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(\ticking\) >> General motors and Ford built nearly four million
微信：xy595856
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vehicles in this country last year. Today they are making
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exactly zero, because fear oftv" coronavirus has forced them to
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close their factories. While they're no longer making cars, both
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automakers are bringing back laid-off workers to help manufacture ventilators
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and personal protective equipment. >> It (\ticking\) Went from a
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discussion to a production in less than three weeks. >>
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these were many of the first cities that received cases
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of covid-19 as it spread out of mainland China. We
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can analyze and visual this information across the globe in
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just a few seconds. >> It's a digital early warning
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system that uses artificial intelligence to tracken neckious outbreaks. Should
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the U.S. government be using it? >> This is a
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whole other level of sophistication and data collection. >> That's
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our story (\ticking\) >> It is a secure location that
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we intend to operate out of in wartime. >> This
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mountain was built to withstand a nuclear blast, but every
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time a nuclear watch team makes this trek into the
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mountain, they risk bringing the virus with them. >> First
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step, you wipe down every surface, your computers, your telephone,
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your desk surfaces, door handles. It's a president like an
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obsessive-compulsive disorder, but we have to be able to make
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(\ticking\) >> I'm Lesley stahl. >> I'm bill Whitaker. >>
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I'm Anderson Cooper. >> I'm Norah O'Donnell. >> I'm Scott
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pelley. Those stories, tonight, on "60 minutes." (\ticking\) >> This
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portion of "60 minutes" is sponsored by progressive insurance. Save
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when you bundle auto home, or molt cycle -- motorcycle
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insurance. Visit progressive. Com. >> Norah O'Donnell: This past week,
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another 4.4 million Americans joined the unemployment line, and among
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the companies shedding the most workers are America's carmakers. The
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"big two"- general motors and Ford- built nearly four million
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vehicles here in America last year; Today they are making
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exactly zero; Their factories closed to prevent the coronavirus from
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spreading among employees. While they are no longer making cars,
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both gm and Ford are applying their manufacturing muscle to
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the pandemic by turning out ventilators and personal protective equipment
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in huge numbers. Last week we spoke to gm c.E.O.
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Mary barra and Ford executive chairman bill Ford remotely, both
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of them were in Michigan, and they told us they're
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thinking creatively to figure out how to get their workers
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back on the line, and keep them there. >> Bill
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Ford: We're shut down-- pretty much everywhere in the world
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except China right now. And then, of course, we were
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shut down in China earlier. And we've never had a
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time like this where everything has been shut. >> O'Donnell:
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I know that Ford reports its first quarter earnings in
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a few days and the projection is a loss of
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$2 billion. And those losses will continue to mount. Can
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you sustain that? >> Ford: Well, obviously, not indefinitely. >>
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O'Donnell: Between them, Ford and general motors had nearly $300
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billion in revenue last year. Today, that river of money
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is running dry. >> Mary barra: The design... >> O'Donnell:
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Mary barra is c.E.O. Of gm, the first woman to
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run the company in its history. Has covid-19 proved to
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be an existential threat to gm's long- term health? >>
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barra: Between the strength of our balance sheet with the
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steps we've taken in the past, we will get through
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this and we will learn a lot of lessons that
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we'll apply. >> O'Donnell: I mean, what's the long-term prognosis
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for-- for general motors if you're not making cars? >>
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barra: No one knows-- when things are going to get
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back to what I refer to as a new normal.
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I've heard others refer to it as the new abnormal.
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>> O'Donnell: In the "new abnormal," gm and Ford have
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each tapped into about $15 billion in private lines of
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credit to pay their bills. One estimate is that Ford
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is burning through $165 million dollars a day. Remember, it
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was just 11 years ago, in the last financial crisis,
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that gm declared bankruptcy. Ford avoided that, but did get
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a $6 billion government loan. So do you think you'll
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need another loan to get through this crisis? >> Ford:
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We don't think so. We think we can get through
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this. And we think we can get through it-- and
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get back to work. But we're in an unprecedented time.
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And so I suppose you never say never. But that's
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not our plan. >> O'Donnell: Part of the financial pressure
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is that under their contracts with the united auto workers
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union, Ford and gm continue to pay millions of dollars
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to their idled workers. And now there's political pressure, with
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protests taking place in their home state of Michigan, and
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some demonstrators demanding an economic re-start. What do you think
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is driving those protests? >> Ford: I think people are--
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are understandably nervous, scared-- scared about the disease, but also
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scared about their own economic wellbeing. And so I mean
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I get it. I totally get it. >> O'Donnell: Many
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people in your state want to get back to work
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soon. >> Ford: Well, I think we'd all like to
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get back to work soon. But we have to do
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it safely. And that's not a political question. That's really
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a scientific question. >> O'Donnell: As Ford and gm shut
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down auto production in march, Michigan emerged as a Major
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covid-19 hot spot. The state has the third largest number
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of deaths in the nation, and its health care workers
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have endured shortages of protective gear. The state's largest health
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system, beaumont, says that 1,500 of its employees are presumed
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to have covid-19. What were your marching orders to your
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team when this crisis began? >> Ford: My team didn't
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need marching orders. Right from the very start, it was
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from our local hospital saying, "hey, we don't have any
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protective equipment, who can help us," our company just jumped
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into action. >> O'Donnell: And that began Ford's transformation from
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carmaker to medical supply manufacturer. The company has since churned
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out millions of face shields, masks, gowns, and portable respirators
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for health care workers. This past week, Ford began producing
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ventilators for patients. >> Ford: There are companies that can
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make complicated things, but they make them in small numbers.
