Orion Five EngineeringApproach
The right kind of innovation depends on your company's current position, its direction and what you want to achieve. Our in-house Registered Management Consultants agree this with you before any design work starts.
This applies when the market has room for a genuinely new offer. We help you develop the concept and bring it to market, in the strictest confidence.
Global markets change quickly, and you may need continuous innovation just to keep your position. Technology and data help you defend it.
This applies when the aim is an exit. Once you have developed the innovation, you can sell it outright or license it to another organisation.
A visible commitment to innovation gives skilled people challenging and creative work. That is a major reason why they stay.
This applies when the objective is lower cost. We reduce cost by changing how the operation runs.
This applies when the objective is a stronger public profile. We raise it by changing how the business presents itself.
The level of risk depends on whether you aim to expand the business or protect current revenue and profit. Most companies pursue more than one outcome, so they need more than one strategy. Our in-house Registered Management Consultants agree the outcomes and strategies with you before any design work starts.
The map traces two strategies from the financial objective down to the staff skills each one needs. We use it to keep your project tied to the outcome you commissioned it for.
New services and product offerings, and broader sources of revenue from the customers you already have.
Better operating efficiency, through lower manpower needs and more effective work in the field.
Financial
Broaden revenue mix
Improve operating efficiency
Customer
Increase customer confidence
Increase customer satisfaction
Internal
Understand customer segment
Develop new product
Cross-sell products
Reduce manpower
Minimise problems
Effective inspection
Learning and growth
Develop strategic skills
Access to information
SkillsFuture for staff
Act 01
The strategy map depends on the judgement of the people who prepare it. We explain who they are and the professional standards that apply to them.
The consultant
UNIT 01The engineers who build your system do not write its strategy. A Registered Management Consultant does. Enterprise Singapore recognises this certification, which is aligned to TR 43:2015 and SS 680:2021. The Singapore Accreditation Council accredits the certifying bodies.
The certification is not permanent. Holders are reassessed periodically, complete continuing professional development, and follow a code of conduct that carries disciplinary consequences. Any integrator can give someone the title of consultant. This certification is different, because an outside body can withdraw it.
Before the design
Most companies name one outcome at the start but fund a different one. The consultant identifies the objective your budget actually supports and records it in writing before an engineer draws anything. We measure every later decision against that written objective.
During the design
Each scope decision either supports the stated outcome or it does not. The consultant's only job is to answer that question, separately from the engineers who build the system. This stops your project from adding features that nobody asked for.
At stage 03
The proposal sets out the full scope, cost and sequence, and states its assumptions. This is the main purpose of the certification. You can judge any proposal written to a published standard against that standard, including ours.
Where funding is in scope
The Raymang Eggs robotics line was funded by an Enterprise Singapore Enterprise Development Grant. The PestBusters programme was the country's first Lead Enterprise Development Scheme project. A grant assessor looks for a defined business problem, a scoped project and a measurable outcome. The consulting stage produces that same document.
The same consultant is still available when your system is commissioned a year later. A consultant hired only to write the proposal would not be, even though the proposal contains the commitments made to you.
Act 02
For each project, we separate the recorded results from the reasoning we used to scope the work.
The map in practice
UNIT 02FIG. 02 traces two strategies from a financial objective down to the skills they need. We apply it to two completed projects, in the same row order. The Raymang Eggs project follows the productivity column. The PestBusters project follows the revenue-growth column.
What was built. Two six-axis industrial arms pick and place cartons into an automated cutting machine, and a third arm clears and disposes of the cut cartons. Unboxing that took 24 hours by hand now takes one hour for the same volume of stock. The process also depends less on manual labour.
Read the full case study
What was built. Singapore's first Lead Enterprise Development Scheme project. Phase one covered fleet management, live-streaming body cameras, inspection drones, and a command centre. Phase two added IoT devices with web-based monitoring, intelligent rodent surveillance cameras, and intelligent rodent traps.
Read the full case studyIn each case, the “What was built” paragraph is the record of the engagement. The four rows show the objectives we scoped the work against. They are not measured results.
Stages and phases
UNIT 03Every engagement follows our four-stage delivery process: site assessment, preliminary engineering design, a fixed-scope proposal, then delivery. Robotics and assurance engagements also run in six phases each, because each phase ends at a gate with a written test or result. You buy the next phase only after the gate is passed.
Each phase sits in one of the four stages. In both service lines, the proposal in stage 03 covers the phases you buy next, and later phases are proposed again once their gate is passed. Our five core services are different again. They are the scopes of work inside systems integration and AI workflow automation, not a sequence.
| Delivery stage | Robotics phases | Assurance phases |
|---|---|---|
| 01 Site assessment | 01 Assess | 01 Scope, 02 Gap assessment |
| 02 Preliminary engineering design | 02 Design | The ranked gap register from phase 02 sets what must change |
| 03 Fixed-scope proposal | The proposal for the phases you buy next | The proposal for the phases you buy next |
| 04 Delivery and coordination | 03 Prove, 04 Pilot, 05 Scale, 06 Operate | 03 Recover and build, 04 Internal audit, 05 Readiness review, 06 Audit support |
Read the phases in full on robotics and assurance, and the four stages on our homepage.
