This seminar was targeted at Singapore SMEs to encourage them to built up their IP so that they can be export orientated rather than remain stay as ASEAN trading companies. Even though this was developed in 2009, it is still relevant today.

1. Singapore Polytechnic
Commercialization Process
On
6 March 2009
By
Dr G H Tan
•President of Singapore Industrial
Automation Association
•M.D. of SysEng (S) Pte Ltd

2. With all the bad economical news
around, we must look forward and
be optimistic.
Our forefathers generation went
through Second World War and
raised us, we should be considered
more fortunate than them.
Let us look forward to help our Next
Generation.

3. SIAA Brief Overview
Year of Registration 1982 (25 years of history)
Industry Sector Horizontal Industrial Automation supporting Multi-sector
Membership Size Corporate Membership: 48
Overseas Corporate Membership: 2
Individual Membership: 33
Others: 87
Total: 170
Purpose Mission:
To be the leading hub for knowledge in the applications of Automation
Technology and Business Catalyst.
Objectives:
1) Vanguard of the Automation Industry
2) Support and implement recommendations spearheaded by
government agencies relating to National Initiatives
3) Promote Automation Technologies & Businesses
4) Promote Application of Machine-to-Machine (M2M) Business
Solutions in various industries to help improve Quality, Efficiency &
Productivity

4. Experiences in Three Phases
1) Concept to Prototype ( 1 unit )
2) Prototype to Mass Production
(1,800 units / Line / Day)
3) Bring Technology into
Business

5. Stator
shape
and
windings
Academic Environment to Prototype 1976 - 1979
Stator
Rare Earth
Magnet
Finite Element Magnetic Field Prediction
My work place for 3 years
Phase 1 – Concept to Prototype
10,000 rpm Torque Rig

6. Phase 2 : Prototype to Mass Production
Product Creation Process/Design Rules
Quality/Design For Manufacturing
1980 to 1993 in Philips Toa Payoh Factory
• Development Engineer(1980) myself
• Senior Development Engineer(1981) myself
• Section Manager(1982) 3 staff
• Chief Engineer(1983) 6 staff
• Quality Assurance Manager(1984) 80 staff
• Production Engineering Manager(1987) 12 staff
• Engineering Manager(1988) 100 staff
• Senior Manager(1991) 110 staff

7. Phase 3: Bring Technology to Business
Started SysEng is 1994
•Test Engineering, Embedded Software,
Remote Monitoring Systems
•From Concept Ideas into a Solution or
System which the clients can benefit to
improve their Quality, Productivity and
Flexibility
•Involved in Singapore Industrial Automation
Association

8. Principles:
•Functionality
•Performance
•Reliability
•Convenience
•Price
Order of Priority at
different
Commercialization
Phases

9. Concept to
Prototype
x 1
Local
Prototype to
Production
x 10,000
Regional
Production to
Sustaining
x 10,000,000
Global
Functionality
Reliability
Price
Performance
Reliability
Reliability
Price
Convenience
Price

10. Concept to
Prototype
Prototype to
Production
Production to
Sustaining
R&D
Speed
Marketing
Manufacturing
Speed
Speed
Marketing
Convenience
Marketing

11. Magnitude in Log scale
KnowledgeintheWorld
Read
101,000,000
1010
Understand105
Apply
103
Education trains you to
acquire Knowledge and then
apply what you have been
trained for. This is normal
path.
Then do the reverse, after
knowing what is required for
applications, go back to the
Knowledge Centers to select
what is relevant to your
business.

12. Consider the opportunities
and constraints in which
the product / service
evolves based upon its
need in the Market

13. Challenges
which we face

14. Effects of China and India ’s Emergence
1980 1990 1995 1997 2000 2005
Electronic
industry – low to
mid end
manufacturing
Peak of
Automation
Crash
Neighboring
countries
New high
end industry
Growth

15. Source: Droege & Comp. research, members' interviews
SIAA is pushing for
change of automation
SIAA
Component
Distributors
Systems
Integrators
Software
Suppliers
Controls
Local Automation
Industry
Support
Course of Action
• Upgrade knowledge and
skills
• Build Alliances
• Develop niches
• Do nothing
Option 1
• Become contract
manufacturers
• Support new
manufacturing sectors
Option 2
• Develop new products
• Create new markets
• Enter into Big League
Option 3
• Wind business up ????
• Sell off business ?????
Evolve
& adapt
Options
to
choose
SIAA_020715
15_Presentation_EDBProject_Members
© Droege & Comp. 2002
Yesterday Today Tomorrow
Options which Members of SIAA are facing

