WOON CHOK THIN
温卓廷（Woon Chok Thin）用了十六年的宝贵光阴，心无旁骛地将老子毕生忠荩所具结成书的《道德经》一字不漏地阐释，顺天从人使之古文今用。于是，他将研经铸史的心血编撰成了《紫薇圣人》。前言往行的他，再接再厉，将《紫薇圣人》简略为《紫薇圣人》。
著者精通三种语言。十分热衷于写作的他，继续将《紫薇圣人》首先翻译成英文版的《The Wisdom of Lao Zi》和其简易版的《The Dao of Public Governance》，然后把《The Dao of Public Governance》翻译成马来文版的《Kepemimpinan Yang Benar》。
Woon Chok Thin (Eric) graduated with a Bachelor of Science in Mathematics, majoring in Statistics and Operations Research. He has 30 years of experience specializing in the application of management systems such as: Just-In-Time Manufacturing System, Toyota Production System, Total Quality Management and ISO9000 Quality Management System.
Some of his distinguished accomplishments are:
1 increased production output by 8 times (Eastern Steel);
2 increased inventory turnover from 2 to 20 turns a year (Harris Semiconductor);
3 improved yield from 60% to 96% (Archive Corp);
4 reduced order-to-delivery lead time from 3 weeks to 2 days (NatSteel Ltd);
5 increased market share from 7% to more than 90% (NatSteel Ltd);
6 increased machine productivity by 62% (Yuto Shenzhen);
7 increased labor productivity by 38% (Hewlett Packard);
8 achieved 100% on-time delivery measured on a daily basis (Archive Corp);
9 reduced assembly lead time from 7 days to 1 day (Honeywell Avionics);
10 achieved 163 consecutive days of Zero Defects (Archive Corp);
11 doubled production output without adding labor or equipment (Eastern Wire).
Eric attributes his resounding successes to two key unconventional factors.
First, poorly managed companies lead to company-wide low morale among their employees, thus, providing an extremely low base from which he swiftly influenced the spiritless employees into a highly effective workforce.
Second, his charismatic leadership was well accepted by all the employees because he genuinely developed down-to-earth solutions that were truly beneficial to the employees, making their tasks much easier to perform and less prone to human mistakes. In addition to the installation of a quality control system that ensures error-free procedures, he implemented a productivity incentive scheme that rewards employees for their excellent performance. Other than putting into practice several management systems, he was essentially playing a leadership role, although he was not given authority over the employees of the companies that engaged his services.
In summary, he doubled up as a leadership consultant, instead of merely being a management consultant.