Foreword
This policy minutes compile the presentations and main points discussed at the GRIPS
Development Forum-JICA Joint Seminar on “Japan’s Approach to African Development
during TICAD IV: The Case of Ethiopia”, held on October 17, 2011. The seminar aimed todisseminate the results of the first phase of Japan’s cooperation for industrial development inEthiopia (2009–2011) with wider audience, in light of how Japan is sharing East Asianexperience with Ethiopia, and to discuss its broader implications for Japan’s growth support
for Africa in general.
Since 2009, the Japan International Cooperation Agency (JICA) has supported Ethiopia’s
industrial development with two components: a Kaizen pilot project and bilateral industrial
policy dialogue. This cooperation was personally requested by H. E. Mr. Meles Zenawi,
Prime Minister of Ethiopia, who has great interest in East Asian development experiences. It
is also part of the follow-up programs to the Fourth Tokyo International Conference for
African Development (TICAD IV), held in May 2008, which highlighted the importance ofaccelerating growth in Africa. Within this bilateral cooperation framework, over the past years
the GRIPS Development Forum (GDF) has conducted industrial policy dialogue, incollaboration with JICA, and has advised the Ethiopian government on a large number ofissues in assisting the formulation of the Growth and Transformation Plan (GTP)
2010/11-2014/15. With successful completion of the first-phase cooperation, JICA has begun
the second phase of industrial policy dialogue with GDF and a new technical cooperation
project to support the institutionalization of Kaizen practices.
The seminar greatly benefited from the participation of H. E. Mr. Markos Tekle Rike, theEthiopian Ambassador to Japan, Mr. Masaki Noke, Deputy Director-General, International
Cooperation Bureau and Middle Eastern and African Affairs Bureau of the Ministry ofForeign Affairs, as well as Prof. Daniel Kitaw, Associate Professor and expert on kaizen andquality control, Addis Ababa University. We are also grateful for active participation by
African Ambassodors and diplomats, researchers, private sector, NGOs, policymakers and aid
practitioners who are interested in African development.
The information on this seminar and more details on policy dialogue on industrial
development in Ethiopia can be obtained from the following website of GDF:
http://www.grips.ac.jp/forum-e/events/eventinfo.htm
http://www.grips.ac.jp/forum-e/af-growth/support_ethiopia/support_ethiopia.htm
We sincerely hope that the information will contribute to sharpening the focus of Japan’s
growth support to Africa.
February 2012
GRIPS Development ForumGRIPS Development Forum–JICA Joint Seminar“Japan’s Approach to African Development during TICAD IV:
The Case of Ethiopia”

 Date and Time: October 17, 2011 (Monday), 15:00-17:30
 Venue : Conference Room 1-A & B (1st floor),
National Graduate Institute for Policy Studies (GRIPS), Tokyo Programme:
15:00 – 15:20

Opening Remarks
H. E. Mr. Markos Tekle Rike, Ambassador Extraordinary andPlenipotentiary of the Federal Democratic Republic of Ethiopia
Opening Remarks
Mr. Masaki Noke, Deputy Director-General, International Cooperation
Bureau / Middle Eastern and African Affairs Bureau, Ambassador for Civil
Society, Ministry of Foreign Affairs

15:20 – 15:40

Presentation “JICA’s Assistance for Industrial Development in Ethiopia”-- Kyoko Kuwajima, Director General, Industrial Development and Public
Policy Department, JICA
Presentation “Achievements in the KAIZEN Project”-- Go Shimada, Director, Research Program Division,
JICA Research Institute15:40 – 16:00

Presentation “Industrial Policy Dialogue in Ethiopia”-- Kenichi Ohno, Professor, GRIPS

16:00 – 16:20

Presentation “Experience of Kaizen in Ethiopia and the way forward”-- Daniel Kitaw, Associate Professor, Addis Ababa University

16:20 – 16:40

Presentation “Sharing East Asian Experiences with Africa: Japan’s Policy
Dialogue and Korean Knowledge Sharing Program”-- Izumi Ohno, Professor, GRIPS

16:40 – 17:30

Discussion*Kaizen: Quality and productivity improvement

GRIPS Development Forum–JICA Joint Seminar“Japan’s Approach to African Development during TICAD IV:
The Case of Ethiopia”
Contents

ProgramSeminar Report········································································································································1
ANNEXES ··············································································································································11
Presentation materials
Annex 1 “JICA’s Assistance for Industrial Development in Ethiopia’’
Kyoko Kuwajima, Director General, Industrial Development andPublic Policy Department, JICA··············································································· 12
Annex 2 “Achievements in the Quality and Productivity Improvement (KAIZEN) Project’’
Go Shimada, Director, Research Program Division,
JICA Research Institute ······························································································18
Annex 3 “Industrial Policy Dialogue in Ethiopia –Transferring Mindset and Methods
from East Asia’’
Kenichi Ohno, Professor, GRIPS···············································································26
Annex 4 “Experience of Kaizen in Ethiopia and the way forward’’Daniel Kitaw, Associate Professor, Addis Ababa University ····································37
Annex 5 “Sharing East Asian Experiences with Africa”
Izumi Ohno, Professor, GRIPS ··················································································56

GRIPS Development Forum-JICA Joint Seminar
Japan’s Approach to African Development during TICAD IV:
The Case of Ethiopia
Seminar Report
The GRIPS Development Forum-JICA Joint Seminar was held on October 17, 2011, with over 70
participants from diverse background—African Ambassadors and diplomats, researchers, private
sector, policy makers and practitioners—who are interested in the African development.
Prof. Izumi Ohno gave brief introduction about the theme of the seminar and the speakers of thesession. The seminar focuses on JICA’s technical cooperation to Ethiopia and its implications forJapan-Africa cooperation in general. The first phase of JICA assistance to Ethiopia has two main
components: (i) policy dialogue on industrial development; and (ii) quality and productivity
improvement (Kaizen). The objective of the former is to help Ethiopia’s policy formulation andcoordination including the drafting of master plans and action plans in collaboration with Ethiopian
higher officials, including the Prime Minister, and operational-level experts. The latter is aimed at
introducing Kaizen activities to the Ethiopian manufacturing sector to improve their productivity. This
JICA assistance is in response to the Ethiopian Prime minister’s formal request to the Japanese
government to introduce Kaizen to Ethiopia and provide advise to Ethiopia’s industrial development
strategy from East Asian perspectives. And for Japan, this is part of the commitment it made at TICAD
IV.
Opening Remarks
H. E. Mr. Markos Tekle Rike, Ambassador Extraordinary and Plenipotentiary of the Federal
Democratic Republic of Ethiopia
The fall of the socialist regime in 1991 marked the prevalence of peace and stability in Ethiopia. As aresult, Ethiopia has embarked on development activities since then. For the last seven years, Ethiopia
registered an average GDP growth rate of 10 percent. Ethiopia has been implementing 5-year plans.
The current 5-year plan, known as the Growth and Transformation Plan (GTP) succeeded the previous
one, called PASDEP. By many standards, the current GTP is a grand plan that we hope will makefundamental changes in our economy.
Ethio-Japan diplomatic relations started in the 1930s. Since then relations have been strengthened.
Emperor Haileselassie was particularly interested in Japan’s miraculous development. A book titled“Japan endet seletenech”—meaning “how did Japan develop?”—was written by a renowned Ethiopian
writer. This shows that there has been an obsession on the Ethiopian side to know how Japan developed
from ashes to riches.

1Over the past years, the government of Japan has increased its assistance to Ethiopia. At TICAD IV,
Japan has reinforced its commitment to help developing countries get out of poverty. The policy
dialogue on industrial development with the Ethiopian government and the Kaizen Project in the
Ethiopian manufacturing sector are part of Japan’s commitment at TICAD IV.
The policy dialogue on industrial development has helped the Ethiopian government to streamline andarticulate its policies and plans through the series of discussions held with GRIPS professors, namely
Izumi Ohno and Kenichi Ohno. The JICA-supported Kaizen Project has helped pilot firms apply therequired tools that enable them to reduce costs, raise productivity and improve their quality. H.E. Mr.
Markos closed his remarks by thanking Professors Kenichi Ohno and Izumi Ohno and JICA for theirsupport to Ethiopia’s development.

Mr. Masaki Noke, Deputy Director General, International Cooperation Bureau, Middle Easternand African Affairs Bureau, Ambassador for Civil Society, Ministry of Foreign Affairs, Japan.
Industrial development cooperation in Ethiopia is significant in three contexts: African, Ethiopian andJapanese. In the context of Africa, the Yokohama Action Plan of the TICAD IV urges to “support
African countries to plan and implement industrial development strategies and policies, drawing on
Asian experiences as appropriate.” Today’s seminar theme—the case of Ethiopia—is a concrete
example. In the context of Ethiopia, industrial development support for Ethiopia is promoted throughtwo synergistic components: (i) policy dialogue on industrial development; and (ii) a specific project on
Kaizen. For long, the priority of Japanese cooperation to Ethiopia has been food security. But, Japan
has decided to elevate industrial development to the second priority of cooperation to align ourassistance to Ethiopia’s current development policy. In the context of Japan, techniques such as 5S
principles (Seiri, Seiton, Seiketsu, Seisou and Shitsuske) are more of disciplines rooted in the Japanese
way of life than abstract concepts. Kids are taught to clean their class rooms; when these kids join theworkforce, they clean their workplaces. Hence, if we apply such a specific Japanese virtue todevelopment cooperation, we can make a difference from other donors. At the same time, we have to
be mindful of social and cultural circumstances in the recipient country.
Mr. Noke shared his experience of a recent mission to Ethiopia, particularly his visit to Ambassador
Garment, the biggest Ethiopian suits maker and one of the companies that adopted Kaizen activities. He
was pleasantly surprised to observe that the factory was clean, workplaces were logically organized andcompartmentalized by colored tapes according to the fabrication process and that workers wereabsorbed in their works. The situation before Kaizen was totally different. For example, stocktaking
needed 15 days but it took only 3 days this year (after Kaizen). He also learned that this movement is
promoted by the Ethiopians themselves as the Kaizen Unit was created after the initial JICA technicalcooperation, and 8 local Kaizen leaders are devoted themselves in Kaizen promotion. In a word, this2Japanese approach is internalized in Ethiopia. In Ethiopia, the fact that Prime Minister Meles
personally took the lead to introduce this movement, ensuring local resources for it has made the
Kaizen project successful.
Mr. Noke hoped today's seminar would find useful suggestions and guidance for our future cooperation
with Ethiopia in particular and with Africa in general. This seminar will yield useful inputs to the
TICAD V, which the Japanese government has decided to host in 2013. Growth promotion will remain
as an essential component of the TICAD V, and we hope to make good use of Japan’s uniqueadvantages in the cooperation with Africa that can make a difference for development and make Japanand Africa even closer.