16. Cost Structure changes in Singapore
• Move from low cost Manufacturing to
Knowledge Intensive Base Industries
• Percentage Movement from Higher
Material - Low Manpower cost structure
to Lower material and Higher Manpower
content
• Trend show follows Europe like no
longer repair component level but change
at module level for servicing
• Certain professional equipment and
services are commoditized for a larger
market like Computers, Mobile
Communication Devices, Medical
Devices.
Material
Manpower
Effort
Material
Manpower
Effort
1970
to
1980
1990
to
2020
Knowledge
Base Service
Low Cost
Manufacturing

17. Opportunities
which we have

18. In-depth knowledge and experience
in Multi-Disciplinary Expertise,
• Early adopters in Information
Technology amongst the
manufacturing and technology
industries,
• Well supported by Research &
Development by Government and
Institution,
• Availability of large pool of local
and foreign engineers to provide
regional support.

19. • Geographically Small to Develop and Test bed new
technologies and Design Changes can be addressed
within 45 mins (East to West)
• Accessible Cross Disciplinary Companies to come
together. Ideal for new Design/Automation
Technologies Deployment
• Many Technology Small & Medium Enterprises
(SME) within a small country with excellent supplier
network to develop new solutions to shorten the time
to market
Small is Beautiful

20. The small size of Singapore is
NOW its Advantage and to copy
Singapore, that country has turn
small and compact to copy
Singapore, which is impossible to
do ! A big country cannot grow
small

21. Big Countries are like a Big Sharks
on top of the food chain, and we in
Singapore are guppies only
Big Countries
Singapore
We are Guppies surrounded by Big Sharks

22. Many niche markets =
Many small ponds, where
Singapore can grow but there is
not enough water for Sharks to
enter. Enter a segment where the
Sharks are NOT interested
Big Countries
They can do it if they are keen. Hence our product
life cycle will be short for us, in-turn short time in
market
Swim faster
than the rest !

23. • Government support for Local SMEs to evolve
• Technological gap between the R&D Investments by
A*STAR and SME is very wide.
• Bring the technology into the market needs a
Productization Bridge
• Market Intelligence for industrial trends Capitalizing
the excellent Wire-less & Internet Infra-structures
(IDA’s iN2015 Strategy)
• Automation SMEs are changing in their businesses
from Hard to more Soft Automation
• Emergence of Specialized Automation Businesses,
Machine Builders and System Integrators

24. Construction
Facility/Building/Home
Logistics/SupplyChain
SIAA M2M Model
Domain Specific Sensors @ Data
Generation Layer with Networked-Devices
Internet Enabling
Mobile Enabling
Network Enabling
Data Management of Sensor Outputs
Healthcare
High-EndManufacturing
Transport
Telematics/In-Vehicle
Environment
RenewableEnergy
Vertical Domain
Knowledge crosses
with Technology
Horizontal Layers
Model by O.J. Chung of Singapore Polytechnic

25. M2M Device Applications

26. Telco Customer Profile in New M2M
Machine
Customers
outnumber
Human
Customers
by
2:1

27. Source: Harbor Research, Inc
Now Future
M2M

28. Parameters to consider for
Commercialization
Successful Product
innovation requires more
than good design

29. Commercialization is actually
considering Human needs
•Convenience of Use
•Performance
•Price
Product Specific: Portable then
•Power consumption
•Size & Weight

30. It requires a competitive
organization also to:-
Shorten Lead Times
Simplify
Co-operate
Monitor
Plan Do Check Action

31. Risk as Innovation = Uncertainty
Creating New Products, Services and
Markets is like exploring New
Continents
With Creativity, Stubbornness and / or
Vision, new markets are discovered
with unlimited opportunities and
unknown risks

32. •Keep in direct contact with markets,
customers and competitors.
•Market information is like fish: Good for
consumption when it is fresh
•Simplify the product structure as there are
hidden cost to consider
•Keep an eye on ratio of New and Existing
Products. Too many new will be risky. Existing
product is good cash flow but has potential
threats in future
•Long term innovation may mean spending
money 5 to 10 years ahead of
market introduction

33. •Quality and Reliability must always have
priority
•Involve all relevant parties from the
beginning: Interdisciplinary co-operation and
co-makership
•Design your product for production
Industrial Experience is an Asset in Research
•Really Creative people are a scarce , though
often difficult to manage, resource. See it that
their creativity finds a receptive environment
•New products in new markets need creative
marketeers

34. Thanks you
for
your Attention