Catálogo de publicaciones - libros

This chapter addresses the question of why successful industrial development in Africa requires the dissemination of . For this purpose, it begins with a simple definition of the approach. While detailed explanations are provided in subsequent chapters, this chapter briefly explains what characterizes , how it was born in Japan and why it was accepted there, and how it has absorbed and assimilated those new ideas and practices that emerged later in Japan and other parts of the world to grow into the most widely and intensively used approach to management. The chapter discusses the challenges and opportunities for Africa as a late adopter of the approach, before concluding with a brief introduction of the other chapters.

is one of the core systems of knowledge utilized in Technical Cooperation projects of the Japanese government. For the effective transfer of , recipient country governments and their top leaders can play significant roles through a set of institutional arrangements. For sustainable improvement of quality and productivity of work, people’s core capacities need to receive due attention since they provide the bases for further technical capacity development. The mind-set can create change and make proactive contributions to improvement. Since knowledge transfer is influenced by both technical and human aspects, the process of customizing tools and methodologies in the local context while maintaining the core value of is indispensable for long-lasting quality and productivity improvement activities.

is a continuous activity to fill the gap between the current and ideal states. Japanese manufactures imported many management technologies from the US to reduce , which were transformed to technologies such as QC circle activities. Toyota Production System (TPS), which is directly opposite to mass production and mass consumption systems, is quite different. It has had a significant impact on . In general, improvements using management technologies are considered . However, to improve quality and equipment efficiency, is often combined with inherent technologies. stresses achieving results while enhancing workers’ motivation and problem-solving abilities. To sustain activities in developing countries, it is necessary to establish a mechanism to share the results of among workers and the company.

, a method and concept developed in Japan, evolved and was modified as Six-Sigma, the Lean Production System and so on as “Western-style ” to be applicable to Western corporate culture. Western-style has become an international standard (ISO 13053-1&2/ISO 18404). The application of differs country to country depending on their industrial climate and corporate culture. This chapter first analyzes the similarities and differences between the Japanese-style with Western-style Second, it discusses the impact of ISO on African companies and a more suitable and appropriate method of zen for African SMEs. Third, it outlines a research study conducted by JICA on “Standardizing Approaches in Africa,” a sub-project of the that JICA and NEPAD launched in April 2017.

was introduced to Ethiopia in 2009 with JICA’s technical assistance. The success of the first pilot project (2009–2011) confirmed the transferability and effectiveness of . Ethiopia’s government established the Ethiopia Institute (EKI) in 2011 to disseminate throughout the country. The budget of the institute is covered by the government while JICA extended capacity-development projects until 2020. So far 107 consultants have been trained and deployed in different sectors. EKI has developed strategies, a roadmap, and TIISO Model to effectively transfer philosophy from 2012 to 2015, and is incorporated in the national development plan. From (2015) to (2020), around 473 organizations were contacted, 68,954 persons trained, 9658 KPTs (QCCs) established, and US$105 million achieved as a result of quality and productivity improvements.

In order to reduce or eradicate poverty, it is imperative to create ample employment opportunities by developing labor-intensive manufacturing industries. This chapter proposes new policies to promote industrial development in SSA, recognizing that there are many spontaneously developed and promising industrial clusters in SSA. We also recognize that training alone is not sufficient for full-fledged industrial development. Thus, we recommend following the sequence of support measures beginning with training of entrepreneurs followed by investment in industrial parks and financial support, or TIF in short, because training enhances the returns to subsequent investments. TIF strategy should be designed to attract FDI and promote absorptive capacity of local entrepreneurs to learn from FDI by means of continuous training of local entrepreneurs.