Presentations
1. “JICA’s Assistance for Industrial Development in Ethiopia” by Kyoko Kuwajima, Director
General, Industrial Development and Public Policy Department, JICA
Ms. Kuwajima explained that JICA has been following up the Japanese government’s commitment toAfrica made at TICAD IV and Hokkaido Toyako G8 Summit held in 2008. As a side event of TICAD
IV, JICA sponsored a symposium on “Economic Development in Africa and the Asian GrowthExperience” in which Ethiopian Prime Minister Meles took part. In July in the same year, the Initiativefor Policy Dialogue (IPD) Task Force on Africa meeting was held in Addis Ababa, co-organized by
JICA and Prof. Josef Stiglitz of Columbia University. The IPD meeting aimed to open a debate on
economic growth and poverty reduction in Africa by applying Asia's development lessons. Prime
Minister Meles participated in most of the sessions in the two-day meeting. At this meeting, the GRIPS
professors introduced the experience of JICA’s KAIZEN Project in Tunisia, which led to the conceptionof the industrial policy dialogue and the Kaizen project in Ethiopia. Following these events, Prime
Minister Meles requested the two components of support from JICA: (i) intellectual support to help
formulate industrial development policies for Ethiopia by applying the Asian development experience(industrial policy dialogue); and (ii) technical cooperation for nurturing the private sector in Ethiopia
by introducing KAIZEN concept.
Regarding the initial results of this bilateral industrial policy dialogue, Ms. Kuwajima emphasized threepoints. First, the policy dialogue made substantial contributions to the drafting of GTP and Micro andSmall Enterprise (MSE) strategy in Ethiopia (by filling knowledge gaps, adopting import substitution
policy and basic metal and engineering industry in GTP, and introducing the KAIZEN concept in the
MSE strategy). Second, it helped the Ethiopian government and collaborators to identify weaknesses inpolicy-making capacity (e.g., the importance of mindset and methodology for effective policy making,need for inter-governmental coordination mechanisms, need for the consultation process between thegovernment and the private sector). Third, JICA took program approach by combining policy-level3

support and a specific technical cooperation (KAIZEN). This has proven to be effective, producing
synergy effects. The next phases of the industrial policy dialogue and the Kaizen project are scheduled
to start in early next year and November 2011 respectively.
2. “Achievements in the Quality and Productivity Improvement (Kaizen) Project” by Go
Shimada, Director, Research Program Division, JICA Research InstituteAt the outset, Mr. Go Shimada stressed that his presentation was made jointly with Ethiopian
counterpart, and he would speak on behalf of the team of Ethiopian Kaizen Institute and JICA. After abrief introduction of the meaning of KAIZEN (continuous improvement), he explained the profile of
the JICA-supported KAIZEN project, “The Study of Quality and Productivity Improvement (KAIZEN)
in Ethiopia,” which was implemented during October 2009-June 2011, working with the Ministry ofIndustry (MOI) as the counterpart. The project aimed at: (i) formulation of a KAIZEN manual for
Ethiopia, based on the verification and implementation of pilot activities for selected manufacturing
companies (in Addis Ababa and its surroundings); (ii) human resource development of the staff of the
KAIZEN Unit of the MOI; and (iii) formulation of a national plan to disseminate KAIZEN activities
for manufacturing companies in Ethiopia.
Mr. Shimada highlighted both qualitative and quantitative gains of the KAIZEN project. The qualitative
gains include: clean work place, team work, health and occupational safety, improvement suggestions
by lower-level workers, and knowledge of quick delivery and cost reduction. The quantitative gains
include: monetary impact (average: ETB 500,000 (equivalent of around 29,000 USD）per company), as
well as non-monetary improvement (e.g., reduction of time loss and defect ratio, lead time
improvement, labor saving). Among the 28 pilot companies, 10 companies achieved high and good
performance (regarded as candidates of the excellent companies). The project also involves skills
transfer to the Ethiopian counterparts (the members of the KAIZEN Unit) so that they can serve as
qualified KAIZEN consultants and the promoters of KAIZEN—even after the JICA project comes toan end. Lastly, Mr. Shimada stated that based on such tangible results of the phase I, JICA plans to start
the phase II project in November 2011, which supports the establishment of the Ethiopian KAIZEN
Institute to institutionalize and disseminate KAIZEN.
3. “Industrial Policy Dialogue in Ethiopia” by Kenichi Ohno, Professor, GRIPS
Prof. Kenichi Ohno explained that the purpose of our policy dialogue with Ethiopia is to transfer
mindset and methodology of East Asian policy making through concrete issues and projects. We
support developing countries by offering policy methodology from Asian perspective and raw materials
for policy formulation. This includes systematic collection and comparative analysis of the past andpresent industrial policies of selected Asian countries; and tailoring them to fit each country’s uniqueconditions. East Asia generally practices industrial policy. Many African countries are interested inindustrial policy that draws on the experiences of East Asia. Japan, Asian Tigers, ASEAN and China

4

industrialized through self-study, learning from neighbors, and trial-and-error. Even today, no
systematic instruction exists for effective policy making and execution in developing countries. This iswhat is missing, and our effort is to fill such a gap. Learning from the East Asian experience is notabout copying specific policies to late-comers; but it involves learning mindset and methodology ofdesigning and implementing industrial strategies. While there is a standard industrial policy menu,
selectivity and adjustment are needed to the unique conditions of each country. That is why we prefer tohave long-term and open-ended engagement with developing countries’ governments so that tailoredpolicy support based on concrete studies and projects can be provided.
The Eastern approach of development is complementary to the Western approach. More specifically,
the Japanese approach to development emphasizes target orientation, field (gemba) orientation, joint
work and dynamic capacity development. Given these features, Japan can offer: (i) for a country withreasonable visions and plans, standard policy tools (training, QC, Kaizen, SME promotion, etc) can beprovided; (ii) policy dialogue for making and strengthening visions and strategies; (iii) comprehensive
regional development with core infrastructure, supported by human resource development, regional
planning, industrial support, rural development, etc.; and (iv) creating enabling environment forJapanese investment under the principle of open access and non-exclusivity.
The participants of the industrial policy dialogue include higher Ethiopian government officials(including the PM) and operational level experts. The Japanese side includes GRIPS Development
Forum, JICA officials and experts and the Embassy of Japan in Addis Ababa. The Japanese side visited
Ethiopia every three months to meet their Ethiopian counter parts for policy dialogue. The main topicsof the policy dialogue include democratic developmentalism (DD) and Agricultural Development Led
Industrialization (ADLI), policy formulation and implementation mechanisms, structure of masterplans and action plans, advice on the GTP, concept, practice and institutionalization of Kaizen, etc.
4. “Experience of Kaizen in Ethiopia and the Way Forward” by Daniel Kitaw, Associate
Professor and Chair of Industrial Engineering, Addis Ababa University
After brief introduction of the concept of quality and productivity, Dr. Daniel explained that quality andproductivity is the key in the process of industrialization. He also explained the background for Kaizen
activities in Ethiopia supported by JICA and noted that the initial success of the implementation of
Kaizen in Ethiopia is encouraging. At the same time, Dr. Daniel pointed out several challenges during
the implementation stage of Kaizen. These include: (i) gap between top management and employees(power is very much concentrated in the hands of top managers); (ii) limited worker’s motivation to
improvement and change in the organization, and (iii) long time necessary for creating awarenessamong managers and employees.
To accelerate the quality and productivity movement in Africa, Dr. Daniel suggested the establishmentof the Pan African Kaizen Initiatives Institute (PAKII), working in collaboration with AU and other5

African institutions. PAKII would: (i) serve as a focal point for promoting quality and productivity
improvement in Africa; (ii) disseminate Kaizen activities and concepts to all African countries; (iii)
promote networking, sharing, harvesting ideas and learning with peers to each other in all Africancountries; and (iv) discuss common issues and solutions in the African context.
5. “Sharing East Asian Experience with Africa: Japan’s Policy Dialogue and Korea’s Knowledge
Sharing Program” by Izumi Ohno, Professor, GRIPS
Prof. Izumi Ohno shared her perspectives of the next phase of Japan-Ethiopia industrial policy dialogue(which is expected to start from early next year), in light of a possibility for enhanced collaboration
with new Asian partners such as South Korea. A new element to be considered for the phase II
industrial policy dialogue is that South Korea’s participation in intellectual support to Ethiopia. The
Korean government has recently announced its willingness to share its development experience toEthiopia, following President Lee Myung-bak’s visit to Ethiopia in July 2011. This move willcomplement the Japanese ongoing efforts to project the East Asian experiences in Ethiopia’s
development policies. Both Japan and Korea represent non-Western donors having dual experiences ofaid and development (recipients and donors). They have catch-up experiences, which can be shared tothe developing world. Both countries direct their aid activities in productive sectors; respect foruniqueness of each country and both emphasize long-term engagement.
The strengths of Korea include: strong leadership commitment to development and ability to offer thelatest successful experiences of catch-up as it has documented its experiences in modular forms underthe banner of knowledge sharing program (KSP). On the other hand, Japan is a large donor and withvast experience of being a donor and network-based cooperation. Japan should be in a position tomobilize the cooperation from its neighboring emerging donors, with which Japan has fosteredlong-term partnership based on its aid and economic cooperation. The strengths of the two countries
complement each other; and as non-western donors they can project the East Asian experience to thedeveloping world as an alternative model of development.

