坐在
on your couch长椅
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你坐在沙发里
00:41
and you decided决定 that you
absolutely绝对 had to have this red t-shirtT恤衫.
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见到一件一定要买的红色T恤
00:45
So — click点击! — you put it
into your shopping购物 cart大车.
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你一点,
它便被放到了购物车里
00:48
And then you decided决定
that green绿色 pair of pants裤子
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然后你又想买条绿裤子
00:50
looks容貌 pretty漂亮 good too — click点击!
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看上去很好看,买!
00:51
And maybe a blue蓝色
pair of shoesclick点击!
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再买双蓝色的鞋吧,一点
00:53
So at this point you've
assembled组装 your order订购.
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这时候你已经搜集完了
00:55
You didn't stop to think
for a moment时刻 that
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你并没有停下想一想
00:57
that might威力 not be a great outfit配备.
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整套的行头根本不搭
00:59
But you hit击中
"submit提交 order订购."
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但是你已经提交了订单
01:01
And two days later后来, this package
shows节目 up on your doorstep门阶.
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两天后,包裹就到了
01:05
And you open打开 the box and you're
like, wow, there's my goo感伤.
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打开一看,这些还真是我买的
01:08
Did you ever stop to think about
how those items项目 of inventory库存
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你有没有想过
01:11
actually其实 found发现 their way inside
that box in the warehouse仓库?
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这些货物是如何从仓库
被放进盒子里的呢?
01:15
So I'm here to tell you
it's that guy right there.
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那我现在来告诉你
看那有个男人
01:19
So deep in the
middle中间 of that picture图片,
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在照片的中间
01:22
you see a classic经典
pick-pack接包 worker工人
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你会发现一个
传统的取货-发货工人
01:25
in a distribution分配 or
order订购 fulfillments应验 setting设置.
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正在分配或者执行订单区域工作
01:28
Classically经典 these pick workers工人 will
spend 60 or 70 percent百分 of their day
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在传统工作模式下
01:32
wandering飘零 around
the warehouse仓库.
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这些工人一天有60%到70%的时间
都浪费在行走当中
01:34
They'll他们会 often经常 walk步行
as much as 5 or 10 miles英里
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他们经常要在仓库中
步行五到十英里
01:37
in pursuit追求 of
those items项目 of inventory库存.
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寻找订单中的货物
01:39
Not only is this an
unproductive非生产性 way to fill orders命令,
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这个方法不仅效率低下
01:44
it also turns out to be an
unfulfilling不过瘾 way to fill orders命令.
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也满足不了工人的成就感
01:48
So let me tell you where I
first bumped被撞 into this problem问题.
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让我来讲讲
我在哪儿第一次碰到这个问题
01:51
I was out in the Bay area
in '99, 2000, the dot comCOM boom繁荣.
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那是1999-2000年间,互联网公司方兴未艾
我在旧金山湾区
01:56
I worked工作 for a fabulously惊人
spectacular壮观 flame-out熄火 called WebvanWebvan的.
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一个叫“Webvan”的红极一时
但短命的电子商务公司工作
02:00
(Laughter笑声)
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(笑声)
02:01
This company公司 raised上调 hundreds数以百计 of
millions百万 of dollars美元 with the notion概念 that
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这家公司以网上出售杂货
并送货上门的理念
02:04
we will deliver交付
grocery杂货 orders命令 online线上.
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筹集了数亿美元的资金
02:07
And it really came来了 down to the fact事实
that we couldn't不能 do it cost成本 effectively有效.
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最终不符成本效益法则
02:11
Turns out e-commerce电子商务 was something
that was very hard and very costly昂贵.
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事实证明电子商务并不简单
花费也大
02:15
In this particular特定 instance we were trying
to assemble集合 30 items项目 of inventory库存
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在这个例子里,我们尝试从仓库把30个货物
02:19
into a few少数 totes手提包, onto a van面包车
to deliver交付 to the home.
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装箱,装车,再送到顾客家里
02:23
And when you think about it,
it was costing成本核算 us 30 dollars美元.
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花了我们三十美金
02:27
Imagine想像, we had an
89¢ can of soup
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回想一下,那个年代一罐汤是89美分
02:30
that was costing成本核算 us one dollar美元 to
pick and pack into that tote手提包.
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而我们从取货到装箱竟要花一美元
02:34
And that's before we actually其实
tried试着 to deliver交付 it to the home.
