Orion Five EngineeringApproach
There is no single kind of innovation. Which one applies depends on where your company is, where it is heading, and what you want out of it. Our in-house Registered Management Consultants settle that with you before anything gets designed.
When there is an opening for a genuine change in what the market is offered. We help you conceptualise and commercialise it, in the strictest confidence.
In a moving global market you often need continuous innovation just to hold position. Technology and data are how you defend it.
When the aim is an exit. Once developed, the innovation can be sold outright or licensed to another organisation.
A visible commitment to innovation gives skilled people a challenging, creative environment, and that is a large part of why they stay.
When the objective is cost, taken out by streamlining how the operation actually runs.
When the objective is profile, raised through an innovative approach to how the business presents itself.
How much risk sits behind any of these depends on whether you are trying to expand the business or hold current revenue and profit. Most companies are pursuing more than one outcome, which means more than one strategy. Our in-house Registered Management Consultants work that out with you before anything gets designed.
Two strategies, traced from the financial objective down to the skills that have to exist for it to hold. This is how we keep your build 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 demand and more effective work on the ground.
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
A map is only as good as the judgement behind it. Here is who produces that judgement, and what they can be held to.
The consultant
UNIT 01The engineers who will build your system do not write the strategy. A Registered Management Consultant does, a certification recognised by Enterprise Singapore and aligned to TR 43:2015 and SS 680:2021, with certifying bodies accredited by the Singapore Accreditation Council.
The certification is not permanent. Holders sit periodic reassessment, keep up continuing professional development, and answer to a code of conduct with disciplinary consequences. Any integrator can call someone a consultant. This is the version an outside body can take away.
Before the design
Most companies arrive naming one outcome and funding another. The consultant works out which objective your money is really behind and puts it in writing before an engineer draws anything. Every decision after that is measured against that sentence.
During the design
Every scope decision either serves the stated outcome or it does not. Someone whose only job is that question, separate from the engineers building the system, is how your build stops accumulating capability nobody asked for.
At stage 03
Scope, cost, and sequence in full, with the assumptions named. This is what the certification is really about: a proposal written to a published standard is one you can judge against that standard, ours included.
Where funding is in scope
The Raymang Eggs robotics line was funded by an Enterprise Singapore Enterprise Development Grant, and the PestBusters programme was the country's first Lead Enterprise Development Scheme project. A grant assessor is reading for a defined business problem, a scoped project, and an outcome that can be measured. That is the same document the consulting stage produces.
The same person is still reachable when your system is commissioned a year later. A consultant hired to write a proposal and let go after it is not, and the proposal is where the commitments were made.
Act 02
That's the theory. Here it is on two real projects — what we can show you, and what we're still asking you to trust.
The map, in use
UNIT 02FIG. 02 traces two strategies from a financial objective down to the skills underneath. Here we run it on two completed builds, in the same row order. One takes the productivity column, the other the revenue-growth column.
What was built. Two six-axis industrial arms pick and place cartons into an automated cutting machine, and a third clears and disposes of the cut cartons. Unboxing that took the manual process 24 hours is done in one hour for the same volume of stock, and the process's dependence on manual labour cut.
The full entry
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.
The full entryThe closing line of each case is the recorded engagement. The four rows above it are the objective structure the work was scoped against, not measured results.