Questions and Answers Session
Q: How do you build trust in communities? More specifically, how do you foster trust and relations
between the Japanese and Ethiopian people?
A: Kyoko Kuwajima (JICA)
・ Linking people to people is well integrated into JICA’s technical cooperation programs indeveloping countries.
Q: While Kaizen activities (such as 5S, QCC) are good, I believe that they will become effective when
they are transferred by private companies (i.e., the private-private model of Kaizen transfer). This will6

also create business linkages that benefit both parties. So, the JICA Kaizen project should give more
attention to the private sector.
A: Go Shimada (JICA)
・ We also work with the private sector (such as the Chamber of Commerce) in some other countries.
In the case of Ethiopia, we are primarily working with the government because we found ourcounterparts in Ethiopia were very much capable enough for Kaizen, and ownership and leadershipof the government are very strong. As I explained, the result of the success comes from joint workby our counterparts in Ethiopia and JICA.
A: Kenichi Ohno (GRIPS)
・ It is possible to let the private sector handle Kaizen activities in the countries where Japanesebusinesses exist (e.g., Vietnam, Thailand). But in countries (such as Ethiopia) where no Japanesecompanies operate, the private-private model of transferring Kaizen may not be feasible.
Q: Achievements in Ethiopia so far appear impressive. Nevertheless, we should study what are the real
problems holding back African countries. I would also like to know the procedure on how we canrequest the Japanese government for such support.
A: Daniel Kitaw (AAU)・ My answer to your first question is that mindset change is the problem in Africa.
A: Kenichi Ohno (GRIPS)・ I think if mindset change is achieved, then what is left is applying technical tools to bring thedesired change.
A: Izumi Ohno (GRIPS)・ But, mindset change doesn’t come by itself; it is a function of appropriate and concrete policies andactions. The Singaporean experience suggests that national movements are effective to drive thepopular mindset change.
Comments (from JICA Kaizen Project Team): On behalf of JICA Kaizen Project Team for Ethiopia,
I would like to stress the vital importance of mutual trust between management and employees in thetransfer of Kaizen. Management needs to empower employees, delegate power and train them.
Q: While mindset change is important, it comes when the people start to see the fruits of economic
growth. Japan itself got tremendous financial help from the US, although the Japanese themselves did
the job. The same is true for Korea, Malaysia and Thailand. The point is that as the fruits ofdevelopment start to be felt by the public, mindset change will come automatically. Another question isthat why does a Malaysian expert provide advice in Africa under the JICA project? (-with reference tothe Triangle of Hope Project in Zambia, where an ex-senior official of the Malaysian government has
been mobilized)
A: Go Shimada (JICA)
・ Malaysia experienced a crisis in 1960’s. At that time, per capita GDP of Malaysia was less than thatof Zamia. After the crisis, Malaysian has started to transform their economy uniting politician,7

government authorities and private sector. They established MIDA (Malaysian Investment
Development Authority) to attract foreign direct investment to Malaysia, then they succeeded toachieve high economic growth. With this experience of transforming their economy, JICA started tomobilize its expertise to attract more investment to Africa, because its experience must be replicablein other countries. This is how we started the Project in Zambia. We called it as the TOH (Triangleof Hope) project because the uniting triangle of politician, government authorities and private sector
is the hope for the future.
Q: Did the Kaizen project raise workers’ wages? What are the fruits of Kaizen for workers? Is the
project sustainable after JICA leaves Ethiopia?
A: Kenichi Ohno (GRIPS)・ Real wages may not rise immediately. It may take time to show up. This will happen after thecompany’s value added increases. My Ph.D student, Mr. Berihu, is doing some regression analysis
on the benefits achieved by firms and workers.
A: Kyoko Kuwajima (JICA)
・ Singapore offers a good model for Kaizen projects around the world, in terms of success,sustainability and shared benefits.
Q: Ethiopia’s results are impressive. Prof. Daniel’s recommendation to establish the Pan African
Kaizen Initiatives Institute (a continental-level initiative of Kaizen) is a good idea, and I agree. It is also
necessary to nurture entrepreneurship by incorporating quality and productivity in our educational
system.
A: Daniel Kitaw (AAU)・ My suggestion is to incorporate quality and productivity in the education system starting fromkindergartens.
Q: Japanese FDI is yet limited in Africa. How does the Japanese government plan to convince Japanesecompanies to invest in Africa?
A: Go Shimada (JICA)
・ It is not easy to convince Japanese companies to go and invest in Africa in the immediate future.
This will happen only gradually. Investment promotion is another area JICA would like to havemore programs and projects in the future. We have already started several projects, but more will
come in the future.
A: Mr. Masaki Noke (MOFA)・ Japanese companies will go and invest when there is interest. I am sure that there must be reasons
why they are not yet investing in Africa with sufficient volume. It is important to investigate andfind the reasons behind—whether the problems are information gaps or others, etc. The Japanese
government is prepared to help Japanese firms to have more contacts with African governments andbusinesses to increase Japanese investments in Africa.

8

H. E. Mr. Markos Tekle Rike, Ambassador Extraordinary and Plenipotentiary of the Federal
Democratic Republic of Ethiopia, concluded the seminar by thanking the GRIPS professors and the
JICA team. The Ambassador also stated his great hope and high expectation to the next phase ofJapan’s industrial development cooperation to Ethiopia.

9

ANNEXESAnnex 1

Slide 1GRIPS Development Forum - JICA Seminar“Japan’Japan’s Approach to African Development
during TICAD IV: The Case of Ethiopia”
Ethiopia”

JICA’s Assistance forIndustrial Developmentin Ethiopia
17 October 2011
Kyoko Kuwajima
Director General, Industrial Development
and Public Policy Department, JICA

Slide 2

Background: Japan’s support to Africa
G8 Hokkaido
Toyako Summit(Jul. 2008)

TICAD IV(May 2008)
Symposium: Economic
Development in Africa
and the Asian GrowthExperience(May 2008)“The Initiative for
Policy Dialogue(IPD)
Taskforce on Africa
Meeting” in Addis
Ababa (Jul. 2008)z Debate on amore active role of
the government ineconomic policies
zIntroduction of
JICA’s KAIZEN
Project in Tunisia

zDebate on how tomake the AsianExperience relevant withaccelerating economic
growth in Africa

JICA’s Follow up ofJapan’s Commitment to Africa

12Ms. Kuwajima’s Slide

Slide 3

JICA’s Cooperation Framework for
Industrial development of Ethiopia
Request from Prime Minister Meles （July 2008）
Support to formulate industrial
development policy for Ethiopia
Intellectual exchange of views on
industrial development strategy, andpolicy recommendations from Japan
based on the Asian development
experience.

Support to nurture privatecompanies
Technical cooperation of JICA for
enhancing competitiveness of theprivate sector learning from the
JICA’s experience in Tunisia.

“The Study Project on
Quality and Productivity
Improvement (KAIZEN)”(KAIZEN)”(Pilot Phase: Oct. 09-Jun.11)“Policy Dialogue on Industrial
Development”
Development”(1st Phase: Jun. 09-May 2011)

Slide 4Three-layered Policy Dialogue coupledwith Technical Cooperation ProjectThree Layers of
Dialogue with Ethiopia
Dialogue with
Prime Minister
High Level Forumwith Ministers andState Ministers
Operational Level
MoFED, MoARD,
MoE, MoI, MoUDC, etc.