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There are also companies that can make lots of things,
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but they can't make complicated things. You know, we turn
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out an f-150 every 52 seconds. So when we look
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at this crisis-- as a country and said, you know,
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"which industry is positioned to help us not only in
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terms of sophisticated machinery, but can do a lot of
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them and a lot of them quickly," the auto industry
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is uniquely positioned to do that. >> O'Donnell: In mid-march,
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it looked as if American hospitals would quickly need thousands
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of ventilators that didn't exist. >> Can we get that
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here faster? >> O'Donnell: As the pandemic spread, gm's Mary
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barra learned about a small innovative ventilator manufacturer in Washington
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state called ventec. Was putting the company's assets and people
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to work, to fight this pandemic an easy decision? >>
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barra: It was-- a very easy decision. When I got
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the call and we got the introduction to ventec the
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team just moved so quickly. And we thought if there's
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a way we can help, we absolutely want to do
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it. >> Phil kienle: The manifold that we had before...
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>> O'Donnell: After one phone call with ventec, Phil kienle,
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gm's vice president of north American manufacturing, got on a
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plane with three of his engineers. >> Kienle: When we
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were on the flight to Seattle, I asked everybody to
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have a mindset of what if your parents, your wife,
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one of your children had this covid disease, and absolutely
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needed one of these ventilators? How far would you go
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to get this thing into production? How fast would you
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move? >> O'Donnell: And given the speed with which you
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needed to act, how did you go about sourcing 400
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different parts for ventilators? >> Kienle: Our global purchasing and
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supply chain team really pulled off a miracle in sourcing
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this. We were in Seattle on a Friday. That same
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weekend, they were already sourcing the components for us. >>
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O'Donnell: Gm and ventec began transforming gm's kokomo, Indiana facility
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virtually overnight, from one that made electronic car components to
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a ventilator factory. It was ideally suited because both products
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contain a lot of circuit boards. Then they called on
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a mixture of salaried gm employees and union workers from
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the u.A.W. George vandermeir has been with gm for 43
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years. He used to make sure parts for pick-up trucks
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met safety standards. He's doing the same now for ventilators,
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with parts so small they need to be picked up
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with a set of tweezers. When were you scheduled to
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retire? >> George vandermeir: Yesterday. So I just extended my--
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retirement for another month or two just to make sure
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this gets off the ground and everything-- works well so
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we can get these ventilators out. >> O'Donnell: Tracy streeter
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used to move sheet metal with a forklift at his
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old gm job. That was before he was laid off
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because of covid-19. >> Tracy streeter: And just brought that
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plant to a standstill. >> O'Donnell: He is one of
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46 laid-off workers from a gm plant in Marion, Indiana
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who got the call from kokomo. >> Streeter: I went
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and asked my wife. She's an l.P.N. And her eyes
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lit up and she went, "you get to help." So
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it was a no-brainer. >> O'Donnell:Your wife is a nurse
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and she said, "this is an opportunity to help." >>
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streeter: Exactly. >> O'Donnell: In just two days he was
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trained to assemble and test a part of the ventilator
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that holds oxygen and has to be airtight. >> Streeter:
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There's a little tiny screw that goes into-- the part
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that I build. But even though that screw is so
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small, it's an important part. I look at it in
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the scheme of things, I'm just probably just as-- insignificant
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as that small little screw. But I play a part
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in what's happening in the bigger scale. >> Kienle: It
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went from a discussion to production in less than three
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weeks. >> O'Donnell: At first, gm and ventec were operating
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on their own. In late march, president trump ordered them
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to make ventilators under the defense production act. 12 days
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later they signed a half-billlion dollar contract to make 30,000
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for the federal government by August. Gm says it's not
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making any profit on the ventilators, but the project is
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teaching the company valuable lessons to help get its car
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factories open faster says Phil kienle, head of manufacturing for
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north America. >> Kienle: Well, we've actually pretty much used--
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kokomo as a beta site, if you will, for new
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safety protocols that we'll instill when general motors restarts. >>
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O'Donnell: That's really interesting. So not only are you making
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ventilators, you're also learning about how to work safely in
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this new era once you reopen the car plants. >>
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kienle: Absolutely. >> O'Donnell: Many of those working on kokomo,
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Mary, told us that they get their temperature taken before
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they go into work. Is that going to be the
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new normal in American manufacturing? >> Barra: Yes it will
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be. And before I walked into this facility today I
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had my temperature scanned. I think it's a very important
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part of the protocol. >> Ford: Good morning. >> How
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are you doing? >> Ford: Good, how are you? In
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the plant I'm in today, we're wearing face masks and
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we're wearing face shields. >> O'Donnell: Ford's executive chairman bill
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Ford says the company has also installed plastic barriers between
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each work station to enforce social distancing. >> Ford: Everybody's
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also wearing watches that buzz if you get within six
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feet of somebody else. >> O'Donnell: That's the first I
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had heard about these wristbands that buzz when you get
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within six feet of somebody. >> Ford: Yeah, we're trying
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it out. >> O'Donnell: The watches that Ford is testing
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are made by Samsung and use Bluetooth technology. >> Ford:
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It also tells you who you've come into contact with
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that's also been wearing that-- that-- wristband, so that if
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anybody was infected, it's very easy to trace who they
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were interacting with. >> O'Donnell: Ford is testing the watches
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with small teams of workers now making medical equipment. And
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what do you do when it buzzes? >> Joanne ritchie:
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Back off. (Laugh) >> O'Donnell: 30 year Ford employee joanne
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ritchie is on a line that's made over a million
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face masks. Just six weeks ago, in another clean room,
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she was making transmission valves. Joanne's daughter Andrea is a
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critical care nurse in one of the hospitals near Detroit
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that has seen both shortages of protective gear and multiple
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staffers diagnosed with covid- 19. And when your manager called
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to ask if you would come back not to make
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cars, but to make face masks, did you think about
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your daughter and helping her? >> Ritchie: That was the
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first thing that came to my mind. I thought, I'm
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gonna protect her. If I can, I'm gonna protect her.
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I'm gonna give her what she needs to do her
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job. >> O'Donnell: Joanne ritchie goes to her job at
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the factory 30 A.M., seven days a week. About an
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hour after she leaves for work, her daughter heads for
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her job at the hospital, to treat covid-19 patients. >>
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ritchie: The first couple days that she came home, she
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was-- you couldn't even look at her in the face.