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那还是没加运费之前的花销
02:37
So long story故事 short,
during my one year at WebvanWebvan的,
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长话短说,我在Webvan的一年间
02:40
what I realized实现 by talking to
all the material-handling材料处理 providers供应商
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和所有货物处理的供应商探讨过
02:43
was that there was no solution designed设计
specifically特别 to solve解决 each base基础 picking选择.
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当时根本没有一个方法是专门针对取货的
02:48
Red item项目, green绿色, blue蓝色, getting得到
those three things in a box.
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就是把红的,绿的
和蓝的货物放进一个箱子里
02:52
So we said, there's just
got to be a better way to do this.
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但我们觉得一定有更好的方法
02:55
Existing现有 material材料 handling处理
was set up to pump
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现有货物处理是把商品
装到托盘或箱子里
02:57
pallets托盘 and cases of
goo感伤 to retail零售 stores商店.
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然后送到零售商店
03:01
Of course课程 WebvanWebvan的 went out of business商业,
and about a year and a half later后来,
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理所应当,在一年半之后
Webvan关门大吉
03:05
I was still noodlingnoodling on this problem问题.
It was still nagging唠叨 at me.
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但我还在琢磨这个问题
仍束手无策
03:08
And I started开始
thinking思维 about it again.
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我反复思考
03:10
And I said, let me just focus焦点 briefly简要地
on what I wanted as a pick worker工人,
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应该把注意力放在:
如果我是一个取货-发货工人
03:15
or my vision视力 for
how it should work.
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我想要什么或
我认为应该怎么做
03:18
(Laughter笑声)
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(笑声)
03:19
I said, let's focus焦点
on the problem问题.
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我说:“让我们只关注问题吧。”
03:21
I have an order订购 here and what
I want to do is I want to put
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我现在有一个订单
我想做的是
03:25
red, green绿色 and blue蓝色
in this box right here.
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把红的,绿的和蓝的货物
放进这个箱子里
03:27
What I need is a system系统 where I put out
my hand and — poof! —
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我需要一个操作系统
一伸手-成了-
商品出现
然后装箱
03:30
the product产品 shows节目 up
and I pack it into the order订购,
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03:33
and now we're thinking思维,
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现在让我们想想
03:34
this would be a very operator-centric运营商为中心的
approach途径 to solving the problem问题.
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这是一个以操作工为中心的解决办法
这就是我想要的
现有的科技可以实现吗?
03:38
This is what I need. What technology技术
is available可得到 to solve解决 this problem问题?
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03:42
But as you can see, orders命令 can come
and go, products制品 can come and go.
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如你所知,
订单来来往往,会变动,商品也是
03:46
It allows允许 us to focus焦点 on making制造 the
pick worker工人 the center中央 of the problem问题,
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这个方法把取货-发货工人作为中心
03:51
and providing提供 them the tools工具 to make
them as productive生产的 as possible可能.
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只要提供相关工具
就能使他们尽可能的高效
那我是怎么想到这个办法的呢?
03:56
So how did I
arrive到达 at this notion概念?
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03:58
Well, actually其实 it came来了 from
a brainstorming头脑风暴 exercise行使,
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实际上,来自一次头脑风暴的实践
可能你们大多数人
都用过这种方法
04:01
probably大概 a technique技术
that many许多 of you use,
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就是对一个新想法集思广益
04:04
It's this notion概念 of
testing测试 your ideas思路.
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04:06
Take a blank空白 sheet, of course课程,
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先准备一张白纸(白板)
在各种极端情况下验证你的想法
04:08
but then test测试 your ideas思路
at the limits范围infinity无穷, zero.
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在这个例子里,我们设计了一个命题
04:12
In this particular特定 case案件, we
challenged挑战 ourselves我们自己 with the idea理念:
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如果在中国建一个配送中心
我们应该怎么做
04:15
What if we had to build建立 a
distribution分配 center中央 in China中国,
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04:18
where it's a very,
very low-cost低成本 market市场?
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那里的成本很低
04:21
And say, labor劳动 is cheap低廉,
land土地 is cheap低廉.
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劳动力和土地都很便宜
04:24
And we said specifically特别,
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我们说的具体点
04:26
"What if it was zero dollars美元
an hour小时 for direct直接 labor劳动
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如果每小时的人工费是零美金
04:29
and we could build建立 a million-百万-
square-foot平方英尺 distribution分配 center中央?"
