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   Policy Dialogue on Industrial
@Development in Ethiopia
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@Aid Partnerships
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       Policy Dialogue on Industrial Development in Ethiopia

Policy Dialogue Report Topic Link
Phase1 / Phase2 / Phase3 Phase1 / Phase2

Main Topics

The Ethiopian Government has demonstrated the high level of interest in these topics below, through the process of industrial policy dialogues. This reflects H.E. Mr. Meles' strong interest in the development experience of Japan and Asia.

ŸDevelopment Strategy
(Agricultural Development Led Industrialization (ADLI) and Democratic Dialogue (DD))

The Ethiopian Government embraces ADLI as the highest development vision of the country. ADLI recognizes a key role of agriculture in the early stage of industrialization, giving special attention to inter-linkages between agriculture and industry. Based on ADLI, the government has drawn up long-term strategies in major areas, such as agricultural and rural development, industrial development, urban development, capacity development, and so on. The Plan for Accelerated and Sustained Development to End Poverty (PASDEP) was also formulated as a five-year planning document (2003/04-2009/10) to implement these strategies. Furthermore, the Ethiopian Government endeavors to establish DD as new development paradigm. DD is distinctively different from Western neoliberalism or East Asian authoritarian developmentalism. Although its feasibility may be subject to review, DD deserves serious attention as alternative development paradigm for the 21st century, proposed by a developing country in Africa.

ŸTechnical & Vocational Education & Training (TVET): Japanese Experiences
While the Japanese approach to TVET has been a subject of research by both domestic and international researchers, the Ethiopian Government has shown strong interest in Japanese current TVET, especially colleges of technology (Kosen) and engineering. Japanese technical colleges were highly evaluated as unprecedented schools in any other developed countries by OECD review of tertiary Education in 2007. Although each developing country needs to adapt the foreign knowledge and system according to its own circumstances, there are valuable lessons to be learned from the experiences of Japan and Asia (Korea, Singapore, Thailand, and so on).

Japan imported the American method for quality control in the post WW2 period, and subsequently assimilated and developed this as its own management practice, known as "kaizen". Kaizen spread rapidly among Japanese companies, and after the 1980s started to be practiced overseas as Japanese business activities expanded abroad and Japanese companies began to build production networks with local companies (especially, countries in the West and Asia). Japan offers kaizen assistance in many developing countries through private channels, as well as through ODA. The latter includes the support by Japan International Cooperation Agency (JICA) in Asia (e.g., Singapore), Latin America (e.g., Brazil, Costa Rica), Africa (Egypt, Tunisia). Especially the experience of JICA project in Tunisia captured the attention of Prime Minister Meles, leading to the JICA technical cooperation for quality and productivity improvement in Ethiopia (from 2009). It is expected that kaizen in Ethiopia could be complementary with the Western management approach such as benchmarking and business process re-engineering. The basic concept and characteristics of kaizen is explained in our recent publication, Introducing KAIZEN in Africa.

gIntroducing KAIZEN in Africah@i708KBj
 Edited and Published by Grips Development Forum, October 2009
 (Contributors: Izumi Ohno, Kenichi Ohno, Sayoko Uesu, Ayako Ishiwata, Akio Hosono,
 Tsuyoshi Kikuchi, Takafumi Ueda)


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