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Precision Motion as the Backboneof Advanced Manufacturing
- 35 minutes ago
- 10 min read
Akribis Systems was founded in August 2004 by four Singaporean entrepreneurs. What began as a small team has since grown into a global organisation with close to 2,000 employees worldwide. Early members of the leadership team, including Kenny and KT, joined shortly after the company’s inception and have been closely involved in its growth journey. Many employees have remained with the company for over two decades, reflecting a strong internal culture and long-term stability.
The company initially focused on direct drive technologies, particularly linear motors. Over time, Akribis moved up the value chain, expanding into motion stages and eventually developing complete motion solutions.
Today, its portfolio spans iron core linear motors, voice coil motors and rotary direct drive motors, positioning Akribis among providers with one of the most comprehensive motion control offerings in the market.
From Ang Mo Kio to America, Akribis has expanded to major cities across different continents, establishing a strong international presence over the years.
A key milestone came in 2010 with its entry into China, where the company quickly built a strong foothold. This move significantly accelerated its growth, and today, thirdparty surveys recognise Akribis as the leading direct drive supplier in China across both linear and rotary motors. The company has since developed a global footprint, with operations spanning the United States, Europe, Korea, Japan, Malaysia, Israel, and other key markets worldwide. This international presence enables Akribis to work closely with customers across regions, particularly during the early stages of product development.
Akribis also places strong emphasis on vertical integration. Core processes, including machining aluminium and steel components, motor design, stage assembly and complete system integration, are handled in house. In addition, the company develops its own encoders and motion control systems, allowing for highly customised and optimised solutions tailored to customer requirements. Ultimately, Akribis positions itself not just as a product supplier, but as a solutions provider focused on delivering performance, precision and long-term value.
1. AKRIBIS is well known for its precision motion and mechatronic systems. How does precision motion technology directly impact manufacturing accuracy and throughput in today’s electronics and semiconductor production environments?
KT: Precision motion can be a very big topic, but if I have to summarise it in two words, it would be direct drive. Direct drive technology allows us to achieve highly accurate positioning without relying on transmission components. Traditionally, the industry has been very used to systems like belt drives, gear systems or screw drives, where rotary motion is translated through multiple mechanical components. The challenge with those systems is that they introduce mechanical limitations, especially backlash and wear over time.
While they serve their purpose, they will always have a certain level of inaccuracy. With direct drive, we eliminate those transmission elements. This means we can position exactly where we want, stop precisely at the required point, and achieve much faster acceleration and response. The dynamic performance is simply not comparable to conventional transmission systems.
In today’s electronics and semiconductor manufacturing, where precision and speed are both critical, this makes a direct impact. You get higher accuracy, better repeatability and ultimately improved throughput. That is why, for us, the answer comes back to direct drive.
2. As electronics manufacturing moves towards higher complexity and tighter tolerances, what are the biggest technical challenges manufacturers face in maintaining precision and consistency on the production line?
KT: From a manufacturer’s perspective, the short answer is actually talent and human capital. As manufacturing moves towards higher complexity and tighter tolerances, the technology challenge is one thing, but having the right people to support it is another. In Singapore especially, we are competing with large multinational companies.
These companies have strong branding and deep resources, so attracting and retaining engineering talent can be quite challenging for us. For a company like Akribis, which is very engineering-driven, the learning curve is steep. It requires commitment, especially for younger engineers who are still building their knowledge. Not everyone is willing to go through that level of dedication today, so retention becomes an ongoing challenge. What we can do on our side is improve how we train and develop people. We try to make the learning process more structured and engaging, for example by letting them experience both fast-paced, high-impact projects and more gradual learning environments.
The idea is to keep them motivated while still building strong technical foundations. Interestingly, this challenge is not the same everywhere. For example, when we expanded in the US, in Provo, Utah, we were able to hire much faster compared to Singapore. We filled multiple positions within a few months, while similar roles locally are still harder to close. This shows how talent availability can directly impact how manufacturers scale and maintain consistency. On the technical side, maintaining precision and consistency at tighter tolerances really comes down to quality control and process capability.