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我们可以建造一个百万平方尺的配送中心
那么就不由想到
04:31
So naturally自然 that
led to ideas思路 that said,
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在仓库里雇很多人
04:34
"Let's put lots of people
in the warehouse仓库."
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我说:“等一下,一小时零美金
04:35
And I said, "Hold保持 on,
zero dollars美元 per hour小时,
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04:38
what I would do is 'hire''聘请'
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那我就‘雇用一万个工人
04:41
10,000 workers工人 to come to the
warehouse仓库 every一切 morning早上 at 8 a.m.,
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每天早上八点来仓库
每人只取一件商品
04:45
walk步行 into the warehouse仓库 and
pick up one item项目 of inventory库存
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然后站在那儿就行了
04:48
and then just stand there.
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就像你拿一袋Captain Crunch(谷物早餐),
你拿一罐激浪饮料
04:50
So you hold保持 Captain队长 Crunch紧缩,
you hold保持 the Mountain Dew,
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你拿一瓶健怡可乐
04:52
you hold保持 the Diet饮食 Coke可乐.
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04:54
If I need it, I'll call you,
otherwise除此以外 just stand there.
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就站在那儿,
有需要我会叫你
04:56
But when I need Diet饮食 Coke可乐 and I call it,
you guys talk amongst其中包括 yourselves你自己.
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当我需要健怡可乐, 我就叫它,
工人之间互相告知
04:59
Diet饮食 Coke可乐 walks散步 up to the front面前
pick it, put it in the tote手提包, away it goes."
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健怡可乐就会被工人传过来
装箱走人”
05:03
Wow, what if the products制品
could walk步行 and talk on their own拥有?
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如果这些货物能自己说话和行走该多好!
那将是有趣且有效
05:08
That's a very interesting有趣,
very powerful强大 way
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05:10
that we could potentially可能
organize组织 this warehouse仓库.
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具有潜力的库房管理法
05:13
So of course课程,
labor劳动 isn't free自由,
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当然,劳动力没有免费的
05:15
on that practical实际的
versus awesome真棒 spectrum光谱.
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实际与理想的差距!
(笑声)
05:19
(Laughter笑声)
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所以我们想到了移动式货架
我们把货物放在上面
05:20
So we said mobile移动 shelving货架
We'll put them on mobile移动 shelving货架.
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使用移动式机器人
就可以让整个存货都动起来
05:23
We'll use mobile移动 robots机器人 and
we'll move移动 the inventory库存 around.
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05:28
And so we got underway进行 on that and
then I'm sitting坐在 on my couch长椅 in 2008.
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我们开始实施这个创意
2008年,我坐在沙发上看电视
05:33
Did any of you see the Beijing北京
Olympics奥运会, the opening开盘 ceremonies仪式?
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你们都看北京奥林匹克
运动会的开幕式了吗?
05:37
I about fell下跌 out of my
couch长椅 when I saw this.
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当我观看时,
差点没从沙发上滚到地上
05:40
I'm like, that was the idea理念!
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像这样就行!
05:41
(Laughter笑声 and Applause掌声)
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(笑声与掌声)
05:46
We'll put thousands数千 of people on
the warehouse仓库 floor地板, the stadium体育场 floor地板.
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我们让成千上万的工人站在仓库里
而他们站在球场上
05:49
But interestingly有趣 enough足够, this
actually其实 relates涉及 to the idea理念
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有趣的是,这两件事还真有联系
05:53
in that these guys were creating创建 some
incredibly令人难以置信 powerful强大, impressive有声有色 digital数字 art艺术,
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那些人创造了另人难以置信的数码艺术
05:59
all without computers电脑,
I'm told,
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听说连计算机都没用
06:01
it was all peer-to-peer点对点
coordination协调 and communication通讯.
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全靠人与人之间的合作与交流
06:03
You stand up,
I'll squat down.
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你站起来,我就蹲下
06:05
And they made制作
some fabulous极好 art艺术.
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从而创造了精美的图案
当你让个体之间相互交流时
06:07
It speaks说话 to the
power功率 of emergence紧急情况
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06:09
in systems系统 when you let things
start开始 to talk with each other.
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系统中便形成了新的力量
06:13
So that was a little
bit of the journey旅程.
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简单来讲
这就是新点子的由来
06:17
So of course课程, now what became成为
the practical实际的 reality现实 of this idea理念?
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那么现在这个想法变成什么样了?
06:21
Here is a warehouse仓库.