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She didn't want to talk. And I says, "I'm worried
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about you. I'm-- I'm waiting to make sure that you
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come home at night. Because I don't know if you're
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going to come home. >> O'Donnell: She really is on
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the frontlines. >> Ritchie: Oh yeah, she is. Sorry about
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that. (Laugh) >> O'Donnell: Turns out, it runs in the
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family. During world war ii, joanne's grandmother chiara worked for
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the Hudson motor car company in Detroit, helping to make
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planes and engines for the U.S. war machine, just as
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millions of other women did in factories all around the
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country. Your grandmother chiara was a real Rosie the riveter.
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>> Ritchie: Yes, she was. You just step up to
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the plate. >> O'Donnell: Gm's George vandermeir also stepped up.
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The first shipments of ventilators he helped build went out
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to Chicago area hospitals last week. When you first saw
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a ventilator built and completed, ready to ship, how did
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that make you feel? >> George vandermeir: It was amazing.
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What we could do in such a short period of
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time, taking a vision and making it reality in three
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or four weeks. And we all got that opportunity to
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sign the box of the first shipments. >> O'Donnell: Worth
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putting retirement off for? >> Vandermier: Absolutely. Hands down, no
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question. (\ticking\) >> Bill Whitaker: When you're fighting a pandemic,
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almost nothing matters more than speed. A little-known band of
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doctors and hi-tech wizards say they were able to find
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the vital speed needed to attack the the computing power
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of artificial intelligence. They call their new weapon" outbreak science."
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It could change the way we fight another contagion. Already
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it has led to calls for an overhaul of how
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the federal government does things. But first, we'll take you
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inside bluedot, a small Canadian company with an algorithm that
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scours the world for outbreaks of infectious disease. It's a
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digital early warning system, and it was among the first
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to raise alarms about this lethal outbreak. It was new
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year's Eve when bluedot's computer spat out an a Chinese
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business paper had just reported 27 cases of a mysterious
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flu- like disease in Wuhan, a city of 11 million.
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The signs were ominous. Seven people were already in hospitals.
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Almost all the cases came from the city's sprawling market,
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where live animals are packed in cages and slaughtered on-site.
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Medical detectives are now investigating if this is where the
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epidemic began, when the virus made the leap from animals
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to us. Half a world away on the Toronto waterfront,
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bluedot's founder and c.E.O., Dr. kamran Khan, was on his
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way to work. An infectious disease physician, he had seen
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another coronavirus in 2003, SARS, kill three colleagues. When we
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spoke with him remotely he told us this outbreak had
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him worried. >> Dr. kamran Khan: We did not know
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that this would become the next pandemic. But we did
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know that there were echoes of the SARS outbreak, and
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it was something that we really should be paying attention
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to. >> Whitaker: Covid-19 soon got the world's attention. Bluedot's
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Toronto staff now works from home, except for Dr. Khan.
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But in December, the office kicked into high-gear as they
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rushed to verify the alert. Chinese officials were secretive about
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what was happening. But bluedot's computer doesn't rely on official
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statements. Their algorithm was already churning through data, including medical
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bulletins, even livestock reports, to predict where the virus would
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go next. It was also scanning the ticket data from
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4,000 airports. >> Khan: And just draw right over the
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city of Wuhan, and it'll reveal the locations of airports.
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>> Whitaker: Bluedot wasn't just tracking flights, but calculating the
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cities at greatest risk. On December 31, there were more
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than 800,000 travelers leaving Wuhan, some likely carrying the disease.
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>> Khan: So these yellow lines reflect the nonstop flights
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going out of Wuhan. And then the blue circles reflect
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the final destinations of travelers. The larger the circle, the
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larger number of travelers who are going to that location.
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These were many of the first cities that actually received
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cases of covid-19 as it spread out of mainland China.
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>> Whitaker: You can do that in a matter of
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seconds? >> Khan: We can analyze and visualize all this
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information across the globe in just a few seconds. >>
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Whitaker: The virus wasn't just spreading to east Asia. Thousands
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of travelers were heading to the United States too. >>
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Khan: Most of the travel came into California and San
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Francisco and Los Angeles. Also, into New York City. And
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we analyzed that way back on December 31. Our surveillance
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system that picked up the outbreak of Wuhan automatically talks
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to the system that is looking at how travelers might
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go to various airports around Wuhan. >> Whitaker: So when
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you see that map, you don't just see flight patterns?
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>> Khan: If you think of an outbreak a bit
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like a fire and embers flying off, these are like
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embers flying off into different locations. >> Whitaker: So in
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this case, that Ember landed in dry brush in new
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York and started a wildfire? >> Khan: Absolutely. >> Whitaker:
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Dr. Khan told us he had spent the better part
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of a year persuading the airlines to share their flight
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data for public health. Nobody had ever asked that before.