As a vertically integrated company, we keep our machining capabilities in-house. It is not necessarily the cheapest option, and it does add operational complexity, but it allows us to control quality, meet higher tolerance requirements, and manage lead time more effectively. At the end of the day, achieving high precision is not just about technology. It is about having the right people, the right processes, and the ability to consistently deliver at that level.
3. In high-precision manufacturing, even small deviations can lead to significant losses. In your experience, where do manufacturers most commonly underestimate the importance of motion control, and how does this affect long-term production reliability and yield?
KT: From our experience, there are two common areas where manufacturers tend to underestimate the importance of motion control. The first is the disconnect between mechanical design and control engineering. In high precision systems, both sides need to work very closely together. The mechanical structure directly affects control performance, and the control engineer needs to feedback on what needs to be improved in the design to achieve the required bandwidth and stability. If this collaboration is not strong, you may end up with a system that looks good mechanically but cannot deliver the required precision consistently.
At Akribis, we are fortunate to have strong teams on both sides. We have experienced mechanical engineers, as well as control engineers across different regions including Singapore, Shanghai and Israel, where our firmware and FPGA development is based. Because these teams work closely together, we are able to approach motion control as a complete solution rather than separate components.
Kenny: The second point is how some manufacturers approach sourcing. In many cases, they split the system into different parts and source them separately. For example, they may get one supplier for motors, another for stages, and another for control systems. On paper, each component may meet the specification, but when integrated, they may not work seamlessly together. When issues arise, it often leads to finger pointing between suppliers, and that makes it very difficult to troubleshoot and maintain long term reliability and yield.
This is something we see quite often when customers come back to us after already implementing a system from multiple vendors. In some cases, we can help improve the system by modifying certain components or upgrading materials. But in other cases, a full redesign is needed to achieve the desired performance. That is why we focus on providing a complete motion control solution. From motors to stages to control systems, everything is developed in house. This allows us to ensure compatibility, respond quickly when issues arise, and ultimately give customers better reliability and yield over the long term. At the end of the day, motion control is not just about individual components. It is about how everything works together as one system.
4. Looking at the applications showcased at APE 2026, which manufacturing processes or equipment areas do you see benefiting the most from advances in precision motion and automation?
Kenny: I was actually looking at some of the applications this morning at APE 2026, and one area that really stood out to me is advanced measurement and calibration systems, especially those using laser interferometry. These systems are used to measure accuracy and repeatability at a very high level, which is critical when you are dealing with precision motion stages.
In the past, there were not many options available for this kind of high end measurement. But now, we are seeing more companies coming in with better tools and higher capabilities. This is important because as the measurement
technology improves, it directly enables us to build more precise systems. We can better understand the performance of our stages, identify even very small deviations, and then further refine our designs. So, in terms of applications, I would say areas that rely heavily on ultra-precision positioning will benefit the most.
This includes semiconductor equipment, advanced inspection systems, and any process where accuracy and repeatability are critical. Ultimately, these advancements give us more confidence to push the limits of precision. With better tools to measure and validate performance, we are able to design systems with even tighter specifications and deliver higher accuracy to our customers.
5. For manufacturers looking to upgrade or future-proof their production lines, what practical considerations should they prioritise when selecting motion control and automation solutions?
KT: From a practical standpoint, manufacturers should first focus on what they are trying to achieve, rather than getting too deep into the technical details of motion control itself. They should be clear on their end goals. What product are they producing, what level of precision is required, and what kind of output or volume they are targeting. Once these requirements are defined clearly, the solution can then be built around it.
At Akribis, we position ourselves as a one-stop motion control solution provider. Customers can share their requirements with us, and we will come back with a complete solution based on our full range of capabilities. This allows them to focus on their core process, while we handle the complexity of motion control design. What gives us confidence is our engineering strength and experience across different industries, from hard disk drive to semiconductor and consumer electronics.
We are able to bring these experiences together and sometimes even crosspollinate ideas across industries to develop better solutions. So, in terms of future-proofing, it is really about choosing a partner who can understand your requirements, scale with your needs, and provide a complete and integrated solution. That makes a big difference compared to managing multiple vendors or piecing together different components on your own.