MoI, Metal Products
Development Center

MoI, KAIZEN Unit

Policy Dialogue (Jun.09(Jun.09-2011)
1. Policy Visions
Democratic Developmentalism, Agriculture
Development-led Industrialization (ADLI)
2. Five Year Development Plans
PASDEP(05/06-09/10), GTP (10/11-14/15)
3. Sector Policies¾ Basic Metal & Engineering Industry¾ Industrial Development Strategy¾ MSE Development Strategy
4. CrossCross-cutting Issues¾ Policy Making Process and Organizations¾ National Movement of Productivity
Supplementary Firm-Level
Study of Basic Metal andEngineering Industry(2010)

Study Project on KAIZEN(Oct.09(Oct.09-Jun.2011)

Japan
EOJ
G
R
I
P
S

J
I
C
A

Professors
Kenichi Ohno &Izumi Ohno

JICA
JICA

PASDEP: Plan for Accelerated and Sustained Development to End Poverty, GTP: Growth and Transformation Plan, IDS: Industrial
Development Strategy, MoFED: Ministry of Finance and Economic Development, MoARD: Ministry of Agriculture and Rural
Development, MoE: Ministry of Education, MoI: Ministry of Industry, MoUDC: Ministry of Urban Development and Construction

13Annex 1

Slide 5

Partners of “Policy Dialogue on
Industrial Development”
 Japanese side: the Embassy of Japan(EOJ) in Ethiopia. The team of GRIPS led
by Professor Kenichi Ohno and Professor
Izumi Ohno are the intellectual core.
 Ethiopian side: Prime Minister. Senior
Economic Advisor to the PM is the key
person who co-chairs High Level Forumwith Ambassador of EOJ. Ministers andState Ministers concerned.
 Daily follow-ups by the EOJ and the JICA
Office in coordination with JICA Hdq

Slide 6

Progress of “Policy Dialogue on
Industrial Development”
 Dialogue with the Prime Minister in ten

meeting sessions (incl. those in the
preparatory period) and through written
communications by Prof. Kenichi Ohno
 High Level Forum were held quarterly in
8 sessions (Jun.2009-May 2011)
 Numerous meetings at operational level Regular conversation with donors
including GIZ, the Engineering Capacity
Building Program, World Bank, DfID,
USAID, UNIDO, UNDP, China, Korea, etc.

14

Ms. Kuwajima’s Slide

Slide 7

Initial Impact (1) Contribution to the
preparation of GTP and MSE Strategy
Views and comments were
provided with deep insights fromcomparative development studies
esp. on Asia by the Japanese side¾“Fill the knowledge gap” (PM and
Minister’s comments)¾ GTP adopted Import
Substitution Policy and Basic Metal
and Engineering Industry¾ New MSE Strategy refers to theintroduction of KAIZEN concept
Slide 8Initial Impact (2): Identification of
weakness in policy making capacity
In the Dialogue, the Japanese side
identified and communicated to the
Ethiopian side:•Importance of mindset andmethodology for effective policy
making•Desirable Inter-governmental
coordination mechanism•Needs of consultation process
between the government and theprivate sector to activate the sector

15Annex 1

Slide 9Initial Impact (3) Program Approachcombining Dialogue and Projects
Input from Study Project on KAIZEN to the Policy
DialogueValidation of the usefullness of the concept andthe skills for productivity and quality improvement(KAIZEN) in the Ethiopian Industry
Potential entry to activate the private sector
Input from the Policy Dialogue to the KAIZEN ProjectInstitutionalization of KAIZEN (KAIZEN Unit of MoI
was officially endorsed by the Council)
Possible Coordination with MoE and MoUDC for
Nation-wide dissemination of KAIZEN for MSE

Slide 10

The Way Forward
Policy Dialogue (2nd Phase)to be started early next year
Technical Cooperation Project on
Capacity Building for Disseminationof Quality and Productivity
Improvement (KAIZEN)
to be started in November 201116

Ms. Kuwajima’s Slide

Slide 11

Thank you very much.

17Annex 2

Slide 1

Achievements in the Quality andProductivity Improvement(KAIZEN) Project

Go Shimada,
Director, Research Program Division,
JICA Research InstituteSlide 2

What is KAIZEN?
{ Simply a word which means “improvement”

in Japanese{ Incremental and continuous improvementwith the involvement of entire workforce{ Quality and Productivity Improvement{ Without additional cost: “If no money, use
your brain.”{ Participatory process and bottom-up fromfactory floors (gemba){ Emphasis on process as well as results{ Reflecting a Japanese philosophy (continuous
improvement through all aspects of life)

Source: Masaaki Imai, “Kaizen: The Key to Japan’s Competitive Success”, McGraw-Hill/Irwin, 1986.

18

Mr. Shimada’s Slide

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Slide 419

Annex 2

Slide 5

Profile of the Project¾ Project Title: The Study of Quality and Productivity Improvement(KAIZEN) in Ethiopia¾ Project Duration: October 2009 to June 2011
¾ Project Holder: JICA & Ministry of Industry¾ Study area: Addis Ababa and its surroundings¾ Sector Focused: Manufacturing¾ Objectives
1) Pilot Project Performance: To formulate a manual to be used
for conducting KAIZEN activities in Ethiopia, which is preparedbased on results from verification study through theimplementation of pilot activities for selected 30 (thirty)
companies;2) Human Resources Development: To transfer relevant skills
and techniques to the staff members of KAIZEN Unit of MoI; and,
3) National Plan Formulation: To make a plan to disseminate
KAIZEN activities for manufacturing companies in Ethiopia.

Slide 6

Sample Improvement Results (1)Qualitative Results:¾ Clean working environment created,¾ Team work and motivation of workers developed,¾ Health and occupational safety of workers improved,¾ Lower level workers accustomed to suggesting improvement
ideas to management decisions – Increased Employee
Participation,¾ Knowledge obtained on how to meet quick delivery and to
reduce costs.

20

Mr. Shimada’s Slide

Slide 7

Sample Improvement Results (2)Quantitative Results
9Monetary impact from the improvements reported is ETB 500,000/company.
The reporting ranges from ETB 10,000 to ETB 3.2 mill.
¾ By Reducing costs (a) ETB 10,000 per month and (b) ETB 78, 000 per
annum;¾ By generating additional income of ETB 1.2 million per year;¾ By just decreasing down time ETB 204, 000 per day,
¾ By rectifying raw materials defect used for manufacturing ETB 2.4mill;¾ By identifying, repairing and reusing of usable machines & equipments
worth of ETB 3.25 mill.
9 Non-Monetary Measures of Improvement include:¾ Increasing labor productivity, by reducing time loss for searching tools on
average 50%;
¾ Reduction of floor space around 50%;
¾ Defect ratio improvement in the range of 50-70%;¾ Lead time improved in the range of 16 to 90%;
Note: USD1 = approximately¾ Labor saved from 15 to 90%.
ETB 17.1 as of Aug. 2011

Slide 8Sample Improvement Results (3)Quantitative Results¾Company A (Metal)
Recovered additional revenue with an amount of 118,995 birr
¾Company B (Metal)
Lead time reduced from 2weeks to 1week¾Company C (Textile)
Reduced wastage of time by 624 min/month¾Company D (Chemical)
Reduced wasters of over production by 50%
Motion and movement by 100%
¾Company E (Agro)
Decreased flour wastage by 190 qtl of wheat flour¾Company F (Agro)
Produced additional 12,000 lit/day
By eliminating 6hours dawn time/day¾Company G (Agro)By decreasing milk wastage recovered 846 birr/day

21

Annex 2

Slide 9Pictorial Presentation of some of theachievements obtained in the pilot companies
Fig.1 Sort, Set-in-order & Shine (3S) are implemented to standardize
the inventory stock

Fig. 2 In-process stock is repositioned to avoid Muda oftransportation

Before Kaizen

After Kaizen

Slide 10Highlighted results of the Pilot Project (1)Possibility*highgood some

Grade

5

4

number of thecompanies

6

4

low

no

3

2

1

8

6

4

total
28

* Possibility to be a “KAIZEN model company”• 10 companies which are graded 5 and 4 are a candidate of
the excellent companies.
• Exceeds one third of the companies has a possibility of the
KAIZEN model companies.

22

Mr. Shimada’s Slide

Slide 11Highlighted results of the Pilot Project (2)KAIZEN Model Company (Graded 5)means a company which continuously practices KAIZEN and as the result
realizes achievements that significantly excel other companies in terms of
quality /productivity improvement (6 companies).
Key Criteria for the Model Company
・Model workplace activities: 5S, Standard operation
sheets, Layout study
・General activities: Employee training of basic KAIZEN
knowledge, Workload reduced
・Organization management: QCC activities, Widedissemination of KAIZEN・Management direction: Active top management, Good
employee relations, Development of KAIZEN activities

Slide 12

Assessment of Capacity Development of KU members
Level
0
I
II
III

IV

V

Competence
no experience of
KAIZEN
Competent to conduct
KAIZEN activities foryourself
Competent to guide
KAIZEN activities
Competent to provide
consultancy services
on KAIZEN
Competent to provide
consultancy services
on KAIZEN
Competent to provide
consultancy services
on KAIZEN

Assignment

Beforeproject

Afterproject

9
Junior KAIZEN
Consultant
Assistant KAIZEN
Consultant
KAIZEN Consultant

Senior KAIZEN
Consultant
Lead KAIZEN
Consultant

23

3
6

Annex 2

Slide 13

Institutionalization of KAIZEN dissemination
system and JICA’s continuous assistance
1. Established first Kaizen-titled body (KAIZENUnit) and first Kaizen-titled organisation(Ethiopian KAIZEN Institute) in Sub-SaharanAfrica under Ministry of Industry
2. Phase 1 ended with tangible results in June
2011 and Phase 2 will start in November
2011 for 3 years

Slide 14

JICA KAIZEN assistance spread in Africa
Tunisia

LEGEND
Project implemented/ing
Project officially requested
MPC course participated*(only for Sub-Saharan)

Egypt

Ghana

Ethiopia
UgandaRwandaKenya

Tanzania
ZambiaBotswanaSouth
Africa

24

Mozam
bique

*Malaysian Productivity
Center (MPC) haveconducted “JICA Third
Country Training
Programmefor African Countries
on Enhancement of
Productivity andCompetitivenessfor Trade Promotion
through TQM and KAIZENApproach”.

Mr. Shimada’s Slide

Slide 15

Thank you very much.

