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The Establishment
of TBMS
The youngest of four siblings, Moses Teng was raised in a military family. The son of a respected Army general, Teng was influenced by high moral standards and ethical codes of conduct which would remain with him throughout his personal and professional life.
Teng received his Bachelor's degree in Industrial Engineering from Taiwan's Fong Jia University. Shortly after he moved to Los Angeles, California, he pursued and obtained a double Master's degree in Management Systems (MS) and Business Administration (MBA) at West Coast University of Los Angeles.
Upon graduation, Teng successfully landed a position as a Senior Manufacturing Engineer and Project Manager for Rockwell International, an aerospace manufacturer. However, over time Teng felt that there were other opportunities to explore and came across an opportunity for a joint venture in medical manufacturing. As the U.S. slumped into an economic depression in the mid-eighties, Teng looked back to Taiwan for potential business prospects in the medical arena.
After residing in the United States for more than 14 years, Teng returned to Taiwan to fulfill the need for supplying, training and educating hospitals and clinics on the use of quality medical equipment and devices manufactured in Europe and the U.S. Providing these services to the community would improve the overall standard of living and the state of health and wellness in Taiwan, Teng reasoned. As a result, Taiwan Bio-Medical Services (TBMS) was born.
Core Values
TBMS' core values are collected from every department's vigorous and enthusiastic analysis and discussion, the general consensus is what we established TBMS's core values to be. That is - "Professional", "Team Work", "Integrity", "Commitment" and "Sustainable Growth". These values are not listed in order of importance; every point has preserved their own unique spirit. We follow these core values in all contexts, whether we pursue a goal or work to improve ourselves.
Creating the
Dignity of Life
Modern economists tell us that the goal of an enterprise is to make money. A private enterprise’s ability to continually make profit reflects the competitive strength of a country or a society. The ultimate goal of operating an enterprise is to create wealth. Most operators of enterprises I believe, can agree with this concept. In the process of managing an enterprise and creating wealth, I also believe, we should not consider profit motivation alone. The motivation should come from within – aiming at being benevolent towards others. If we act on the goodness of our hearts based on moral concepts, choose to do the right things and doing them well, and perform the company’s business with professional skills, we can become part of a meaningful enterprise, an enterprise that changes people’s future and creates dignity and value for our own lives. Based on this concept, I created the mission for TBMS and affiliated companies:The value of life starts here.
New Scholarly
Businessman
In nearly five years I carefully thought about ways to establish ”new scholarly businessman” concept that combines benevolence and profit-making in a harmonious unity. My hope is for all TBMS colleagues “to engage in business with scholarly businessman attitude, to use business with scholarly business with scholars, to make profit through the path of righteousness, and to foster righteousness with profit made”, I further hope that in managing business we can achieve what Chang Tsai of Northern Song Dynasty said, ”To establish conscience for the world. To ensure meaningful lives for people. To renew disrupted teaching for past sages. To create peace for future generations”. If we are to spread our sustainable management and new scholarship businessman philosophy, we must build off of the four aspects of company management, Confucian philosophy, training and learning, and “circular planning”. We must also penetrate through to four steps of holistic sagely education,lifelong learning, sharing of ownership, and passing on through generations.
The Four Fundamental Principles _ 1
Business Management

The most basic portion of our four points of discussion is the need to continue and preserve the systems and operation models of administration behind our competitive strength. To accomplish this point, beside the need for consistently high-quality work, all staff members need to clearly understand each department’s functions, such as operation style, management strategy, and the factors and keys behind their success. This way, we can identify what results from talented business administration and operations.

In addition, we also invited Senior Professor, Dean Liu from the Chung Yuan Christian University's School of Management to closely examined our company's systems and framework of rules and regulations. TBMS' development and adjustments of future system structures were also examined. We have our management team to study at a 2-year EMBA program at Chung Yuan Christian University. These classes emphasize leadership skills, innovation, and the humanities.

The Four Fundamental Principles _ 2
Confucian Philosophy

This second portion is an introduction and analysis on how Confucian philosophy fits in with corporate culture, how we intend to string the two previously discussed portions together, so that we can ensure that the administration of Confucian benevolence can be preserved and last. Recently I witnessed Professor Ruihua Li explain good business practice and good leadership practice with "The Five Constants of Training Continuous Scholarly Businessman Leaders" (these are also our core values), the Seven Great Elements, and an evaluation from history. These lectures had a great influence on helping us search for the path to sustainable management practices, and I extracted the portions that are related to the principles of a scholarly businessman.

The Four Fundamental Principles _ 3
Education

The company trains its staff according to a holistic whole person approach, and urges everyone to also pursue lifelong learning and put all of this into practice. This will give them goals to establish themselves in society, to pursue virtue, and to build a good life. In educating the whole person, we teach the necessary technical skills; additionally, we explicitly teach morality and virtuous behavior. Through the process of lifetime learning, staff members must ceaselessly work on improving their professional skills, which are further used to improve their own competitive strengths. Only then can we avoid being bested by our competition. We must train and develop our morality and virtue, and always do good work, taking small steps to continuously improve. Practice is also a key element behind lifelong learning. At all times we must remind ourselves to implement our learned technical skills into our work, and practice our lessons of virtue and morality onto our human relationships.

The Four Fundamental Principles _ 4
The Living Water Plan

The company will build and become a platform to form professional management partnerships that we can pass on from generation to generation. Ownership is not passed on within the family, but shared and passed on with colleagues and coworkers. This is a win-win scenario for everyone, where those of great virtue will take charge and the company will benefit greatly for it.

These four steps will result in documents, rules, systems, etc. After their establishment, they will become guides towards the sustainable operation of the new scholarly businessman. In the hope of we can bring a positive impact to our industry and our society.

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