IPR

2026年3月17日星期二

迪士尼用我們的發明

文/郭立昌

(英文)

我們在汶萊APEC倡議「智慧財產權」(IPR)，應重視原創科技經濟系統的著作權，而被納入上海APEC領袖宣言裡；今年火馬年，中國又主辦APEC探討智慧財產。

因為芭比娃娃發明人路得女士(Ruth Handler)邀請，所以我在1993年春節，帶著妻兒到洛杉磯，2月13日順道去安那漢迪士尼樂園(Disneyland)—排隊想玩「太空山」竟因小孩想尿尿而只能騎旋轉木馬，用戶體驗感極差。

圖1：到迪士尼樂園坐旋轉木馬

我把製作給路得女士的「彩色單張」—類似圖2這樣有TES發明的資料，找上迪士尼樂園的值日主管，告訴他們雙方可以合作，惟其表示要往上報。

圖2：發送超過5萬份的「彩色單張」

後來，我們到溫哥華APEC 1997，各經濟體代表鼓勵我的妻子丁玲虹(Linda Din)申請專利，而獲得世界最嚴苛的美國專利局(USPTO)認可，而有「US6304796B1」(VAM)，以及「US20030197061」(Shopping System)、「US20030107468」(ESD)等發明專利被迪士尼侵權使用，獲取巨利累計高達1,370億美元。

2025年8月12日星期二

TSCM is the abbreviation for "Transaction & Transmission Supply Chain Management" information system. Its R&D results were published under the title "Development of a Supply Chain Management Information System for an Electronic Shopping System" in the Ministry of Economic Affairs’ 2000 publication "Compilation of Achievements from the 1998–2000 State-owned Enterprises’ Assistance Program for SMEs in R&D" (hereafter referred to as "the Compilation").

Fig 1: The thick volume of "the Compilation" was funded through subsidies from Taipower, CPC, and Taisugar

In 1986, to address the problem of unemployed individuals who had turned to driving taxis and were getting robbed, we invented the "TES E-Commerce System"— using the TranSmart Chip Card and its "Transaction Reading Device" (TRD) as the transaction tools, while the transmission function was entrusted to “TSCM.” We began with COBOL and Fortran, and continued urging our suppliers to develop numerous application programs—such as “Java, Delphi, SQL, C++, XML,” etc.—until we finally brought the results to the 1997 Vancouver APEC, where we shared this groundbreaking, cross-century invention with economies around the world.

Fig 2: TES inventor Linda Din at Vancouver APEC 1997

Representatives from various economies unanimously remarked:

“You should apply for patents for your invention, so that when you try to solve unemployment, no one can come out and cause trouble!”

Therefore, in addition to copyrights, we also applied for invention patents and trademarks.

Fig 3: “TSCM 2000” trademark.

At the 1997 Vancouver APEC, Director Li Chang-Yi of the SME Administration saw the enthusiastic response from representatives of various economies to our presentation on TES and hoped we would contribute our R&D results by including “TSCM” in the Compilation, showcasing that Taiwan had finally produced an invention that led the world in the evolution of global technology.

Fig 4: TSCM inventor Linda Din with SME Administration Director Li Chang-Yi at APEC 1997

Excerpt from the “TSCM” entry:

Main Products:

Electronic Shopping System Supply Chain Management Information System, Proprietary Inventory Center Management Information System, and Group Control Module for Vending Machine Groups and Contactless Card Top-up Machine Groups. The three main sections: “I. Product Functions or Technical Content; II. Applications of the Product or Technology; III. Results.”

I. Product Functions or Technical Content:

1. Control Center Management System Internal Control:

Includes control of vending machine groups and proprietary inventory center machines. Main subsystems:

(1) Basic Data Maintenance,

(2) Sales Management System,

(3) Order Management System,

(4) Purchasing Management System,

(5) Shipping/Delivery Management System,

(6) Inventory Inquiry System,

(7) Stocktaking Management System,

(8) Stored Value Card Management System,

(9) Accounts Management System,

(10) System Management.

2. Proprietary Inventory Center Internal Control System:

Main functions:

(1) Control Center sends purchase notification,

(2) Receiving status returned to Control Center,

(3) Control Center sends shipping notification,

(4) Pick-up for shipping,

(5) Shipping processing,

(6) Shipping results returned to Control Center,

(7) Inventory inquiry operations,

(8) Inventory stocktaking operations.