25

Annex 3

Slide 1

Industrial Policy Dialogue in
Ethiopia
Transferring Mindset and Methods from East Asia

Kenichi Ohno
National Graduate Institute for Policy Studies (GRIPS)Tokyo, October 2011

Slide 2

Studies in Industrial Policy
Type 1 - Ideological and/or theoretical debate over“industrial policy”: Washington Consensus vs.
J.Stiglitz, D.Rodrik, H.J.Chang, Justin Lin…
Type 2 – Narration of concrete but isolated policy
experiences in particular countries: Japan, Korea,
China, Singapore, Malaysia…
Type 3 – Systematic collection and comparative
analysis of past and present industrial policies,
offering raw materials for policy formulation ineach country.

26

Prof. K.Ohno’ Slide

Slide 3

Willing to Learn Practice(rather than debating theory)
 East Asia generally accepts government’s role inindustrialization and widely practices industrial
policy. Rich experiences, and no allergy.
 In Africa: Ethiopia, Zambia, Rwanda, Ghana,
Uganda, Tanzania, Egypt, Tunisia, Namibia,
African Union, East African Community… areinterested in industrial policy or already
implementing it.
 Ethiopian senior economic advisor: “We wantaction-oriented advice, not academic theories.”

Slide 4

Pragmatic Policy Making
 Validity of industrial policy argument depends on

actual successes on the ground.
 For industrial policy “converts,” pragmatic anddetailed guidance is needed, not theoreticaljustification of industrial policy.
 Japan, Asian Tigers, ASEAN, and China
industrialized through self-study, learning fromneighbors, and trial-and-error.
 Today’s latecomers also face random andfragmented advice. No systematic instruction
exists for effective policy design and execution.

27

Annex 3

Slide 5

Systematic Instruction on Industrial
Policy Making is Needed
Featuring: Strong country ownership A policy package tailored to each country Policy learning and gradual expansion of policyspace
 A broad policy menu to choose from, based oninternational comparison of policy measures Policy dialogue with advanced country experts(individual coaching & tutoring at initial stage)
Ethiopia: “Please show us how East Asian countries
draft industrial master plans and action plans.”

Slide 6

Learning from East Asia
 NOT copying some specific policies adopted insome East Asian country to Africa.
 Learning mindset and methodology of designingand implementing industrial strategies.
 There is a standard industrial policy menu, but
selectivity and adjustment are needed to adapt tounique conditions of each country.
 The Eastern approach should be complementary
to the Western approach – benchmarking, SWOT,
PSD, business climate, good governance, policy
frameworks…

28

Prof. K.Ohno’ Slide

Slide 7
East Asia’s Standard Policy Menu for Enhancing
Industrial Human Resource and Enterprise Capability
Objective(1) Legal and policy framework(2) Industrial human resource(education and training)(3) Enterprise capability(management and technology)

Policy measure
Provision of necessary laws and regulations
Designation or creation of lead ministry/agency for priority policy
Inter-ministerial coordination mechanism
Effective public-private partnership (PPP)
Policy structure consisting of vision, roadmap and action plan
Monitoring and evaluation mechanism
National standards for quality, safety, skills, environment, etc.
Framework for technology transfer and intellectual property rights
Industrial statistics and database
Strategic mobilization of international cooperation
Technology and engineering universities and institutes
Polytechnics and industrial collegesTechnical support in specialized skills for engineers
Technical and vocational training for new and/or current workers
Subsidies and incentives for worker training
Skill certification, competition, and awards
Introduction of kaizen or productivity tools (5S, QC circles, elimination of muri and muda,suggestion box, just-in-time system, etc.)
Benchmarking, business process re-engineering, and other management tools
Management or technical advisory service (by visiting consultants, short-term)Enterprise diagnostic and advisory system (institutionalized shindan or technical extension
services)
Short-term courses and tours for enterpreneurs and managers
Quality standards and certification, testing services and centers
Awards and recognition for business excellence, productivity, competitivenessSubsidies & incentives for upgrading management, technology, marketing, ITC…

Slide 8(4) Finance(5) FDI attraction(6) Marketing and businesslinkage(7) Innovation

Development financial institutions
Subsidized commercial bank loans for targeted firms (two-step loans)Special loans and grants for priority products and activities
Credit guarantee system
Equipment leasing
Enterprise credit information system
Linking loans with enterprise diagnostic and advisory system (see (3) above)
Clear announcement of preferred investors, sectors, regions, etc.
Effective investor information package and website
Investment promotion seminars, missions and offices abroad
Provision of high-quality infrastructure services (power, transport, land, water, waste waterand solid waste treatment, etc)
One-stop investor support service (both before and after investment)
Development and management of industrial estates including EPZs, SEZs and special
zones for priority sectors, high-tech firms, etc.
Rental factories for local and/or foreign SMEs
Support for labor recruitment, matching, houseing, commuting, healthcare, etc.
Negotiation and provision of special incentives for attracting targeted anchor firms
Support for domestic and export market development
Trade fairs and reverse trade fairs
Enterprise database (SMEs, supporting industries, sectoral)
Incentives and subsidies for FDI-local firm linkage and technology transfer
Official promotion/intermediation of subcontracting
Establishment and strengthening of industry/business associations and local firm networks
Business start-up support
Support for R&D, branding, patenting
Business incubation centers
Venture capital market
Innovation clusters among industry, research institutes and government
Incentives/subsidies for designated activities and products29Annex 3

Slide 9Features of Japanese Approach to
Development
Pragmatism and concern with specific industries: Target orientation—striving for concrete vision,

targets, roadmaps, and actions instead of generalcapability improvements.
 Field (gemba) orientation—working on factory
floor or crop field to solve concrete problems.
 Joint work—transferring skills and knowledge todeveloping countries by working together (OJT);
no parallel mechanisms.
 Dynamic capacity development—policy
learning and expectation of graduation from aid.

Slide 10

Entry Points for Japan’s Industrial
Cooperation in Africa
Japan, a small investor and donor in Africa, butwith East Asian experience, can offer the following:
1.

2.
3.

4.

For a country with reasonable visions and plans,
standard policy tools (training, QC, kaizen, SME
promotion, etc.) can be provided.
Policy dialogue for making and strengthening
visions and strategies.
Comprehensive regional development with core
infrastructure, supported by HRD, regional
planning, industrial support, rural development,
etc.
Creating enabling environment for Japanese
investment under the principle of open access andnon-exclusivity.

30

Prof. K.Ohno’ Slide

Slide 11
Japan’s Policy Dialogue with Developing Countries
Country

PeriodHead/key players

Purpose and content

Argentina

1985-1987
1994-1996(folow up)

Saburo Okita (former foreign
minister)Comperehesive study on agriculture and livestock farming, industry,transport and export promotion

Thailand1999

Shiro Mizutani (former MITI
official)

Study on the master plan for SME promotion policy

Vietnam

1995-2001

Shigeru Ishikawa (professor)

Large-scale joint study on macroeconomy, industry, agriculture,enterprise reform, crisis management, etc.

Vietnam

2003-current

Japanese embassy, JICA, JETRO,
JBIC

Bilateral joint initiative to improve business environment andstrengthen competitiveness through 2-year monitoring cycle of action
plans

Indonesia

2000

Shujiro Urata (professor)

Policy recommendation for SME promotion

Indonesia

2002-2004

Takashi Shiraishi and Shinji
Asanuma (professors)

Policy support for macroeconomic management, financial sector
reform, SME promotion, private investment promotion,
democratization, decentralization and human resource development

Laos2000-2005

Yonosuke Hara (professor)

Study on macroeconomy, finance, state enterprise, FDI and poverty
reduction, etc.

Myanmar1999-2002

Konosuke Odaka (professor)

Study on agriculture, rural development, industry, trade, finance, ITC,
etc.

Mongolia

1998-2001

Hiroshi Ueno and Hideo
Hashimoto (World Bankeconomists and professors)

Study on the support for economic transition and development

Ethiopia

2009-2011

GRIPS Development Forum and
JICA

Kaizen, basic metals and engineering, productivity movement, policy
procedure and organization, etc.

Slide 12Bilateral Policy Dialogue between
Ethiopia and Japan
 May 2008: 4th Tokyo International Conferenceon African Development (TICAD IV): Japan’scommitment to increase cooperation in Africa.
 July 2008: PM Meles’ request for two-partcooperation: (i) kaizen (factory improvement) by
JICA; and (ii) policy dialogue with GRIPS. Actually,
two components are implemented jointly by
GRIPS and JICA.
 July 2008-: Preparation (2 sessions) June 2009-May 2011: Eight quarterly sessionsof industrial policy dialogue were conducted.
 Jan. 2012-: 2nd phase of policy dialogue will
start together with continued JICA support for
kaizen.

31

Annex 3

Slide 13GRIPS-JICA Industrial Policy Dialogue
and Industrial Support Projects (2009-2011)
IPD conference
Official launch
July 2008 Preparation June 2009

Industrial policy dialogue

Black square ■ indicates policy dialogue session in Addis
Ababa with (i) prime minister, (ii) concerned ministers
and state ministers, and (iii) operational levels.