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But he saw it as information gold. >> Khan: How
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is it that someone knows 16b, that seat is available,
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but 14a has been taken? There clearly must be some
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kind of information system. >> Whitaker: Why is that so
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important? >> Khan: There are over four billion of us
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that board commercial flights and travel around the world every
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year. And so that is why understanding population movements becomes
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so important in anticipating how disease is spread. >> Whitaker:
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The virus spread across Asia with a vengeance. Bluedot has
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licensed access to the anonymized location data from millions of
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cellphones. And with that data it identified 12 of the
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20 cities that would suffer first. >> Khan: What we're
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looking at here are mobile devices that were in Wuhan
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in the previous 14 days and where are they now
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across east Asia. Places like Tokyo have a lot of
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devices-- Seoul in south Korea-- >> Whitaker: So you're following
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those devices from Wuhan to these other cities? >> Khan:
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That's correct. I do want to point out these are
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also anonymized data. But they allow us to understand population
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movements. That is how we can understand how this virus
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will spread. >> Whitaker: To build their algorithm, Dr. Khan
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told us he deliberately hired an eclectic engineers, ecologists, geographers,
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veterinarians, all under one roof. They spent a year teaching
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the computer to detect 150 deadly pathogens. >> Khan: We
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can ultimately train a machine to be reading through all
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the text and picking out components that this is talking
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about an outbreak of Anthrax, and this is talking about
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the heavy metal band Anthrax. And as you do this
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thousands and thousands and thousands of times, the machine starts
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to get smarter and smarter. >> Whitaker: And how many
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different language does the computer understand? >> Khan: So it's
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reading this currently in 65 languages, and processing this information
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every 15 minutes, 24 hours a day. So it's a
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lot of data to go through. >> Whitaker: Within two
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hours of detecting the outbreak on December 31, bluedot had
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sent a warning of the potential threat public health officials
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in 12 countries, airlines and frontline hospitals, like humber river
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in Toronto. >> Dr. Michael gardam: We've been able to
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really make a lot of decisions, I think, a little
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bit earlier because I kind of feel like we had
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a bit of an inside scoop here. >> Whitaker: One
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of Canada's top infectious disease physicians, Dr. Michael gardam, told
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us it was like getting real time intelligence. What did
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you do when you got that information from bluedot? >>
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gardam: Getting that intel allowed me to kind of be
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the canary in the coal mine, to stand up and
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say we need to pay attention to this. And to
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start thinking about it, start thinking about supplies, start thinking
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about how busy we might be. Now at this point,
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everybody knows about covid-19. But it's, it's not so much
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now. Now you've pretty much bought whatever p.P.E. You can
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buy, it's very hard to buy that anymore. It's what
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did you do a month and a half ago that
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was so important. So, none of this is any surprise
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to us whatsoever, and yet, you see countries around the
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world where this has been a surprise. >> Whitaker: Bluedot
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had no clients in the U.S., so while Dr. gardam's
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hospital was making plans in January, president trump, as late
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as march, was still assuring Americans that everything was under
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control. >> Trump: We're prepared. And we're doing a great
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job with it. And it will go away, just stay
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calm. >> Whitaker: California wasn't so sure, and braced for
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the worst. In march it became the first state in
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the country to lock down its cities. Mickey mouse suddenly
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looked lonely. Drivers had only dreamed of such empty freeways.
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But the lockdown bought time. Despite having its first case
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of covid-19 five weeks before New York, California dodged the
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hurricane of infection that slammed into New York City. At
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his daily teleconference in sacramento, governor Gavin newsom made no
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secret where he'd outbreak science. >> Newsom: It's not a
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gross the old modeling is literally pento-paper in some cases.
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And then you put it into some modest little computer
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program and it spits a piece of paper out. I
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mean, this is a whole other level of sophistication and
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data collection. >> Whitaker: With the virus spreading around the
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world, California enlisted the help of bluedot, esri, Facebook and
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others, using mapping technologies and cellphone data to predict which
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hospitals would be hit hardest, and see if Californians were
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really staying at home. Data became California's all- seeing crystal
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ball. >> Newsom: We are literally seeing in to the
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future and predicting in real-time based on constant update of
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information where patterns are starting to occur before they become
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headlines. >> Whitaker: Can you just sort of like, give
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me an example? >> Newsom: We can see in real
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time on a daily basis, hourly basis, moment-by-moment basis if
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necessary, whether or not our stay-at-home orders were working. We
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can truly track now by census tract, not just by
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county. >> Whitaker: Here's what it looked like. Bluedot scanned
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anonymous cellphone data over a 24-hour period last month in
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Los Angeles. The blue circles indicate less movement than the
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week before, the red spots show where people are still
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gathering. It could be a hospital, or a problem. That
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cellphone data allows public health officials to investigate. It also
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raises worrisome privacy issues. How are you able to ensure
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that this cellphone data will remain anonymous? >> Newsom: Well,
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I didn't want to take the companies words for it,
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I say that respectfully. I have team of folks that
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are privacy-first advocates in our technology department. And we are
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making sure that no individualized data is provided. If it
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is, we're out. >> Whitaker: So what's been the most
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frustrating part of this for you? >> Newsom: It's just
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incumbent upon us to have a national lens. And to
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recognize we're many parts but one body. And if one
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part suffers, we all suffer. >> Whitaker: From this experience,
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do you think the federal government needs to overhaul the
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way it tackles pandemics? >> Newsom: I don't know that
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there's a human being out there, maybe one or two,
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that would suggest otherwise. No, the absolute answer is, of
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course, unequivocally. >> Dylan George: Data technology has transformed the
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way we do business in many aspects of our lives.
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But it has not transformed the way things are done
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in public health. >> Whitaker: For Dylan George, that's an
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urgent priority. As a scientist tracking biological threats in the
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bush and Obama administrations, he has seen first-hand what he
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calls the panic-neglect cycle. >> George: Perhaps the most tragic
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idea in all of public health is this-- in a
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time of an outbreak everyone lights their hair on fire
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and is running around trying to figure out. After it's
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over, everyone forgets about it. >> Whitaker: He has joined
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a growing number of scientists an infectious disease forecasting center
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modeled on the national weather service. >> George: We need
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to have professionals that their day job is dedicated to
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helping us understand how infectious diseases will, will risk our
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wellbeing economically and from a national security perspective. >> Whitaker:
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That idea has been kicking around for a while. It's
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never gotten the funding. Do you think things will be
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different this time? >> George: When we see that there
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is $2 trillion being spent on stimulus bills to help
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us get out of this, to make sure that we
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can rebound, we need to think transformatively. We need to
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think broadly about how we can move these things forward.
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This kind of a center would help us do that.