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这里是一个仓库
06:23
It's a pick, pack and ship center中央
that has about 10,000 different不同 SKUs单品.
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是一个拥有万种不同存货
的取货,装货和出货中心
06:27
We'll call them red pens,
green绿色 pens, yellow黄色 Post-It发表它 Notes笔记.
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我们叫它们红笔
绿笔,黄色便贴
06:31
We send发送 the little orange橙子 robots机器人
out to pick up the blue蓝色 shelving货架 pods.
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我们派出那些橙色小机器人
去挑选蓝色的小货架
06:34
And we deliver交付 them
to the side of the building建造.
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并把货架送到仓库的边缘
这样所有的取货工人
现在只呆在周边地带了
06:36
So all the pick workers工人 now
get to stay on the perimeter周长.
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06:39
And the game游戏 here is
to pick up the shelves货架,
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(机器人的)任务就是挑选货架
06:42
take them down the highway高速公路 and
deliver交付 them straight直行 to the pick worker工人.
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运输货架,送到指定地点
06:45
This pick worker's工人 life
is completely全然 different不同.
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取货工人的命运一下子
截然不同
06:47
Rather than wandering飘零 around
the warehouse仓库, she gets得到 to stay still
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不像以前穿梭于仓库中
她可以固定在
06:51
in a pick station like this
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像这样的取货操作台旁
06:52
and every一切 product产品 in the
building建造 can now come to her.
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所有仓库里的货物
都被送到她的面前
06:56
So the process处理
is very productive生产的.
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全部过程都很高效
07:00
Reach达到 in, pick an item项目,
scan扫描 the bar酒吧 code, pack it out.
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伸出手,提取货物
扫描条形码,然后包装
07:04
By the time
you turn around,
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当转过身来时
07:05
there's another另一个 product产品 there
ready准备 to be picked采摘的 and packed打包.
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另外一件物品已经等着
被提取和包装了
07:08
So what we've我们已经 doneDONE is take
out all of the non-value非价值 added添加
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我们做的就是
免去所有的无用功
07:11
walking步行, searching搜索,
wasting浪费, waited等待 time,
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像走路,寻找,
浪费掉的和等待的时间
07:14
and we've我们已经 developed发达 a very
high-fidelity高保真度 way to pick these orders命令,
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我们开发出一种高度精确的取货方式:
07:18
where you point at it with
a laser激光, scan扫描 the UPCUPC barcode条码,
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把货物对准激光
扫描条形码后
07:23
and then indicate表明 with a light
which哪一个 box it needs需求 to go into.
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然后按一下灯
指示货物进入了该进的箱子
07:26
So more productive生产的, more
accurate准确 and, it turns out,
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因此更高效更精准
07:29
it's a more interesting有趣 office办公室
environment环境 for these pick workers工人.
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为工人们开创了
更为有趣的办公室似的环境
07:34
They actually其实 complete完成
the whole整个 order订购.
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他们能够在此完成整个订单
07:36
So they do red, green绿色 and blue蓝色,
not just a part部分 of the order订购.
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红的,绿的,蓝的,
而不是一部分
07:39
And they feel a little bit more
in control控制 of their environment环境.
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他们觉得可以更好地
驾驭自己的工作环境
07:42
So the side effects效果
of this approach途径
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这一方法的深远影响
07:45
are what really surprised诧异 us.
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让我们大吃一惊
07:47
We knew知道 it was going
to be more productive生产的.
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虽然我们估计到
它将大幅提高效率
07:48
But we didn't realize实现 just how
pervasive无处不在 this way of thinking思维
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但我们没有料到的是
07:53
extended扩展 to other
functions功能 in the warehouse仓库.
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它会遍布到仓储管理的其他方面
07:58
But what effectively有效 this approach途径
is doing inside of the DCDC
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这种方法的真正有效性
08:03
is turning车削 it into a massively大规模
parallel平行 processing处理 engine发动机.
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是使配送中心变成了一个
大规模并行处理引擎
08:07
So this is again a
cross-fertilization异体受精 of ideas思路.
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这又是一个跨界互动的创意
08:10
Here's这里的 a warehouse仓库
and we're thinking思维 about
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这是一个仓库
让我们想象一个
08:12
parallel平行 processing处理
supercomputer超级计算机 architectures架构.