3. Vending Machine and Contactless Card Top-up Machine Group Control Module:

Main functions: To manage and transmit information for vending machines and top-up machines, using dedicated lines or wireless communication to transmit electronic transaction and product information back to the Control Center.

II. Applications of the Product or Technology:

This product allows "electronic payments via prepaid cards, IC cards, or credit cards," transmitting vending machine transaction and product information back to the Control Center via dedicated lines or wireless communication. The Control Center, through its MIS (Management Information System), circulates financial and information flows with financial institutions and suppliers, while managing product sales data and inventory quantities to grasp market sales intelligence.

The product is designed for vending machines, which can sell beverages, food, newspapers, daily necessities, groceries, employment information, computer software, and many other products and services. It can be adapted for various applications depending on the products or services offered.

III. Results:

1. Expected Benefits:

(1) Build and promote an around-the-clock, low-cost, highly convenient unmanned sales system;

(2) Develop key technologies for unmanned shopping (sales) systems to lay a solid foundation for the future development of eCommerce in Taiwan;

(3) Unmanned shopping systems can integrate industries such as electronics, machinery, information, optics, food, plastics; distribution, and logistics, creating significant industrial synergy and driving domestic industrial growth;

(4) The system can "reduce distribution steps," create innovative product channels, lower middleman exploitation and distribution costs, and provide a better consumption environment for the public.

2. System development and testing have been completed.

3. Completion of management information systems for the Control Center and Proprietary Inventory Center, as well as control functions for vending machines and top-up machines.

At the time, because the public was not yet aware—so when we spoke of a “contactless, cashless e-commerce system” or “transactions automatically transmitting to the control center for information processing,” no one understood what we meant. Therefore, we installed TSCM and TRD into vending machines, creating “VAM” (Vending Automation Manager) as a physical demonstration for the world to see, ushering humanity into a new era of technological economy and creating a large number of new jobs.

Fig 6: Linda Din demonstrates TSCM through VAM

We combined our own funds with subsidies from state-owned enterprises, patiently teaching a national university to handle the project, successfully including this invention—which transformed human transaction and living patterns—into the Compilation as a valuable national record. This truly advanced the “technologization of traditional industries and the intelligentization of technology industries,” helping people earn money from the world while working from home.

As to "The Compilation of Achievements from the 1998–2000 State-owned Enterprises’ Assistance Program for SMEs in R&D" (the Compilation) was part of the Ministry of Economic Affairs’ program where state-owned enterprises allocated subsidies from surplus funds to assist SMEs in conducting R&D. The program ran between 1998 and 2000, and we were fortunate to be part of it.

After completing the 1997 APEC meeting, we traveled from Vancouver to Washington, DC with Director Li Chang-Yi, where we met with the U.S. "Small Business Administration" (SBA). There, Mr. Richard Ginsburg mentioned that the U.S. had a program to assist SMEs in R&D called "SBIR" (Small Business Innovation Research). Through our efforts, Taiwan’s version of SBIR was also established, leaving an indelible mark on the history of Taiwan’s industrial upgrading.

Fig 7 : Visiting SBA official Richard Ginsburg in DC

When later speaking with former President Lee Teng-Hui about his 12 years in office, he spoke with great enthusiasm about the reason why, during his tenure, “state-owned enterprises had such abundant surpluses that they could assist SMEs in conducting R&D.”Summarizing the underlying factors, there were three layers of policy logic:

1. Lee Teng-hui’s policy of “maintaining monopolies in state-owned enterprises to ensure stable revenue sources”:

1) After assuming the presidency in 1988, Lee discussed privatization but, in key energy and raw material sectors (such as Taipower, CPC, Taisugar, and CSC), he chose to “delay liberalization and maintain monopoly positions.” This allowed state-owned enterprises to continue using pricing power and market protection to accumulate large surpluses, instead of being forced into price-cutting competition.

2) At the time, global oil prices were low, Taiwan’s economy was still enjoying the tail end of the 1980s export boom, and the higher authorities of state-owned enterprises provided full support. Operations ran smoothly, and surpluses naturally rose year after year.

2. Policy vision of “using state-owned enterprise surpluses to drive SME upgrading”:

1) In 1991, President Lee established the "National Development Conference;" in 1995, he launched the Asia-Pacific Regional Operations Center Plan; and in 1996, he accepted my “Incubator Plan” and rolled out an innovation incubation policy, emphasizing industrial upgrading and technological advancement.