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>> Whitaker: As the coronavirus continues to upend our lives,
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Toronto's Dr. Michael gardam told he has seen the difference
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a digital early-warning system can make. >> Gardam: One of
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the biggest challenges in infectious diseases is you never want
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to be the doctor that picks up the first case
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because you're probably going to miss it. And you probably
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weren't wearing the right gear and it's probably already spread
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in your hospital. And so getting the early warning that
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help gives you the intel to make that first call
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is so incredibly important. (\ticking\) >> David Martin: Anyone joining
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the United States military takes an oath to defend the
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country against all enemies foreign and domestic. Safe to say
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very few of them had coronavirus in mind when they
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raised their right hand. By latest count, some 60,000 servicemen
467
00:28:59,320 --> 00:29:02,001
and women have been sent into action against this new
468
00:29:02,200 --> 00:29:05,570
enemy. But the military's number one mission has been to
469
00:29:05,690 --> 00:29:09,290
defend its own ranks against infection. It can't protect the
470
00:29:09,400 --> 00:29:13,006
nation if it can't defend itself. The aircraft carrier Roosevelt
471
00:29:13,600 --> 00:29:17,800
made headlines when coronavirus ran roughshod through its Crew. And
472
00:29:17,970 --> 00:29:20,910
there have been other outbreaks that required drastic measures to
473
00:29:21,004 --> 00:29:24,670
contain. The U.S. military was up against an enemy it
474
00:29:24,830 --> 00:29:27,500
could not see and did not understand. >> One! Two!
475
00:29:28,670 --> 00:29:34,400
>> Martin: Everything in the army starts with basic training.
476
00:29:36,590 --> 00:29:41,560
And every day starts before dawn. But it never looked
477
00:29:42,007 --> 00:29:43,360
or sounded like this before. >> Halt! >> David castelow:
478
00:29:43,430 --> 00:29:45,870
Hard surfaces. Everything that your little hands touch. Everything! It's
479
00:29:45,940 --> 00:29:47,620
gotta get wiped down. Your beds, everything! If it's a
480
00:29:48,002 --> 00:29:54,550
hard surface it collects dust. You're gonna wipe it down.
481
00:29:55,900 --> 00:29:59,410
Do you understand? >> Yes, drill sergent! >> Martin: It's
482
00:29:59,570 --> 00:30:03,002
not dust drill sergeant David castelow is worried about. It's
483
00:30:03,230 --> 00:30:07,490
coronavirus. And that's why he takes every recruit's temperature first
484
00:30:07,720 --> 00:30:11,420
thing. >> Castlerow: If your organization is infected by something
485
00:30:11,780 --> 00:30:15,550
like this, you know, these people, these initial entry trainees,
486
00:30:16,310 --> 00:30:19,630
are our combat power. So if they go down, or
487
00:30:19,890 --> 00:30:22,480
and if we can't do it safely, then we are
488
00:30:22,990 --> 00:30:26,800
rendering ourselves obsolete. You understand? >> Martin: Last month, 63
489
00:30:27,540 --> 00:30:30,310
recruits in a class of 940 here at fort Jackson,
490
00:30:30,740 --> 00:30:35,130
south Carolina, tested positive for the virus and upended basic
491
00:30:35,540 --> 00:30:37,430
training. >> You're going to do everything that I tell
492
00:30:37,600 --> 00:30:39,920
you. You do not move unless I tell you to.
493
00:30:40,008 --> 00:30:42,540
>> Martin: That's not a recruit he's barking at. It's
494
00:30:42,720 --> 00:30:45,620
a four star general, army chief of staff James mcconville.
495
00:30:46,390 --> 00:30:48,370
>> Make sure that you are standing on top of
496
00:30:48,500 --> 00:30:51,540
the red and the white x. Is that clear? >>
497
00:30:51,540 --> 00:30:53,650
Martin: Mcconville took on the role of a recruit to
498
00:30:53,770 --> 00:30:57,880
witness the revamped training first hand after coronavirus had forced
499
00:30:58,310 --> 00:31:00,710
the army to stop taking in new soldiers. >> James
500
00:31:01,130 --> 00:31:03,420
mcconville: We took a two week pause. >> Martin: So
501
00:31:03,580 --> 00:31:05,350
for two weeks, you're not taking in any recruits? >>
502
00:31:05,350 --> 00:31:08,460
mcconville: That's correct. >> Martin: Has that ever happened before?
503
00:31:08,660 --> 00:31:11,600
>> Mcconville: I'm not aware of any time- at least,
504
00:31:12,160 --> 00:31:14,008
in my 39 years where we stopped taking recruits in.
505
00:31:14,690 --> 00:31:17,960
But these are different times. >> Martin: Training is still
506
00:31:18,220 --> 00:31:20,700
going on at fort Jackson for recruits who arrived before
507
00:31:21,140 --> 00:31:24,950
the two week pause. But now every soldier is wearing
508
00:31:25,290 --> 00:31:28,700
a face mask, loading up on hand sanitizer before moving
509
00:31:29,005 --> 00:31:32,520
into firing position and trying to stay six feet apart.
510
00:31:32,750 --> 00:31:36,530
>> Hey stop, stop. Keep your distance. >> Martin: We
511
00:31:36,700 --> 00:31:39,970
call it "social distancing." The army calls it "tactical dispersion."
512
00:31:40,490 --> 00:31:44,003
>> Collins: We have been executing socially distanced enabled training
513
00:31:44,280 --> 00:31:47,350
since week two. >> Martin: Either way, lieutenant colonel Patrick
514
00:31:47,730 --> 00:31:50,550
Collins tells general mcconville it's a problem. >> Collins: Day
515
00:31:50,980 --> 00:31:54,190
to day our biggest problem is keeping them in that
516
00:31:54,230 --> 00:31:57,450
six feet. Cause, you tend to tell them," o.K. Separate.