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具有并行处理器
的超级计算机的构架
08:15
The notion概念 here is that you have
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原理是这样的
08:18
10 workers工人 on
the right side of the screen屏幕
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在屏幕右边有十个工人
08:20
that are now all independent独立
autonomous自主性 pick workers工人.
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他们都是独立的
并有自主权的取货工人
08:25
If the worker工人 in station three decides决定
to leave离开 and go to the bathroom浴室,
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如果三号操作台的工人要去洗手间
08:29
it has no impact碰撞 on the
productivity生产率 of the other nine workers工人.
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对于其他九个工人来说并没影响
08:32
Contrast对比 that, for a moment时刻, with the
traditional传统 method方法 of using运用 a conveyor输送带.
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于此不同,对比一下
传统工艺的传送带
08:36
When one person
passes通行证 the order订购 to you,
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当上家递给你订货箱
08:38
you put something in
and pass通过 it downstream下游.
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你装一件物品进去,传给下家
08:41
Everyone大家 has to be in place地点
for that serial串行 process处理 to work.
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为了保证这连续的过程
每个人都必须各就各位
08:44
This becomes a more robust强大的
way to think about the warehouse仓库.
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而新方法为仓储管理
提供了更合理的模式
08:47
And then underneath the hoods抽油烟机 gets得到
interesting有趣 in that we're tracking追踪
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更有意义的是
08:52
the popularity声望
of the products制品.
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我们可以跟踪产品的流行程度
08:54
And we're using运用 dynamic动态
and adaptive自适应 algorithms算法
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我们运用动态与自适性演算法
08:56
to tune the floor地板
of the warehouse仓库.
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来调节库存管理
09:01
So what you see here potentially可能
the week leading领导 up to Valentine's情人节 Day.
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正如你所见,情人节前夕
09:06
All that pink chalky白垩 candy糖果 has
moved移动 to the front面前 of the building建造
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那些粉红色的糖果
被放在仓库的前面
09:10
and is now being存在 picked采摘的 into a
lot of orders命令 in those pick stations.
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工人们正忙着装箱
因为很多人订购了糖果
09:13
Come in two days after Valentine's情人节 Day,
and that candy糖果, the leftover candy糖果,
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情人节过后两天,剩余的那些糖果
09:18
has all drifted漂流 to the
back of the warehouse仓库
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被移到了仓库的后面
09:20
and is occupying占用 the cooler冷却器
zone on the thermal map地图 there.
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图上看,就是那些冷色调的区域
09:24
One other side effect影响 of this
approach途径 using运用 the parallel平行 processing处理
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运用平行处理的另一个影响是
09:28
is these things can
scale规模 to ginormous极大的相.
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它能被扩展到难以置信的规模
09:31
(Laughter笑声)
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(笑声)
09:32
So whether是否 you're doing
two pick stations, 20 pick stations,
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无论建立两个操作台,或20个
09:35
or 200 pick stations, the
path路径 planning规划 algorithms算法
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或200个,路径规划演算法
09:38
and all of the inventory库存
algorithms算法 just work.
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和存货演算法都是一样的
09:41
In this example you
see that the inventory库存
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在这个例子里,你会看到
09:45
has now occupied占据 all the
perimeter周长 of the building建造
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库房的四周都被存货占据
09:47
because that's where
the pick stations were.
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那是因为四面都有操作台的缘故
09:50
They sorted分类 it
out for themselves他们自己.
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2018
是它们自行解决的
09:52
So I'll conclude得出结论 with
just one final最后 video视频
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让我用最后一个视频
09:54
that shows节目 how
this comes to bear
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总结一下运作流程
09:57
on the pick worker's工人 actual实际
day in the life of.
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它反映出取货工人真实的一天
10:01
So as we mentioned提到, the process处理 is
to move移动 inventory库存 along沿 the highway高速公路
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正像前面提到的,这个过程就是
10:05
and then find your way
into these pick stations.
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移动存货,找到该去的操作台
10:08
And our software软件 in the background背景
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后台的管理软件
10:10
understands理解 what's going on
in each station,
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清楚每个操作台的情况
10:13
we direct直接 the pods
across横过 the highway高速公路
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管理软件指挥着每个货架的运行
10:15
and we're attempting尝试 to
get into a queuing排队 system系统
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尽量让它们行为有序地进入操作台
10:18
to present当下 the work
to the pick worker工人.
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提供给工人所需物品
10:21
What's interesting有趣 is we can even
adapt适应 the speed速度 of the pick workers工人.