May 2011

Interim
ReportFinal
ReportKaizen pilot project (30 firms)

Industrial support
projects

Institutionalizationof kaizen
Basic metal &engineering study(To be continued)(With ECBP)

Slide 14

Purposes of
Policy Dialogue with Ethiopia
Transferring mindset and methodology of East Asianpolicy making through concrete issues and projects.
 Establishing linkage between policy dialogue andJapan’s industrial projects in Ethiopia.
 Cooperation and networking with other projects,
donors, and academic institutions.
 Creating pilot projects which should be scaled up by
Ethiopian effort.
 Promoting industrial policy dialogue in the rest of
Africa (if Ethiopian dialogue is successful).
 Providing specific information upon request(Japanese TVET system, kaizen, metals, rural life
improvement movement, etc).
32Prof. K.Ohno’ Slide

Slide 15

Participants ofIndustrial Policy Dialogue
Ethiopian side (3 levels)

Prime Minister Meles Zenawi
High-level policy makers headed by Mr. Newai (Senior
Economic Advisor to PM), Mr. Mekonnen (Industry
Minister), Mr. Tadesse (Industry State Minister) andothers Operational levelsJapanese sideGRIPS researchers
JICA officials and experts
Supported by Japanese Embassy in Addis Ababa

Note: the Japanese team visited Ethiopia every three months
for policy dialogue. Additional visits by Japanese experts andproject teams. Ethiopian visits to Japan and other countries
were also organized. Ethiopian PhD students were trained at
GRIPS.

Slide 16

At the Prime Minister’s Office
Meeting with Senior Economic Advisor to PM

33

Presenting JICA’s Kaizen Report to PM

Annex 3

Slide 17High Level Forum (minister & state minister level)

Meeting with Industry Minister

At the Ministry of Finance,
Economy and Development

Slide 18

Main Topics ofIndustrial Policy Dialogue
 Democratic Developmentalism (DD) andAgricultural Development Led Industrialization(ADLI), with PM.
 Policy formulation and implementation
mechanism from East Asian perspective.
 Structure of master plans and action plans from
East Asian perspective.
 Advice on the next five-year plan (Growth andTransformation Plan).
 Concept, practice and institutionalization ofkaizen (productivity improvement)—global
practice and Ethiopian context.
 Basic metal and engineering industries—local
survey and review of international experience.

34

Prof. K.Ohno’ Slide

Slide 19

Key Comments fromJapanese Experts and Officials
 Ethiopia’s strong policy ownership, clear visionand eagerness to learn are highly admirable.
 Policy vision must be backed by effective
implementation at operational levels. Capabilities
of ministries and agencies are still weak.
 Coordination mechanism among different
ministries must be set up without relying on one
powerful leader (cf. alternative E. Asian models).
 Development planning, MSE policy, and kaizen
institutionalization must be greatly enhanced as
the focal points of industrial policy learning.
 Quality over speed: policy is made too hastily
without sufficient interaction with stakeholders.

Slide 20

Issues Discussed at High Level Forums
1st HLF(Jun. 2009)

2nd HLF(Sep. 2009)

3rd HLF(Nov. 2009)

4th HLF(Mar. 2010)

Presentations by Japanese side

Presentations by Ethiopian side(1) “JICA’s plan to policy dialogue anddevelopment study” (Masafumi Kuroki)(2) “ADLI and future directions for industrial
development” (Kenichi Ohno)(1) “Cross-cutting issues on industrializationand policy menu under the age ofglobalization: examples from East Asia”(Kenichi Ohno)(2) “Organizational arrangements for industrial
policy formulation and implementation:
examples from East Asia” (Izumi Ohno)(3) “Planning and decision-making process for
SME policies in Japan” (Go Shimada)(1) “Designing industrial master plans:international comparison of content andstructure” (Kenichi Ohno)(2) “Industrial policy direction of Ethiopia:
suggestions for PASDEP II and the next
five years” (Izumi Ohno)(1) “Basic metals and engineering industries:
international comparison of policy
framework and Ethiopia’s approach” (Toru
Homma)(1) “Evaluation of current PASDEP focusing on
industrial development and related sectors”(HE Tadesse Haile)

35(1) “Comments and feedback by the Policy
Dialogue Steering Committee on thepresentations by GRIPS and JICA” (HETadesse Haile)(1) “Concept for the industrial chapter of
PASDEP II and the formulation plan” (HETadesse Haile)(1) “Draft plan of industry sector for PASDEP
II” (HE Tadesse Haile)(2) “Overview, contents of PASDEP II draft ofchemical subsector” (Shimelis Wolde)Annex 3
Prof. K.Ohno’ Slide

Slide 21
5th HLF(Jul. 2010)(1) “Result of basic metal and engineering
industries firm-level study – parts
conducted by MPDC and JICA” (Toru
Homma)

6th HLF(Oct. 2009)(1) “Singapore’s experience with productivity
development: internalization, scaling-up,
and international cooperation” (Izumi Ohno)

7th HLF(Jan. 2011)(1) “The making of high priority development
strategies: international comparison ofpolicy procedure and organization” (Kenichi
Ohno)(1) “Ethiopia's industrialization drive under the
Growth and Transformation Plan” (Kenichi
Ohno)(2) “Achievements in the Quality andProductivity Improvement (Kaizen) Project”(Go Shimada)(3) “Overview of national movement for quality
and productivity improvement: experiencesof selected countries in Asia and Africa”(Izumi Ohno)(4) “Taiwan: policy drive for innovation” (Kenichi
Ohno)

8th HLF(May 2011)(1) “Report of kaizen training for capacity
building of Kaizen Unit and pilot projectcompanies in Osaka, Japan” (Tola Beyene)(2) “Report of kaizen training for capacity
building of Kaizen Unit and pilot projectcompanies in Chubu, Japan” (Bekele
Mekuria)(3) “Current status of kaizen project andinstitutionalization of kaizen” (Getahun
Tadesse)(1) “Contents of industry sector in Growth andTransformation Plan” (HE Tadesse Haile)(2) “Singapore’s productivity movement andlessons learned” (Daniel Kitaw)(1) “Organizational structure of Ministry ofIndustry and linkage with other ministries”(Ahmed Nuru)(1) “MSE development strategy of Ethiopia”(Gabremeskel Challa)(2) “Kaizen dissemination plan andinstitutionalization plan” (Getahun Tadesse)(3) “Botswana's productivity movement and its
Implication to Ethiopia” (Daniel Kitaw)

Slide 22

Some Related Research at
GRIPS Development Forum
Learning to Industrialize: From Given Growth to Policyaided Value Creation (Routledge, coming soon).
East Asian Industrial Policy Handbook (project in progress).
Comparative research on industrial policy making in
Singapore, Korea, and Taiwan (2010-2011).
“Japanese Approach to Growth Support in Developing
Countries: International Comparison and Case Studies”(JICA, Mar.2010; English translation in progress).
“Backgrounds, Policy Measures and Outcomes forDevelopment of Supporting Industries in ASEAN:
Malaysia and Thailand in comparison with Vietnam”(JICA, Feb.2010).

36

Annex 4
Prof. Kitaw’ Slide

Slide 1

Experience of Kaizen in Ethiopia andthe way forward
17th October, 2011
Tokyo, Japan

Daniel Kitaw (Dr.-Ing.)
Associate Professor and Chair of Industrial Engineering
Founding Fellow of Ethiopian Academy of Sciences
Addis Ababa University

Slide 2Outline1.

Introduction

2. Concepts of Quality and Productivity
3. Quality/Productivity in Ethiopia
4. Kaizen in Ethiopia and Africa
5. A Way Forward
6. Conclusion37Annex 4

Slide 3

Key Statistics of Ethiopia (2010)
 Land Area

1,106,000 sq km.

 Population over

80 million

 Labor Force

38 million (2007)

 Contribution of sectors to the GDP growth:

Agriculture

41.5 %



Industry

13.3 %



Service sector

46.9 %

Slide 4

1. Introduction
 Ethiopia has registered successive developmentin the past five years at about 10% per year.
 The Government of Ethiopia planned to sustain
the growth and increase the contribution ofindustrial sector from 13.3% in 2010 up to 19.1%
in 2015.
Quality

andproductivity

improvement

considered as a means to achieve the plan.

38

are

Prof. Kitaw’ Slide

Slide 52a. Concept of Quality
 Reducing variation – Deming Fitness for purpose – Juran Conformance to requirements – Crosby

Exceeding customers expectations!!

Slide 6The central idea lays on customer, because; Today is the customer economy.
 Customer has upper hand.
Lowest price, highest quality and best services
are the standards of customer satisfaction.

39

Annex 4

Slide 7At the heart of quality movement, there are two
simple aims, they are:
 Make things right the first time and every time.
 Work for continual improvement.

Slide 8

If Quality (KAIZEN) is introduced and managed
correctly, will: Eliminate waste
 Cut inventories
 Improve customer satisfaction and Enhance profitability

40

Prof. Kitaw’ Slide

Slide 92b. Concept of Productivity“Productivity is a state of mind… an attitude thatseeks the continuous improvement of what exists. It
is a conviction that one can do better today thanyesterday and that tomorrow will be better than
today.”
European Productivity Agency(1959)

Slide 10

“ Productivity is an attitude of mind that strives forand achieves the habit for improvements, as wellas the systems and the set of practices thattranslate the attitude into action”
National Productivity Board, Singapore

41Annex 4

Slide 11

3. Quality/Productivity in Ethiopia
 There were and are sporadic efforts topromote quality/productivity in Ethiopia.
 Government
 Ethiopian Quality Award Organization
 National Association of Ethiopian Industries
 Ethiopian Society of Industrial Engineers
 International development partners
 Private quality promoters

Slide 12Government’s effort
 Related to quality;
 Ethiopian Standard Institute Ethiopian Authority for Standardization
 Quality and Standard Authority of Ethiopia
 Quality Infrastructure Productivity improvement center Civil Service reforms

42Prof. Kitaw’ Slide

Slide 13International development partners
 GiZ - Quality infrastructure JICA - Kaizen

Slide 14

4a. Kaizen Activities in Ethiopia
 Prime Minister Meles requested - July, 2009:
 Advice on Ethiopia’s industrial development strategy, from
East Asian perspectives.
 How to stimulate private sector dynamism? How toenhance the policy of the private sector?