517
00:31:57,950 --> 00:32:00,740
Get your six feet." You know, a couple minutes later,
518
00:32:01,100 --> 00:32:03,860
you know, just kind of natural human behavior. They start
519
00:32:04,240 --> 00:32:05,360
clustering again and you, and you, you've got to tell
520
00:32:05,600 --> 00:32:08,600
them again. >> Martin: Nothing at fort Jackson is natural
521
00:32:08,820 --> 00:32:12,003
any more. The army likes to say it has the
522
00:32:12,140 --> 00:32:15,290
best dressed soldiers in the world, but tailors who usually
523
00:32:15,700 --> 00:32:18,920
alter uniforms for a better fit are now turning out
524
00:32:19,008 --> 00:32:21,001
face masks. >> Mcconville: These just got here. These are
525
00:32:21,004 --> 00:32:23,420
brand new. >> Martin: Brand new? And the single most
526
00:32:23,710 --> 00:32:26,790
important equipment mcconville saw on his tour was a pair
527
00:32:27,140 --> 00:32:30,400
of high speed covid-19 test machines. >> Koenig: That'd give
528
00:32:30,550 --> 00:32:33,660
us the ability to test 750 plus in one day
529
00:32:33,940 --> 00:32:35,540
with a one day turnaround. And then they go and
530
00:32:35,900 --> 00:32:37,900
we can then test that bubble also. We can continue
531
00:32:38,160 --> 00:32:40,630
to expand the bubbles of testing so that we can
532
00:32:40,760 --> 00:32:42,480
make sure we can cut it off right at the
533
00:32:42,570 --> 00:32:43,450
source, rather than watch it spread through a unit. >>
534
00:32:43,450 --> 00:32:47,880
Martin: The chief of staff's job is to get the
535
00:32:48,005 --> 00:32:51,450
army ready to fight. But these days general mcconville told
536
00:32:51,690 --> 00:32:53,860
us he spends three quarters of his time trying to
537
00:32:54,008 --> 00:32:59,550
fight coronavirus to keep his soldiers healthy. Just six weeks
538
00:32:59,820 --> 00:33:02,130
ago he was sending heavy armor to Europe for one
539
00:33:02,240 --> 00:33:04,580
of the largest exercises since the cold war. >> Mcconville:
540
00:33:05,250 --> 00:33:07,420
The toughest decision that, that we had to make was
541
00:33:08,310 --> 00:33:14,560
to cancel defender 20. >> Martin: Defender 20 meant sending
542
00:33:15,006 --> 00:33:18,750
an entire division-sized force and its equipment to Europe just
543
00:33:19,140 --> 00:33:21,600
as the virus was assaulting the continent. >> Mcconville: We
544
00:33:21,660 --> 00:33:24,620
just started war gaming what would happen if we had
545
00:33:25,470 --> 00:33:31,110
15,000 or 20,000 soldiers in a very close environment and,
546
00:33:31,710 --> 00:33:33,450
you know, and the virus broke out? How would we
547
00:33:33,740 --> 00:33:35,600
take care of them? And did we want to put
548
00:33:36,220 --> 00:33:39,850
our soldiers at that much risk for a training exercise?
549
00:33:40,930 --> 00:33:42,900
And we chose not to. >> Martin: You have to
550
00:33:43,003 --> 00:33:49,590
curtail training. You have to postpone Major exercises. That's got
551
00:33:49,720 --> 00:33:51,890
to take a toll on the readiness of the army.
552
00:33:51,940 --> 00:33:53,730
>> Mcconville: From where I sit, I'm looking at the
553
00:33:53,810 --> 00:33:58,220
long game, and the long game is that we have
554
00:33:58,390 --> 00:34:01,130
to protect the force to protect the nation. >> Martin:
555
00:34:01,650 --> 00:34:02,890
How big a price have you paid so far? >>
556
00:34:02,890 --> 00:34:05,730
mcconville: I don't think we've paid a huge price yet.
557
00:34:06,780 --> 00:34:08,990
Am I concerned long term? Absolutely. >> Pete fesler: I'll
558
00:34:09,100 --> 00:34:12,170
be honest. It's been a little bit intimidating thinking about
559
00:34:12,340 --> 00:34:14,440
it. You train in your career to fight an enemy
560
00:34:14,670 --> 00:34:15,800
that you can see. This is one that you can't.
561
00:34:16,380 --> 00:34:19,670
>> Martin: Air force brigadier general Pete fesler, a fighter
562
00:34:20,007 --> 00:34:22,990
pilot, is about as far removed from basic training as
563
00:34:23,008 --> 00:34:27,008
it gets, underneath 1500 feet of granite at this command
564
00:34:27,470 --> 00:34:31,130
post inside Cheyenne mountain, Colorado. >> Fesler: It is a
565
00:34:31,190 --> 00:34:33,860
secure location that we intend to operate out of in
566
00:34:33,990 --> 00:34:37,007
wartime. >> Martin: Well, this is wartime, isn't it? >>
567
00:34:37,007 --> 00:34:38,440
fesler: It is, but it's really a different kind of
568
00:34:38,580 --> 00:34:42,930
war. >> Martin: Cheyenne mountain was built to withstand a
569
00:34:43,000 --> 00:34:46,005
nuclear blast but every time a watch team makes this
570
00:34:46,490 --> 00:34:49,560
half-mile walk into the mountain, they risk bringing the virus
571
00:34:50,001 --> 00:34:53,580
with them. Which is why each team spends 14 days
572
00:34:53,890 --> 00:34:57,820
in quarantine before going on duty. When their watch starts...
