Philosophy
Four disciplines. They are not values on a wall — each one costs us something, which is how we know we hold them.
Purpose
A patient will never see our machines. That is exactly the point — they should never have reason to.
The four disciplines
Each one costs us something.
A principle that never loses you an order is not a principle. Here is what each of ours has cost.
Discipline one
Evidence before assertion.
We do not claim a cycle, a class or a tolerance that we have not measured on the machine being shipped. Not on a sister unit, not on the prototype — on this serial number.
The cost is real. Our factory acceptance testing runs longer than the industry norm because we re-run challenge cycles on every unit rather than sampling the batch. In FY2025 we declined nine orders whose delivery window did not leave room to do it properly. We would rather lose the order than lose the argument in front of a regulator two years later.
Discipline two
The obligation starts at handover.
Selling a machine is the beginning of a twenty-year relationship, and we price it that way. Spares, firmware maintenance and component obsolescence management are contractual, not commercial goodwill that evaporates when a product line is retired.
Since 2016 we have funded fourteen redesigns triggered by end-of-life electronic components on platforms we no longer sell. The customer re-qualifies the change because they must. They do not pay for it, because our supply chain is not their problem.
Discipline three
Understand the machine, or do not sell it.
The original complaint that started this company was not a broken sterilizer. It was a supplier who could not explain their own control logic. We are constitutionally unable to become that supplier.
Design authority — mechanical, controls and validation — has never left Singapore and will not. We buy castings, motors and PLC hardware. We do not buy the reasoning. If a DeepMedic engineer cannot walk an inspector through why a sequence step exists, that step does not ship.
Discipline four
Tell them before they find out.
When we discover a defect with quality impact, the affected customers hear it from us within one business day — including customers who would probably never have noticed.
Three field notices went out in FY2025. All three were self-identified rather than customer-reported. That number is not something we are proud of in the abstract; it is something we publish so that it stays honest.
The chairman's view
Anyone can build a machine that works on Tuesday. We are in the business of Thursdays, nine years from now.
Tan Wei Jie · Chairman & Chief Executive Officer
How it shows up
In the building,
not the brochure.
- Every engineer, including new graduates, spends their first four weeks in field service. You do not design a maintenance hatch until you have knelt in front of one at 2am.
- Design reviews are open to any employee. Attendance is not filtered by seniority, and the challenge log is published internally with names attached.
- The validation department reports to the Board's Quality Committee, not to Sales. Their bonus is not linked to shipment dates. This is deliberate and occasionally expensive.
- No commission is paid on an order until the machine has passed site acceptance testing at the customer's plant.
- Field notices, audit findings and warranty costs are reported to the Board every quarter as a standing item, before revenue.