JICA-GRIPs team responded :“National Movement for Mindset Change !”43Annex 4

Slide 15

 Accordingly, framework of study for Kaizen was
designed (from October, 2009 to May, 2011) withthree phases.
Phase1 (2009):

Preparatory work

Phase2 (2010):

Implementation of pilot project

Phase3 (2011):

Kaizen unit start performing
diagnosis & guidance All the three phases are completed on time.

Slide 16

 In 2009
 JICA and MOTI agreed the study on Kaizen
 KU (Kaizen Unit) formed under MOTI Kaizen Project launched In 2010
 Lessons from African countries that implemented Kaizen
 Training and Seminars were conducted Kaizen implementation commenced in 1st batch companies
 Kaizen high level forum carried out Performance evaluation of implementers’ carried out.

44

Prof. Kitaw’ Slide

Slide 17

 In 2011
 2nd batch implementation of Kaizen commenced
 Kaizen manual prepared and it is under pilot testing Kaizen high level forum carried out Kaizen Audio-visual materials have been prepared Kaizen dissemination plan has been proposed
 Kaizen Library formed and equipped EKI institutional design

Slide 18

 Kaizen implementation project constitutes:
 Organizing of Quality Control Circle (QCC)
 5S implementation
 Operation Standard and Time Study Elimination of wastes (MUDAs)

45

Annex 4

Slide 19

 General benefits obtained from the Kaizen
projects were:

Capacity utilization improvement

Profits improvement



Waste minimization

Costs reductionDown time minimization



Cycle time reduction

Slide 20

 Some of qualitative results obtained are:
 Clean working environment created Teamwork and motivation of workers developed Health and occupational safety of workers improved Knowledge obtained on how to meet delivery & reducecosts Some of quantitative results obtained are:
 Reducing costs – ETB 78,000 per annum Generating additional income of ETB 1.2 million per year.
 Decreasing downtime ETB 204,000 per day Reduction of floor space around 50%

46

Prof. Kitaw’ Slide

Slide 21

 Challenges faced in the kaizen implementation
process were: Power is very much concentrated in the hands of top
managers
 Workers motivation to improvement and change in theorganizations were limited
 Awarenesscreation

among

the

management

and

employees took much time

Slide 22

 National

disseminationofkaizenactivities

Ethiopia may require: Kaizen needs to be publicized as a national movement
 Create enabling environment for Kaizen dissemination
 Create Kaizen day/month Establish Kaizen award
 Human resource development through training Customization of the Kaizen guidance methodology
 Standardization of Kaizen consultancy
 Integrate Kaizen in all educational systems
 Synchronization of the GTP with Kaizen projects

47inAnnex 4

Slide 234b. Kaizen in Africa
 Currently, four organizations are considered asvital to spread Kaizen method in Africa.

 Kaizen institute JICA APO
 ILO

Slide 24

Kaizen in
Africa48

Prof. Kitaw’ Slide

Slide 25

 The efforts are very limited
 However, competitiveness of Africa is still verylow

Slide 26
Global Competitiveness Index (GCI) – Selected Countries

Countries

GCI 2009/10

GCI 2010/11

GCI 2011/12

Switzerland

1

1

1

GrowthSingapore3

3

2

Growth

USA

2

4

5

Decline

UK

13

12

10

GrowthTurkey61

61

59

GrowthGerman7

5

6Growth

Japan

8

6

9

DeclineSouth Korea

19

22

24

Decline

China

29

27

26

Growth49

StatusAnnex 4

Slide 27

African Countries

GCI 2009/10

GCI 2010/11

GCI 2011/12

StatusTunisia

40

32

40

Stagnant

South Africa

45

54

50

Decline

Mauritius

57

55

54

GrowthBotswana

66

76

80

Decline

Egypt

70

81

94

DeclineMorocco

73

75

73

Stagnant

Namibia

74

74

83

DeclineRwandaNA

8070GrowthGambia81

90

99

DeclineAlgeria

83

86

87

Decline

Libya

88

100

NA

DeclineSenegal

92

104

111

Decline

Kenya

98

106

102

DeclineNigeria

99

127

127

DeclineTanzania

100

113

120

Decline

Benin

103

103

104

DeclineLesotho

107

128

135

DeclineGCI 2009/10

GCI 2010/11

GCI 2011/12

StatusUganda

108

118

121

DeclineCameroon

111

111

116

DeclineZambia

112

115

113

Decline

Ghana

114

114

114

Stagnant

Cote divore

116

129

129

DeclineEthiopia

118

119

106

GrowthMalawi

119

125

117

GrowthMadagascar

121

124

130

Decline

Mauritania

127

135

137

DeclineBurkina Faso

128

134

136

DeclineMozambique

129

131

133

Decline

Mali

130

132

128

GrowthZimbabwe

132

136

132

Stagnant

Burundi

133

137

140

DeclineSwaziland

NA

126

134

DeclineAngola

NA

138

139

Decline

Chad

131

139

142

DeclineSlide 28
African Countries

50

Prof. Kitaw’ Slide

Slide 29

Slide 30

World Map Based on Population

51Annex 4

Slide 31

World Map Based on Development

Slide 32

 The

need

to

integrated

movementofquality/productivity in Africa are;
 To maximize resources utilizations
 To facilitate successful experience sharing
 To conduct joint research To

acceleratethequality/productivity

52

movementofProf. Kitaw’ Slide

Slide 33

5. A way Forward Quality and Productivity improvement is a global
agenda.
 Kaizen has become a global activity spread bymultinational companies and their employees toimprove quality and productivity.
 However, propagation of Kaizen in Africa is still
very low due to the limited number of players whobring the practice and excellence.

Slide 34

 EstablishingPan

African

KaizenInitiatives

Institute (PAKII) will be a remedy to thechallenges faced by African countries

53Annex 4

Slide 35

What would be the objectives of
PAKII?
 To serve as a focal point for promoting quality andproductivity improvement (Kaizen) in Africa.
 To disseminate Kaizen activities and concepts to all
African countries.
 Networking, sharing, harvesting ideas and learn
with peers to each other in all African countries.
 Discuss common issues and solutions in African
context.

Slide 36

The establishment of PAKII It is important to create a conducive environmentfor PAKII that will enable it to coordinate andparticipate all African countries.
 PAKII would work in cooperation with AU andother African institutions that would enable toachieve its objectives.

54

Prof. Kitaw’ Slide

Slide 37

6. Conclusion Currently, the leadership in Ethiopia has recognized
the need for attitude change in working culture andestablished the Ethiopian Kaizen Institute (EKI) .
 It is high time to keep the momentum
 African’s

integrated

action(PAKII)for

quality/productivity improvement in an organized
way will significantly accelerate the movement’s
success.

Slide 38

Thank you55

Annex 5

Slide 1

Sharing East AsianExperiences with Africa:
Japan’s Policy Dialogue and Korea’s
Knowledge Sharing Program
Izumi Ohno, GRIPS Development Forum,
October 17, 2011

Slide 2

Background
JICA is currently preparing the 2nd-phase program ofindustrial cooperation in Ethiopia—(i) institutionalizationof Kaizen and (ii) industrial policy dialogue (II)—tosupport the implementation of the five-year development
plan, i.e., the Growth and Transformation Plan.
z An important new factor is South Korea’s engagement in
Knowledge Sharing Program (KSP)—following
President Lee Myung-bak’s visit to Ethiopia in July 2011.
z Japan welcomes the Korean initiative—because this will
greatly contribute to projecting the East Asian
perspectives into Africa’s development efforts.
z56

Prof. I.Ohno’ Slide

Slide 3What are the East Asian Perspectivesof Aid and Development?
-- Are Japan and Korea different from Western
donors?

Slide 4

East Asian Perspectives of Aidand Development
Shared by Korea and Japanz Non-Western donors, having “dual experiences”

of aid and development (recipients and donors)z Latecomer perspectives, based on their own
catch-up experienceszzzz

Growth strategy with “real-sector concern” (e.g., trade,investment, industries, technology, human resources)
Respect for the uniqueness of each countryLong-term perspective; development is a long-term
undertaking and path-dependant in nature
Realistic and pragmatic approach in aid deliveryÎDynamic Capacity Development

57

Annex 5

Slide 5

Dynamic Capacity Development
Improving capability with pride & hands-on experience

Goal orientation: long-term vision Î phased
strategies (“roadmap”) Î concrete action plans.
z Direct most effort to perfecting your strengths rather
than correcting your general weaknesses.
z Reform government (improve efficiency andorganization) to attain concrete policy targetsz(e.g., Japan in the Meiji era, S. Korea under President Park, P.R.
China SEZ under Deng Xiaoping)Achieve successes one by one, and be proud.
z Eventually, graduate from aid and become a donorz

Slide 6

Example: Latecomer Japan
Beats British Textile Industry
1883 Establishment of Cotton Spinning Industry
Target: import substitution of cotton yarn (industrial input)
Actors: Eiichi Shibusawa (super business organizer)
Takeo Yamanobe (engineer studying in UK)
Action: establish Osaka Spinning Co. with sufficient scale andtechnical breakthroughResult: instant success with a large number of followers; Japan
overtakes UK as top textile exporter by early 20th century;
The City of Osaka is called “Manchester of the Orient”

Shibusawa

Yamanobe

58

Prof. I.Ohno’ Slide

Slide 7

Example： Korea’s Export-Oriented
Industrializationzzz

In July 1965, 13 items were selected for export promotion that wereconsidered to be superior in terms of the effects on the international divisionof labor, the balance of payments, as well as, having spillover effects onother industries.
For each of these industries, a deputy director (in the Ministry of Commerceand Industry) was tasked with providing financial and technical assistance.
Monthly Export Promotion Meetings were also established in 1966, chairedby the President Park Chung-hee, with MCI serving as the secretariat.
Attended by high-ranking government officials and business representatives,
the meetings provided a forum to monitor progress and devise institutionalinnovations and solutions to emerging problems.
From Despair to Hope: Economic
Policymaking in Korea 1945-1979
A Memoir by Kim Chung-yum, KDI (2011)

Monthly Export Promotion Meetings headed by President Park (in the late 60s)

Slide 8What are comparative advantages ofJapan and Korea respectively?
-- How can the two countries collaborate
complementally?