573
00:34:58,130 --> 00:34:59,880
>> Fesler: The first step you do is you start
574
00:35:00,180 --> 00:35:03,470
wiping down every surface, your computers, your telephones, your desk
575
00:35:03,830 --> 00:35:06,910
surfaces, door handles, etcetera, to make sure that all those
576
00:35:07,160 --> 00:35:10,720
are clean as well. It's a bit like an obsessive
577
00:35:11,200 --> 00:35:14,160
compulsive disorder. But we have to be able to make
578
00:35:14,360 --> 00:35:15,760
sure that there's no exposure to that virus. >> Martin:
579
00:35:17,005 --> 00:35:19,750
Because our "60 minutes" team had not been quarantined, our
580
00:35:19,940 --> 00:35:23,670
cameras were not allowed inside the mountain. This footage was
581
00:35:23,830 --> 00:35:28,460
shot by the military. The interview was conducted from the
582
00:35:28,620 --> 00:35:31,540
Pentagon. >> Fesler: When occasionally we have to bring somebody
583
00:35:32,002 --> 00:35:35,520
from outside into our bubble for work on an it
584
00:35:35,970 --> 00:35:39,520
system, for example, we scatter like cockroaches. It's as if
585
00:35:40,200 --> 00:35:42,340
this is the most dangerous thing we've ever done in
586
00:35:42,440 --> 00:35:44,870
our careers. It's not being shot at. It's not flying
587
00:35:45,160 --> 00:35:48,150
combat. It's actually having somebody from outside the bubble arrive
588
00:35:48,600 --> 00:35:51,220
inside of here. >> Martin: This command center performs what
589
00:35:51,500 --> 00:35:56,140
fesler calls a zero fail mission- a 24/7 watch against
590
00:35:56,500 --> 00:36:00,400
a missile or bomber attack on the United States. Since
591
00:36:00,780 --> 00:36:04,006
the pandemic began, Cheyenne mountain has scrambled jets to intercept
592
00:36:04,570 --> 00:36:09,160
Russian aircraft off the coast of Alaska three times. You
593
00:36:09,240 --> 00:36:11,260
think they were testing you at all to see if
594
00:36:11,370 --> 00:36:13,750
anybody was home at Cheyenne mountain. >> Fesler: I suspect
595
00:36:14,940 --> 00:36:17,330
that the way that they look at those sorties probably
596
00:36:18,230 --> 00:36:20,230
is related to understanding our ability to operate in a
597
00:36:20,820 --> 00:36:24,001
covid environment. >> Martin: Cheyenne mountain was ready for the
598
00:36:24,130 --> 00:36:27,610
Russians but not for coronavirus. >> Fesler: This is something
599
00:36:27,920 --> 00:36:29,850
new. This is something that we had to invent on
600
00:36:29,960 --> 00:36:33,009
the fly as our adversary was not exactly like the
601
00:36:33,180 --> 00:36:34,970
one we had planned to fight. >> Terrence o'shaughnessy: There
602
00:36:35,200 --> 00:36:37,580
are so many aspects of what's going on now that
603
00:36:37,770 --> 00:36:39,880
are not things that we expected that we would be
604
00:36:40,000 --> 00:36:42,550
doing. >> Martin: General Terrence o'shaughnessy, head of the U.S.
605
00:36:42,960 --> 00:36:45,490
Northern command, is the man in charge of defending the
606
00:36:45,570 --> 00:36:49,240
homeland. He had plans for dealing with all kinds of
607
00:36:49,350 --> 00:36:53,008
disasters, including a pandemic, but nothing on this scale. >>
608
00:36:53,008 --> 00:36:56,009
o'shaughnessy: Often we practice what we call the complex disasters,
609
00:36:56,700 --> 00:36:59,790
where we might have an earthquake maybe that hit multiple
610
00:37:00,350 --> 00:37:02,810
states and we consider those to be complex. And to
611
00:37:02,940 --> 00:37:05,980
have a national-- actual disasters declared in the 50 states
612
00:37:06,370 --> 00:37:09,310
and the responses happening with them, that is unprecedented. >>
613
00:37:09,310 --> 00:37:12,400
Martin: So, you know the old saying about plans, no
614
00:37:12,590 --> 00:37:14,930
plan ever survives first contact with the enemy. >> O'shaughnessy:
615
00:37:15,680 --> 00:37:18,670
This plan did not survive contact with the enemy. >>
616
00:37:18,670 --> 00:37:22,280
Martin: Despite all the top secret intelligence he sees, o'shaughnessy
617
00:37:22,880 --> 00:37:24,910
did not have a good understanding of the virus. >>
618
00:37:24,910 --> 00:37:28,420
o'shaughnessy: Having an enemy that you don't fully understand is
619
00:37:28,640 --> 00:37:30,530
always a little bit frustrating. >> John hyten: We still
620
00:37:30,710 --> 00:37:33,110
don't fully understand the virus. >> Martin: General John hyten
621
00:37:33,510 --> 00:37:35,560
is the vice chairman of the joint chiefs, the number
622
00:37:35,900 --> 00:37:39,007
two man in the military. Twice each day he holds
623
00:37:39,420 --> 00:37:42,900
a video conference with the Pentagon's crisis management team located
624
00:37:43,380 --> 00:37:46,660
two floors below in the national military command center. >>
625
00:37:46,660 --> 00:37:48,880
hyten: We had so many assumptions of what a virus
626
00:37:49,930 --> 00:37:52,690
would do, what a pandemic flu would do. And then
627
00:37:52,820 --> 00:37:56,690
when you actually see what coronavirus does, what covid-19 does,
628
00:37:57,380 --> 00:38:00,340
it's completely different. >> Martin: The nastiest surprise was the
629
00:38:00,450 --> 00:38:04,490
aircraft carrier Roosevelt. Not only did the virus sideline one
630
00:38:04,640 --> 00:38:07,260
of the most important ships in the Navy but the
631
00:38:07,380 --> 00:38:10,150
majority of the more than 800 Crew members who tested
632
00:38:10,560 --> 00:38:13,770
positive had no symptoms. >> Hyten: You think you finally
633
00:38:14,170 --> 00:38:16,920
start to understand it, and then you get data off
634
00:38:17,110 --> 00:38:21,120
the Theodore Roosevelt, of the very large number of asymptomatic
635
00:38:22,390 --> 00:38:25,200
cases. And then you try to understand whether the asymptomatic
636
00:38:25,910 --> 00:38:30,250
cases is contagious. How contagious are they? That's medical questions
637
00:38:30,760 --> 00:38:33,190
that we still don't fully understand the answers to. >>
638
00:38:33,190 --> 00:38:36,650
Martin: Many of the answers depended on testing and the
639
00:38:36,980 --> 00:38:39,950
Pentagon had to use its transport planes to airlift millions
640
00:38:40,500 --> 00:38:44,006
of test swabs into the United States from Europe. From
641
00:38:44,210 --> 00:38:46,970
the outside looking in, it seemed like it was one
642
00:38:47,500 --> 00:38:53,540
emergency stopgap shipment of medical supplies after another. Was that
643
00:38:53,700 --> 00:38:55,240
what it was like on the inside looking out? >>
644
00:38:55,240 --> 00:38:58,600
hyten: On the inside looking out I'll say it didn't
645
00:38:58,940 --> 00:39:02,290
look like an emergency but it was difficult. It was
646
00:39:02,420 --> 00:39:04,006
difficult to figure out exactly where to go. And then
647
00:39:04,310 --> 00:39:06,740
when we decided to move-- we had to move quickly
648
00:39:07,110 --> 00:39:08,380
to get it in the right place. But the one
649
00:39:08,580 --> 00:39:10,680
thing that we do really well is we move stuff.