2) He understood that SMEs were the backbone of Taiwan’s economy but had weak R&D capabilities, so he supported the Industrial Development Bureau of the Ministry of Economic Affairs in designing the “State-owned Enterprises’ Assistance Program for SMEs in R&D.” This used the surplus funds of state-owned enterprises as a capital pool—essentially a domestic version of an “Industrial Policy Fund”—to prevent all surpluses from being turned over to the national treasury and diverted to unrelated uses.

3. “Counter-cyclical” investment strategy during the 1997 Asian Financial Crisis

1) The financial crisis hit Taiwan’s export markets, and the Lee administration leaned toward using domestic investment and technological upgrading to offset external downturns. This successfully absorbed the shock and made Taiwan even stronger.

2) Channeling state-owned enterprise surpluses into SME R&D was a “counter-cyclical” measure—using domestic capital to support industrial transformation and foster new competitive strengths when external markets were sluggish.

If Lee had not, in the 1990s, delayed privatization of state-owned enterprises, retained their monopolies and surpluses, and directed these surpluses into SME R&D, there would not have been as much funding between 1998 and 2000 to support world-changing technological innovations like “TSCM and TES.” Our ability to “be in the right place at the right time” was due to President Lee’s industrial policy design and his special arrangement for the use of state-owned enterprise surpluses.

In 1998, state-owned enterprises’ “remitted surpluses to the treasury exceeded NT$ 280 billion,” with an overall net profit margin of 10.15%, reflecting their healthy financial condition. This allowed them to allocate retained earnings to subsidize SME R&D. Therefore, the main reason these state-owned enterprises could “allocate subsidies from surplus funds” was that, at the time, Taiwan’s state-owned enterprises were performing well, generating ample profits, and benefiting from government policy support and planning. This enabled them to channel funds into assisting SMEs in R&D, driving industrial upgrading and technological development, thereby demonstrating Taiwan’s strength and contribution to global technological progress.

In an interview with Mr. Huang Tien-Lin, a macroeconomic expert who once served as Chairman of First Commercial Bank, he referred to his book "One Hundred Questions on the Economy" and gave concrete figures illustrating Taiwan’s prosperity in the 1990s:

“President Lee’s Six-Year National Development Plan—during the period 1991–1996—achieved an average annual GDP growth rate of 6.5%, an annual inflation rate of 3.7%, and a rise in per capita GNP from USD 8,982 to USD 12,872.”

This laid a solid foundation for Taiwan’s development in the 21st century.

Entering the 21st century, Taiwan began to see growing social unrest. On January 27, 2001, our offices and residences in both Taipei and Taichung were simultaneously robbed by a cartel crime group— partly targeting “TSCM” information system. The criminal investigator at the scene remarked: “This was definitely done by an insider. Just wait—whoever uses it first is the thief!”

Fig 8: Police incident report form for the January 27, 2001 robbery

Deficits reflect contradictions

Just the other day, we discussed the persistent losses of state-owned enterprises in recent years, which stem from a combination of structural operational difficulties, policy factors, and external challenges.

First, although at the 2023 COP 28 UN Climate Conference, 22 countries jointly signed an initiative pledging to "triple global nuclear power generation capacity" by 2050 as a means of achieving net-zero carbon emissions, the Taiwan authorities still emphasize nuclear accident risks and nuclear waste issues. They believe neither society nor industry can bear the risks of a nuclear disaster. Thus, the No. 3 Nuclear Power Plant was decommissioned in 2025, though a "referendum" scheduled for August 23 will decide whether it should be restarted. Under such political constraints, Taipower is like a skilled housewife unable to cook without rice.

Second, since 2021, the costs of power generation fuels such as natural gas and coal have risen sharply—doubling after the outbreak of the Russia–Ukraine war. Under the current pro-thermal power policy, Taipower has been unable to avoid losses. CPC Corporation, Taiwan, has likewise been hit by rising international fuel prices and domestic fuel price freezes, leading to continued losses.

These deficits reflect contradictions in Taiwan’s current energy policy, international market volatility, and price control policies. For state-owned enterprises, sound governance alone is insufficient to stop the bleeding, resulting in long-term financial strain.

Summary

Former President Lee Teng-Hui once said:

“During my presidency, I was cautious every single day. During the 1997 Asian Financial Crisis, I maintained close daily contact with the central bank governor, anticipating every possible scenario and preparing countermeasures in advance.”