59

Annex 5

Slide 9Korea: StrengthszStrong leadership commitment to development
cooperationzzz

President Lee Myung-bak: “Korea through international
cooperation would become a guiding light for developing
countries in the 21st century.”
G20 Seoul Development Consensus (2010); hosting theOECD/DAC Busan High-Level Forum for Aid Effectiveness (2011)
Increasing ODA significantly

High global attention and expectation on the role of
Korea, based on its achievementsz Ability to offer the latest successful experiences ofcatch-up, serving as a bridge between the developed
and developing worldsz

Slide 10

Sharing Korea’s Development Experiencesz Knowledge Sharing Program (MOSF/KDI),(i) Modularization (database on exemplary cases & best practices); and(ii) Policy consultation

Source: Korean Development Institute (KDI)z Consultation Program (MOFAT/KOICA), based on

the Korean Development Model
MOSF: Ministry of Strategy and Finance / KDI: Korean Development Institute
MOFAT: Ministry of Foreign Affairs and Trade / KOICA: Korea International Cooperation Agency

60

Prof. I.Ohno’ Slide

Slide 11

Example: KSP Modularization(Source) Taeyong Yoon, Director General, International Economic Affairs Bureau, Ministry of Strategy and Financeof Korea, “Bilateral Knowledge Sharing: What works with Korea’s Knowledge Sharing Program (KSP)?”,
presentation at the OECD Workshop on Knowledge Sharing, July 11-12, 2011.

Slide 12

Example:KSP Policy Consultationz

Combination of joint research, study tours, andseminars, with the involvement of senior
government officials in both sides (-- systematized)
z
z
z

z

Each year, a different topic will be selected, and relevant expolicymakers, researchers, consultants will be mobilized.
Priority countries have 3-year program, while other countries startwith 1-year program (which can be extended).
Rapid expansion: 11 countries (2009) Î16 (2010) Î26 (2011)Î32 (2012 planned)

Dilemma?: As the number of KSP countries
increases, how to engage a group of experts familiar
with a particular country and have continuous
dialogues….

61

Annex 5

Slide 13

Japan: Strengths
Remains a large donor (-- despite recent ODA cut)z A trusted intermediary (ODI: Menocal and Denney 2011)zz

z

Sensitivity, humility and understanding in its engagement withrecipient partners

Japan’s policy dialogue, conducted as an integral partof JICA technical cooperationz

Long-term and open-ended engagement; while lesssystematized, flexibility embedded

With sufficiently long experience of being a donor,
positioned to provide “Network-based Cooperation”
mobilizing knowledge and human assets accumulated
through its past ODA to Asiaz Positioned to provide global & regional public goods tothe developing world.
zzE.g., Kaizen, science & math education, disaster management,
energy saving, environment, aging

Slide 14

Trends of Net ODA from G7 Countries + Korea:
1981-2010 (net disbursement basis)
35 000in millions of US dollars

30 000

Canada
Italy
United States

FranceJapan
South Korea

Germany
United Kingdom

25 000

20 00014,48915 00013,50813,23910,95210 0009,134

10,640

11,151

8,965
7,342

13,126

12,163

11,259
9,439

9,358
9,847

9,069

8,880
8,922

11,045
11,136

5,634

5 000

9,601 9,457

9,283
7,679

4,319
3,171 3,023

3,761

3,797

Year

Source： OECD Development Assistance Committee - Statistical Annex of the 2011 Development Co-operation Report,(CRS online database)

62

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

1996

1995

1994

1993

1992

1991

1990

1989

1988

1987

1986

1985

1984

1983

1982

1981

-

Prof. I.Ohno’ Slide

Slide 15

Emerging (?) Donors in East Asia
Policy

Korea

China

Implementation

Instruments

Ministry of Strategy &KEXIM EDCF (1987)
Finance (MOSF)
KOICA (1991)
Ministry of Foreign
Affairs & Trade (MOFAT)zConcessional loans

Ministry of Commerce(MOFCOM)

China EXIM (1994)

zConcessional loans

MOFCOM (2003)

zGrant aid, technicalzGrant aid, technicalcooperationcooperation

Thailand

Malaysia

NESDB
Ministry of Foreign
Affairs (MOFA)
Economic Planning Unit
(EPU)

Singapore Ministry of Foreign

NEDA (2005)

zConcessional loans,

TICA (2004)

zTechnical cooperation

MTCP (1980)

zTechnical cooperation

SCP (1992)

zG-G based technicalgrant aidAffairs (MOFA)

cooperation
SCE (2006)

zFee-based

technical

cooperation<Korea> EDCF: Economic Development Cooperation Fund, KOICA: Korea International Cooperation Agency<Thailand> NESDB: National Economic and Social Development Board, NEDA: Neighboring Countries Economic Development
Cooperation Agency, FPO: Fiscal Policy Office, TICA: Thailand International Cooperation Agency<Malaysia> MTCP: Malaysia Technical Cooperation Program<Singapore> SCP: Singapore Cooperation Program (G-G basis), SCE: Singapore Cooperation Enterprise (fee basis)

Slide 16

Network-based Cooperation: Mobilizing
assets accumulated through Japan’s past ODA(1) Singapore: Productivity Developmentz

The first country where JICA provided comprehensive
technical cooperation for Productivity Development
Project (PDP) during 1983-90 -- at the request of thenPrime Minister Lee Kuan Yew.
z

In 1979, LKY lamented: “Workers here were not as proudof or as skilled in their jobs compared to the Japanese or
the Germans.”

Successful example of internalization, scaling-up,
institutionalization of Productivity Movement.
z Singapore now offers consultancy in this area todeveloping countries, including the ASEAN countries
and Africa.
z63

Annex 5

Slide 17

Singapore’s International Cooperation for Productivity
Mr. Lo Hock Meng, Executive Director ofDevelopment
Singapore Productivity Association (SPA),
who was one of the counterparts of JICA project.
83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08
Productivity Development Project (PDP)
JICA-Singapore Partnership Projects (JSPP 21)
Japan-ASEAN Training Program
Management Diagnosis Training ProjectManagement Diagnostis Training Project(advanced)
Productivity Development Training Projectin Hungary
Productivity Development Training Projectfor African countries
Quality and Productivity Training Projectfor SMEs
Management Diagnosis Traing Projectfor SMEs Development

Singaporean Govt. Projects
Assistance for ASEAN countries
Assistnace for South Africa and Kenya
Assistance for Botswana

Source: JICA/IDCJ/IDJ, Data Collection Survey on Strategy Formulation on Human Resource Development,
Final Report, February 2010, p.4-25, Table 4-5.

Slide 18

(2) Thailand
King Mongkut's Institute of Technology
Ladkrabang(KMITL) 1970
1960
1980
1990
Level:

DiplomaBachelor

Master50 years
Anniversary

2000

2010

Doctor

SEED-NetKMITL(1982-)

Interregional
networking

King Mongkut’s
Instituteof Technology(1971-)

Telecommunications
Training Center(1960-)
Grant:
Constructionof facilities(1960-61)

Telecommunications
College (1964-)

TC project(1960-65)

Grant:
Constructionof facilities(1974-75)

TC project(1978-83)(1997-02)

Grant:
Constructionof facilities(1984-86)

ASEAN
University
Network /Southeast Asia
Engineering
Education
Development
Network

TC project(2003-2013)(Source) Senichi Kimura, ”Perspective of Asian ODA: JICA’s View”, May 26 2011,
presentation at the Policy Dialogue session, International Symposium:
Styles of Foreign Assistance, held in Seoul, South Korea.

64

Prof. I.Ohno’ Slide

Slide 19(3) Malaysia-Zambia Cooperation:
Triangle of Hope (TOH)
z

z

z

z

JICA implemented “Triangle ofHope” Project during 2006-09 to
support the improvement ofbusiness environment in Zambia
Dato Jegathesan was Deputy DGof the Malaysia Industrial
Development Authority (MIDA),
under ex-Prime Minister Mahathir.
TOH project formulated 12
concrete policy recommendations,and catalyzed Malaysian
investment in Zambia (a cedular
company).
Currently, JICA is supporting
capacity development of Zambia
Development Authority (ZDA).

Slide 20

Japan-Korea Collaborationz

Operational collaboration, already started (KOICA-JICA,
EDCF-JICA), including:
z
z
z
z

z

More recently, collaboration is expanding into
the policy and research areaszzzConsultations and seminars for information sharing (various levels)
Afghanistan (vocational training, gender)
Mozambique (Nacala Corridor)
Tanzania (transmission networks), and a few other countries.

Asian Development Forum (May 2011)
Preparation for the OECD/DAC Busan High-Level
Forum for Aid Effectiveness (Nov. 2011), etc.

In the future industrial policy dialogue
with Ethiopia, we would like to explore
a possibility of inviting experts from
Korea and emerging Asian countries.

65