Kenny: We started off very small, and as we expanded into other countries and set up regional offices, it opened up a lot more opportunities for us. Being present in different markets allows us to engage with a wider range of applications, many of which you would not typically find in Singapore. That exposure has really helped us broaden our experience and strengthen our capabilities across different industries.
KT: I’m quite confident that we are able to take on the task, and at the same time, we make sure we stay relevant and up to date. We are not afraid of AI. In fact, we embrace it. We are already working on projects that leverage AI to better support our customers. At the end of the day, we are very customer-centric. If we can help our customers solve their challenges, including working closely with research institutions and universities when needed, then we will grow together with them. With the support of new technologies, along with the experience and knowledge within our team, we are able to deliver solutions with confidence.
6. What advice would you give to the younger generation who are considering a career in the precision engineering and motion control industry?
Kenny: For the younger generation, I would say don’t be afraid to start broad before you specialise. When we first started, we did a bit of everything, from supply chain to purchasing, technical work and even customer consultation. That exposure helped us understand the full picture of the industry. Today, I see that many young people prefer to focus on one specific area very early on. There is nothing wrong with that, but having a broader foundation can really help in the long run.
This industry is not just about technical skills. It is also about understanding applications, working with people, and
solving real-world problems. Sometimes, you may discover that what you thought you wanted is not exactly what suits you best, and that is okay. It is part of the learning process. I recently had a conversation with a young engineer who felt like taking a break and exploring something different,
like a more people-facing role. I think that is perfectly fine. What matters is being open to learning and finding where your strengths and interests truly are. So, my advice would be stay curious, be willing to learn beyond your comfort zone, and give yourself time to grow. This industry has a lot to offer, especially if you are open to exploring it.
KT: I would like to add on to what Kenny mentioned, because I think his point is very relevant. Kenny and I are from the same generation, and when we look at the younger generation today, the environment they are growing up in is very different from what we experienced. When we started out, we really began from the ground up. We did everything ourselves, from deliveries to soldering, assembly, and technical work. It was a very hands-on journey.
But at the same time, we cannot expect the younger generation to go through exactly the same path. Many of them have grown up in a different environment, with more support and different expectations. That is not necessarily a bad thing, it is just different. In fact, I would say the challenges they face today are even greater in some ways. In the past, a diploma was already sufficient for many roles. Today, even having a degree or PhD is becoming more common. On top of that, there is the added pressure of new technologies like AI, which makes the landscape even more competitive.
So, I think it has to be a two-way approach. From our side, we need to listen more, understand their perspectives, and be more empathetic to what they want. We may also need to adapt how we guide and develop them. At the same time, I believe confidence is very important. In many Western environments, there is a strong emphasis on encouraging young people and building their confidence. That is something we can learn from as well, because in today’s environment, if you lack confidence, it is easy to fall behind. Young people today generally have a clearer idea of what they want, or at least what they think they want. We should give them the space to explore, make some
mistakes, and learn from them. Instead of being too quick to penalise, we can guide and coach them, especially in the early stages. Over time, with the right support and exposure, the skills and mindset will come.
my advice to younger generation is to stay hungry for knowledge/ skill sets, be open to suggestions and ideas, develop a skill to evaluate the data from different sources, stay humble yet be confident when necessary. Kenny: If we look at it from a country perspective, the level of industrialisation and how engineering is perceived can vary quite a lot. In Singapore, for example, engineering used to be more attractive in the earlier days. When we first started, sectors like automation and semiconductors were quite strong and growing, so there was more interest in
engineering as a career.
But over time, as the economy evolved, engineering may not be seen as attractive compared to other industries. Because of that, the interest from local students has declined, and it becomes more challenging to attract young talent into this field. You can see this in terms of participation as well. There are fewer engineering students actively exploring opportunities in the industry. In some cases, we do see foreign talent coming in, for example from China, but many of them may eventually return to their home country. So overall, it becomes a challenge in building a strong and sustainable engineering talent pipeline locally.