At the APEC Leaders’ Meeting, Japan’s representative admitted:

“Japan failed to handle the 1997 Asian Financial Crisis properly, which is why we collapsed.”

President Lee once gave us a copy of “Managing A Great Taiwan” (Lee Teng-Hui, 1994) with the advice: “Think further ahead for Taiwan.” The policy environment during Lee’s presidency supported steady surpluses for state-owned enterprises and sustained industrial upgrading through R&D. From both political and managerial perspectives, we have a positive assessment of President Lee’s legacy. “There is nothing new under the sun”— today’s challenges have also existed in the past, and by carefully studying the steps taken by those before us, we can avoid the pitfalls.

Fig 9: “Managing A Great Taiwan” (Lee Teng-Hui, 1994)

Future leaders should learn from Lee Teng-Hui’s spirit and approach, specifically in the following ways:

1. Heightened vigilance and crisis awareness:

When facing the 1997 Asian Financial Crisis, President Lee maintained close daily contact with the central bank governor, anticipating possible difficulties and deploying countermeasures in advance. Future leaders confronting the losses and operational challenges of state-owned enterprises should likewise remain vigilant, stay alert to international economic changes and policy adjustments, proactively assess risks, and prepare for contingencies.

2. Holistic thinking and long-term vision:

President Lee stressed the need to “think further ahead for Taiwan.” Such a long-term perspective is crucial for state-owned enterprises. Future leaders should look beyond short-term financial pressures and instead consider issues in the context of industrial upgrading, innovation in R&D, and comprehensive policy planning—avoiding a narrow focus on immediate problems.

3. Prudent management strategies and industrial upgrading:

During President Lee’s tenure, state-owned enterprises maintained steady surpluses and continued upgrading through R&D, demonstrating the synergy between policy and business strategy. This approach should be emulated to strengthen core competitiveness and self-growth capacity, enhancing value rather than relying solely on price strategies to pass on costs.

4. Effective political and managerial coordination:

President Lee was able to earn positive evaluations on both political and managerial fronts, showing his ability to balance policy and operations. Future leaders should learn how to balance government policy, energy price adjustments, and international market fluctuations to ensure the continued stability of state-owned enterprises amid multiple challenges.

5. Learning from history to avoid repeating mistakes:

Lee emphasized, “There is nothing new under the sun.” Current difficulties have occurred before. Future leaders should review history, draw lessons from their predecessors, and avoid repeating mistakes—using historical wisdom to plan for the future.

In sum, we should take former President Lee Teng-Hui’s prudence, long-term planning, steady management, and adept political judgment as a model. To address the structural operational difficulties currently facing state-owned enterprises, we must adopt systematic thinking and strategic planning that balance policy adjustments with market needs, in order to emerge from today’s difficulties and ensure the sustainable development of these enterprises. Only by going further can another "TSCM" that benefits the world emerge from Taiwan.

Peter Li-Chang Kuo, the author created Taiwan's Precision Industry in his early years. Peter was a representative of the APEC CEO Summit and an expert in the third sector. He advocated "anti-corruption (AC)/cashless/e-commerce (E-Com)/ICT/IPR/IIA-TES / Micro-Business (MB)…and etc." to win the international bills and regulations.

【Copyrights reserved by Li-Chang Kuo & K-Horn Science Inc.】

External Links:

https://patents.google.com/patent/US6304796 (VAM)

https://patents.google.com/patent/US20030197061 (Shopping System)

https://patents.google.com/patent/US20030107468 (Entry Security Device)

https://patents.google.com/patent/US20040054595A1 (ETC)

https://ldinventions.blogspot.com/2022/01/127.html (A Universal Cashless System)

https://khornhb.blogspot.com/2023/10/1011.html (K-Horn Science Inc.)

