Outline of the Project

Project Name

Project on Strengthening Manufacturing Enterprises through Quality and Productivity Improvement (KAIZEN) in the United Republic of Tanzania

Country

Tanzania

Project Sites

Dar es Salaam, Morogoro and Dodoma

Term of Cooperation

Mar. 1, 2013 to Mar. 31, 2016

Implementation Organization

Ministry of Industry and Trade (MIT); Small Industries Development Organization (SIDO); and College of Business Education (CBE)

Background

The United Republic of Tanzania aims to become a middle income country by 2025. The National Strategy for Growth and Reduction of Poverty II and Tanzania Five Year Development Plan set as a goal the attainment of an annual growth rate of 15% in the manufacturing sector by 2015. The country has promoted industrial development by formulating and implementing policies and strategies such as Integrated Industrial Development Strategy 2025.

Based on experiences of Japan in terms of quality and productivity improvement, the Ministry of Industry and Trade (MIT) of the United Republic of Tanzania, which recognized the need to strengthen support for manufacturing enterprises in quality and productivity improvement, requested the Government of Japan for assistance. After discussions, the governments of both countries agreed to conduct this Project.

In 2010, Tanzanian manufactures started introducing KAIZEN, philosophy and practices for quality and productivity improvement which have been applied widely in Japanese workplaces, and there is a growing awareness of the effectiveness to management and productivity improvement. The MIT decided to disseminate KAIZEN to the manufacturing sector and the Project assists it to formulate a framework and a methodology, train relevant government officials and have KAIZEN more recognized.

Objective

Overall Goal

A framework and a methodology for implementing KAIZEN for manufacturing enterprises are continuously utilized in the Project sites.

Project Purpose

A framework and a methodology for implementing KAIZEN in manufacturing enterprises are established and applied in the Project sites.

Outputs

1. A methodology for implementing KAIZEN is developed.
2. Knowledge and skills necessary to help enterprises to implement KAIZEN are acquired by KAIZEN Trainers and KAIZEN Master Trainers, and KAIZEN activities are conducted by pilot enterprises
3. In the Project sites, effectiveness of KAIZEN is recognized among relevant government officials; and ability to develop and implement a framework for dissemination of KAIZEN practices is acquired by the MIT (TKU)/SIDO/CBE.
4. Awareness of KAIZEN is raised in the Project sites.

Activities

1-1	Assess needs and applicability of KAIZEN in manufacturing enterprises.
1-2	Assess capacity of public and private consultants providing Business Development Services.
1-3	Develop a guideline, manuals and tools to train manufacturing enterprises for KAIZEN implementation.
1-4	Develop a curriculum and materials to train KAIZEN Trainers.
2-1	Set criteria for selection of KAIZEN Master Trainer candidates, KAIZEN Trainer candidates and pilot enterprises to be trained in the Project.
2-2	Select candidates to be trained as KAIZEN Trainers from SIDO, CBE and the private sector.
2-3	Conduct Basic Training and 5S Training for KAIZEN Trainer candidates.
2-4	Select pilot enterprises for on-site training of KAIZEN Trainers and KAIZEN Master Trainers
2-5	Conduct on-site training for KAIZEN Trainer candidates.
2-6	Certify KAIZEN Trainers and select KAIZEN Master Trainer candidates
2-7	Conduct full-range KAIZEN classroom training and on-site training for KAIZEN Master Trainer candidates.
2-8	Assist the trained KAIZEN Master Trainers to conduct KAIZEN dissemination activities.
3-1	Conduct a baseline survey of enterprises
3-2	Assess the effectiveness of KAIZEN activities in the pilot enterprises by examining outcomes produced by Activity 2-5 and 2-7.
3-3	Develop strategies and measures for disseminating KAIZEN further in the Project sites.
3-4	Assist the CBE to develop a KAIZEN related curriculum to be implemented in CBE.
3-5	Monitor KAIZEN courses held by CBE and revise the curriculum, if necessary, according to the monitoring results.
4-1	Organize project launching event(s).
4-2	Plan and implement activities for raising awareness of KAIZEN.
4-3	Organize seminar(s) to present and share the results of the Project.

Inputs

Tanzanian side

1) Counterpart and Administrative Personnel

• Project Director (Permanent Secretary of the MIT)
• Project Manager (Director of Industrial Development, MIT)
• Deputy Project Managers (Head of the TKU, Director General of SIDO and the Principal of CBE)
• Focal Point of SIDO (Director for Technology Development and Planning)

• Focal Point of CBE (Manager for Strategic Planning)
• Personnel of the MIT, SIDO and CBE

2) Facilities

• Office space with furniture for JICA Experts and the TKU at the MIT
• Training venues such as SIDO facilities and CBE classrooms

3) Available data (including maps and photographs) and information related to the Project

4) Recurrent costs

• Salaries and allowances of counterpart personnel including TKU members
• Utility and other basic expenses to run the Project

5) Cost and travel allowances for Tanzanian personnel for travel within Tanzania

6) Part of cost for organizing trainings and seminars in Tanzania

7) Part of cost for contracting local resources persons.

Japanese side

1) Japanese Experts (JICA Experts)

Expertise of the members will include but not limited to the following:

• Quality and productivity improvement (KAIZEN)
• KAIZEN implementation framework planning
• Impact assessment
• Training management

2) Counterpart training in Japan and/or third country

3) Means of transport and necessary equipment

4) Cost of travel for JICA Experts

5) Part of cost for organizing trainings and seminars in Tanzania

6) Part of cost for contracting local resources persons

7) Printing cost of materials