> How do you keep a company running if it is so good it captures the whole market in 15 years, but it takes 30 years before it's products need replacing?
I think that you don't. Things don't have to be infinite money-spinners to deserve doing. Use the googobs of money you made to invest in something else, and let the parts and repair for the old product take over the majority of the old business. Fire up the lines once a year to make new ones, and keep a few engineers working the rest of the year to look for improvements. Or just keep a tiny shop assembling new ones all year, whatever's cost efficient; if you focused on durability and repairability, your best customers probably could put their own unit together from your parts catalog, so you certainly can at any scale.
That might be a good metric for repairability. Could one of your customers build one of your products if they purchased everything from your parts catalog (assuming prequisite knowledge)? If so, you can scale down indefinitely.
>Things don't have to be infinite money-spinners to deserve doing.
The point here is to optimise societal benefit of the production.
I like your ideas about repairability and such. One thing in the back of my mind here is the issue in the UK where we used to lead, somewhat, in nuclear power. We stopped building new power stations and lost the ability as a nation to do so. One would want not just the 30 year old washing machine to be manufacturable, but also for tech improvements to be added in over time. One would also want to extend the manufacture from washing machines to other goods in order to extend the societal benefit. If it can't sustain personnel, then that impacts societal benefit too; as well as impacting ability to attract talent. People being able to insert a replacement control board is different to the company making new control boards that include necessary modifications for changes in the power supply system or improvements to the motors, say.
I think that you don't. Things don't have to be infinite money-spinners to deserve doing. Use the googobs of money you made to invest in something else, and let the parts and repair for the old product take over the majority of the old business. Fire up the lines once a year to make new ones, and keep a few engineers working the rest of the year to look for improvements. Or just keep a tiny shop assembling new ones all year, whatever's cost efficient; if you focused on durability and repairability, your best customers probably could put their own unit together from your parts catalog, so you certainly can at any scale.
That might be a good metric for repairability. Could one of your customers build one of your products if they purchased everything from your parts catalog (assuming prequisite knowledge)? If so, you can scale down indefinitely.