https://khornhb.blogspot.com/2023/11/1110.html (K-Horn & APEC)

https://khornhb.blogspot.com/2023/12/1208.html (K-Horn’s SRI)

https://khornhb.blogspot.com/2024/01/105.html (K-Horn’s PCM)

https://khornhb.blogspot.com/2024/03/326.html (Tree's Whiskers)

https://klcapec.blogspot.com/2024/05/515.html (The Best Practice)

https://klcapec.blogspot.com/2024/06/609.html (Edison’s Inspiration)

https://lckstory.blogspot.com/2024/07/704.html (Apollo)

https://khornhb.blogspot.com/2024/07/721.html (Paving the Way for AI)

https://lckstory.blogspot.com/2024/08/818.html (Disney Intelligent System)

https://ksibusiness.blogspot.com/2024/10/1028.html (SRI & Global Channel-TES)

https://plckai.blogspot.com/2024/11/1103.html (On Ethics & Morality of the AI Era)

https://klcapec.blogspot.com/2024/11/1112.html (Peru APEC)

https://pkproposal.blogspot.com/2024/11/1127.html (A Proposal to President Trump)

https://pkproposal.blogspot.com/2024/12/1208.html (2ND Proposal “IIA-TES”)

https://pkproposal.blogspot.com/2024/12/1220.html (TES & MAGA)

https://pklctrips.blogspot.com/2024/12/1231.html (Kuo’s Journey for 6 Decades)

https://pklctrips.blogspot.com/2025/01/111.html (The Photonics Revolution)

https://pklctrips.blogspot.com/2025/01/121.html (Einstein’s Enlightenment)

https://lckstory.blogspot.com/2025/02/216.html (Grandmother’s Paper-cutting Legacy)

https://pklctrips.blogspot.com/2025/03/323.html (Getting to Know Trump)

https://pklctrips.blogspot.com/2025/03/331.html (Cijin Grand Maritime Project)

https://pkproposal.blogspot.com/2025/04/409.html (A Letter to President Trump)

https://ksibusiness.blogspot.com/2025/04/413.html (Top Secret)

https://pklctrips.blogspot.com/2025/04/416.html (Singapore’s Strategy in a Changing World)

https://pkproclaims.blogspot.com/2025/04/422.html (How the American Elite Think)

https://pkproclaims.blogspot.com/2025/04/425.html (My Grandfather & the Tainan Canal)

https://lckstory.blogspot.com/2025/04/428.html (The Inventions of Linda Din)

https://pklctrips.blogspot.com/2025/05/502.html (Theological Practice in Precision Industry)

https://lckstory.blogspot.com/2025/05/514.html (Li-Chang Kuo’s Caring Technology)

https://lckstory.blogspot.com/2025/05/519.html (520 Presidential Inauguration Day)

https://tesoperation.blogspot.com/2025/05/522.html (Investing in America’s Health)

https://tesoperation.blogspot.com/2025/05/527.html (Lind Din’s Rice Dumpling in TES)

https://tesoperation.blogspot.com/2025/06/605.html (Greatest Business Opportunity)

https://pklctrips.blogspot.com/2025/06/612.html (Grand Maritime Initiative)

https://klcapec.blogspot.com/2025/06/618.html (TES & APEC)

https://lckstory.blogspot.com/2025/06/622.html (Crystal Soap & Precision Manufacturing)

https://plcpolitics.blogspot.com/2025/06/624.html (Qualities of A Supreme Leader)

https://plcpolitics.blogspot.com/2025/07/704.html (Investing in America’s Heart)

https://pkproposal.blogspot.com/2025/07/709.html (Wheeler’s New City Vision)

https://pklctrips.blogspot.com/2025/07/716.html (Brain Mine Lasts Forever)

https://pkproclaims.blogspot.com/2025/07/725.html (Intelligent Industry)

https://klcapec.blogspot.com/2025/07/728.html (The Yarlung Tsangpo Legend)

https://plcpolitics.blogspot.com/2025/08/801.html (Managing A Great Taiwan)

https://ksibusiness.blogspot.com/2025/08/0.html (Tiny Energy Site)

https://ko-fi.com/ndart2025 (Donate the NDART)

“Donate the NDART”

2021年4月27日星期二

拍賣會

文/郭立昌

2007年我在矽谷曾經參與一家新創公司的作業過程，他們經由拍賣會取得足夠的資本擴充設會成為獨角獸企業(Unicorn Enterprise)。

企業的活動歸納有二：

一是理財活動；

二是營業活動。

在美國設立公司時，承辦人員會問你設定的股份用途，然後鼓勵地說：「售掉你的部份股份取得資金去運作。」這種售掉股份取得資金的方式屬於「理財活動」的一種。所以，當企業成立時，你已經有理想的創業標的，就可以經由拍賣會把部份股份出售，換得營運資金，落實創業的理想—進入「營業活動」，以實現創業的目的。上述的企業光是提供網路服務，其市值如今已高達數千億美元，創業者與投資者兩相得益，可見拍賣會是一個實現創業和發明目的良好管道。