650
00:39:10,900 --> 00:39:13,960
>> Martin: The army corps of engineers set up hospitals
651
00:39:14,590 --> 00:39:18,001
like this one at Chicago's mccormick place convention center all
652
00:39:18,290 --> 00:39:22,710
across the country, creating by last count about 15,000 beds
653
00:39:23,600 --> 00:39:28,400
in case local hospitals were overwhelmed. Were those hospitals the
654
00:39:28,610 --> 00:39:29,750
last line of defense? >> Hyten: We looked at it
655
00:39:29,840 --> 00:39:33,004
as the last line of defense. >> Martin: Where would
656
00:39:33,320 --> 00:39:39,120
the medical personnel to staff all those beds come from?
657
00:39:39,200 --> 00:39:41,006
>> Hyten: I have to be honest, we were worried
658
00:39:42,100 --> 00:39:43,860
about whether we'd run out of capacity early on when
659
00:39:44,160 --> 00:39:46,490
we were looking at those big numbers. It was not
660
00:39:46,730 --> 00:39:49,930
just space but, we were worried about doctors, nurses, corpsmen,
661
00:39:50,440 --> 00:39:52,660
respiratory therapists. We were worried about all those things. >>
662
00:39:52,660 --> 00:39:57,510
Martin: If this virus had not been slowed by social
663
00:39:57,910 --> 00:40:03,640
distancing, would the U.S. military have had the capability and
664
00:40:03,810 --> 00:40:07,450
capacity to defeat that virus? >> Hyten: That's what we
665
00:40:07,520 --> 00:40:10,520
were worried about. A situation where we would have been
666
00:40:11,550 --> 00:40:12,960
basically mobilizing everything we had. It would have been a
667
00:40:13,003 --> 00:40:16,740
different world. And I can't tell you right now how
668
00:40:16,930 --> 00:40:19,190
we would have closed that. >> Martin: It's a question
669
00:40:19,740 --> 00:40:23,520
the American military rarely has to ask itself, but the
670
00:40:23,620 --> 00:40:26,470
definition of what it takes to be a superpower has
671
00:40:26,700 --> 00:40:31,740
changed forever. So what will it take to get the
672
00:40:31,870 --> 00:40:35,005
military back to normal? >> Hyten: 2019 normal will never
673
00:40:35,330 --> 00:40:37,750
exist again. We have to figure out how to operate
674
00:40:38,310 --> 00:40:42,440
and fight through a world where coronavirus exists. If we
675
00:40:42,550 --> 00:40:46,910
just wait for what, you know, everybody hopes is going
676
00:40:46,970 --> 00:40:50,000
to happen, which is the disease goes away, and it
677
00:40:50,100 --> 00:40:52,560
doesn't, and we haven't planned for the-- for the other
678
00:40:52,690 --> 00:40:58,280
case, we're in a bad situation. (\ticking\) >> For more
679
00:40:58,650 --> 00:41:02,740
on our coverage of the coronavirus, go to 60minutesovertime. Com.
680
00:41:02,970 --> 00:41:13,840
>> Whitaker now, an update on a story from earlier
681
00:41:14,250 --> 00:41:19,440
this month called "critical condition." Scott pelley visited "melba's," a
682
00:41:19,510 --> 00:41:23,720
109 seat restaurant in Harlem, where owner melba Wilson had
683
00:41:23,940 --> 00:41:27,440
laid off 24 employees after the pandemic shut down restaurant
684
00:41:27,970 --> 00:41:32,006
dining rooms. Among them was alysha navarro, a 30 year
685
00:41:32,360 --> 00:41:37,110
old single mother. Today, melba is preparing about 200 meals
686
00:41:37,450 --> 00:41:40,960
a day, ordered and paid for by customers, then distributed
687
00:41:41,710 --> 00:41:45,890
to medical workers, schools and first responders. Melba has begun
688
00:41:46,310 --> 00:41:49,690
to call back some of her kitchen staff. Alysha navarro,
689
00:41:50,230 --> 00:41:53,990
who didn't work in the kitchen, remains on unemployment, caring
690
00:41:54,380 --> 00:41:58,260
full-time for her daughter. Alysha tells us she received $500
691
00:41:59,750 --> 00:42:04,460
from "60 minutes" viewers. She spent 300 making sandwiches which
692
00:42:04,620 --> 00:42:07,003
she gave out to public housing residents and the homeless
693
00:42:07,610 --> 00:42:11,006
in her neighborhood. The rest covered groceries for her daughter
694
00:42:11,550 --> 00:42:16,200
and herself. I'm bill Whitaker. We'll be back next week
695
00:42:16,540 --> 00:42:18,140
with another edition of "60 minutes." (\ticking\)
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00:42:18,140 --> 00:45:00,000
微信：xy595856
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00:45:00,000 --> 00:45:00,000