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更有趣的是,我们可以量体裁衣:
10:24
The faster更快 pickers采摘 get more pods
and the slower比较慢 pickers采摘 get few少数.
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动作快的工人得到更多的货架
反之亦然
10:28
But this pick worker工人 now is
literally按照字面 having that experience经验
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这些工人真的体会到
10:31
that we described描述 before.
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以前梦寐以求的工作方式
10:33
She puts看跌期权 out her hand.
The product产品 jumps跳跃 into it.
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伸手,物品到手
10:36
Or she has to reach达到 in and get it.
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或伸长点儿,得到了
10:38
She scans扫描 it and
she puts看跌期权 it in the bucket.
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然后扫描,装箱
10:40
And all of the rest休息 of the technology技术
is kind of behind背后 the scenes场景.
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所有的技术本身都隐藏在幕后
10:44
So she gets得到 to now focus焦点 on the
picking选择 and packing填料 portion一部分 of her job工作.
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所以她现在的工作
只需关注包装
10:48
Never has any idle time,
never has to leave离开 her mat.
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没有空闲时间
也不用离开操作台了
10:51
And actually其实 we think
not only a more productive生产的
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事实上,我们认为
这不仅提高
10:55
and more accurate准确
way to fill orders命令.
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完成订单的效率和准确度
10:59
We think it's a more
fulfilling履行 way to fill orders命令.
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而且对工人来说也更有意义
11:02
The reason原因 we can say
that, though虽然, is that workers工人
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我为什么敢这么说
11:05
in a lot of these
buildings房屋 now compete竞争
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因为这间工厂的工人们
11:07
for the privilege特权 of working加工
in the Kiva基瓦 zone that day.
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为有幸到Kiva 区域工作
而相互竞争
11:11
And sometimes有时 we'll catch抓住
them on testimonial告别赛 videos视频
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有时在客户证明视频中
11:13
saying such这样 things as,
214
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他们会说
11:15
they have more energy能源 after the
day to play with their grandchildren孙子,
215
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现在工作后,
有更多的精力和孙子孙女玩
11:20
or in one case案件 a guy said, "the
Kiva基瓦 zone is so stress-free无压力
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曾经有个工人说:
“Kiva 区域太轻松了
11:24
that I've actually其实 stopped停止 taking服用
my blood血液 pressure压力 medication药物治疗."
217
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我现在都不用吃降压药了“
11:27
(Laughter笑声)
218
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(笑声)
11:29
That was at a pharmaceutical制药 distributor经销商,
so they told us not to use that video视频.
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那是一家药品分销商
所以视频被禁了
11:33
(Laughter笑声)
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(笑声)
11:37
So what I wanted to leave离开 you
with today今天 is the notion概念 that
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所以我想留给你们的是一个理念
11:40
when you let things start开始
to think and walk步行
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当机器有想法
能行走,并相互交流时
11:43
and talk on their own拥有, interesting有趣
processes流程 and productivities生产力 can emerge出现.
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高效的流程和生产力便出现了
11:48
And now I think next下一个 time
you go to your front面前 step
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我想下次,当你开门
11:51
and pick up that box that
you just ordered有序 online线上,
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捡起网上订购的产品
11:53
you break打破 it open打开 and
the goo感伤 is in there,
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你打开箱子,东西都在
11:56
you'll你会 have some wonderment惊愕
as to whether是否 a robot机器人
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你可能会琢磨一下
11:58
assisted辅助 in the picking选择
and packing填料 of that order订购.
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会不会是机器人帮忙完成的订单呢
12:01
Thank you.
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谢谢
12:03
(Applause掌声)
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(掌声)
Translated by Jing Peng
Reviewed by Haoyu Li

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ABOUT THE SPEAKER
Mick Mountz - CEO, Kiva Systems
Mick Mountz is the founder and CEO of Kiva Systems, making high-tech products for fast, cheap and efficient inventory fulfillment. In March 2012, Kiva was acquired by Amazon.

Why you should listen

With the growing popularity of online shopping, Mick Mountz and his company are finding ways to make picking, packing and shipping those purchases a flexible and inexpensive process. He first began working on this hidden challenge while at Webvan, an online grocer. In 2003, he took his experience there and founded Kiva systems, a company whose innovative solutions have led to it being listed by Inc. as one of the fastest growing companies.

In March 2012, Kiva was acquired by Amazon for $775 million.

More profile about the speaker
Mick Mountz | Speaker | TED.com