當我出席新加坡APEC領袖會議，報告我們發明的新科技經濟系統(TES)時，世界知名的會計師事務所總裁丹尼斯建議我說：「善用美國公司的股份透過拍賣會取得資金，儘快落實發明的目的。」

其實，2007年在美國參與的新創企業，他們就拿出80萬股在拍賣會出售，以底標每股50美元出售，最後以2.4億元售出—就是「每股300美元」；有了這筆資金之後，就能有效地擴充所需的設施，活化營業活動，搖身一變成為舉足輕重的企業。可惜我們卻因為台灣貪腐集團非經濟因素的干擾，以至於到2017年8月16日都動彈不得，錯失轉換發明為現金以落實社會責任投資(SRI)使命目標的最佳時機。

我們的發明是升級傳統貨幣為電子貨幣成為「非現金交易系統」(Cashless System)，升級傳統商店為電子商店系統；為符合電動化政策，我們倡議升級自動販賣機為電子商店—附有充電功能。如下圖：

電子商店系統 (The eStore System, TES)包含許多發明—其三大特性：

1. 以「動力晶片」啟動「非現金」(Cashless)交易制度；

2. 發明傳訊科技進行「系統連線」形成全球互聯網絡；

3. 倡議「ICT」控制中心以管理金流/商流/物流和資訊流。

此外，電子商店(eStore)因具有「充電功能」而被稱為「能源補給站」。

電子商店系統發明人丁玲虹女士接受澳洲政府邀請，擔任2003年APEC講師時，根據她的發明專利在大會中貢獻「全球通路-TES」，出席會議的代表除了21個會員經濟體之外，還有來自聯合國/世貿組織/OECD等國際組織的代表；丁玲虹強調系統使用的「非現金系統」(Cashless System)和「自動傳訊」(auto-transmission)將帶來「安全/有效」(safety and effective)以及經由「非接觸式感應科技」(Contactless Technology)帶來「衛生/環保」(hygiene and environment protection) — 2020年的新冠疫情(COVID-19)驗證了丁玲虹的先知預言；APEC部長宣言正式回應：「這是協助2.4億人創業的最佳導引。」同時也贏得了強化經濟社會的最佳實例，丁玲虹是著作權(Copyrights)的所有權人。不久之後，相關的非現金論壇成立，非現金系統逐漸普及於文明世界的每一個角落，非現金交易至今已達3.6兆美元的交易額。

根據實地考察，美國可以建置上述的電子商店200萬個，若以升級每店成本3萬美元計算，200萬店就有600億美元，丹尼斯說：「這可以經由資產證券化在拍賣會分階段取得資金，進入營業活動。」簡言之，我們發明的電子商店可以經由拍賣會取得資金，以實現社會責任投資(social responsibility investment, SRI)的使命目標 —就是我們在APEC宣揚的「One eStore One Business One Job」(一店一生意一工作機會)，為需要工作者提供2百萬個工作機會。

人間世，有兩類人，一種是擁有想法欲落實者，一種是擁有資金想投資這些有想法者，拍賣會就像一條「橋」(bridge)連通兩者，達到互通有無的目標，也使創業有所成就，也許就此改變世界，使世界朝向更安全/便利的方向前進。回想起1979年3月13日，我在紐約創設黑石公司(Black Stone Co.)幫客戶發展衛星接收器，在華爾街看見各種金融商品的拍賣會；今天開會，財經專家建議我們善用國際拍賣會以落實目標—即使有許多的條件我們必須準備去符合，不過我仍認為丹尼斯的建議值得考慮採用。

K-Horn Science Inc.創辦人郭立昌(Peter Li-Chang Kuo)1966年(13歲)即親製精細電子零件成為美商全球電子公司(AVNET Inc.-- NYSE上市企業)之最重要的供應商，開發許多的加工工法/自動化機器/應用材料創造台灣的精密工業，1974年被蔣經國先生稱為「台灣精密工業之父」；以「pico-tech」發展出來之「動力晶片」預估有3.8兆美元產值，是未來綠能的大趨勢。在APEC領袖和部長會議促成「反貪腐、人工智慧、最佳實例、防止電磁干擾、電子商務、全球通路、資通訊科技、孵蛋器、智慧財產權、微型企業、…」等議題和法案；著有「為下一代開出路、公義的經濟社會、社會責任、W型社會、為台灣開出路…」等書。