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manufacturing enterprises Tagged Articles
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Training vouchers for Jua Kali enterprises in Kenya
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| The Micro and Small Enterprise and Technology Project in Kenya incorporates many of the key features of the Bank's overall approach to VET. The provision of training vouchers to 60,000 entrepreneurs and workers among already established jua kali (hot sun) manufacturing enterprises is the main mechanism for improving skill levels. The total cost of the project is US21.83 million over a six year period (1994/95 - 2000/01). |
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The Vocational Education and Training Agency in Tanzania
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| Since the early 1970s, the government of Tanzania, with very considerable donor support, has developed a national network of 18 vocational training centres catering mainly for the traditional artisan trades. |
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Other manufacturing enterprises Related Articles
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5.0 Micro Enterprises - What are they?: Entrepreneurship and Small Business Enterprise Growth in Uganda
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| Discussion of small enterprises has a definite reference to micro enterprises. What are they? Are they different from small enterprises? |
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3.1-3.2 The SME sector in Tanzania: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
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| The Tanzanian government defines SMEs according to sector, employment size,
and capital investment in machinery. Accordingly, SMEs are defined as micro, small,
and medium-size enterprises in non-farm activities, including manufacturing, mining,
commerce and services. A |
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4.2 The profile of growth-oriented women: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
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| Since recent statistics disaggregated by sex are not available, it is not possible to
estimate how many women among informal economy enterprises and SMEs are
operating growth firms, or how many of them have medium-sized enterprises. |
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How to Make a Start
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| One good way to get started with creating social business enterprises would be to launch a design
competition for social business enterprises. There can be local competition, regional competition
and global competition. Prizes for the successful designs will come in the shape of financing for
the enterprises, or as partnership for implementing the projects. |
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Privatisation: A Challenge for Sub-Saharan Africa
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| Thirty-eight sub-Saharan African countries have implemented
privatisation programmes, following the mid-1980s pattern in
the OECD countries: privatisations of small and medium-sized
enterprises in the early 1990s; and larger enterprises,
including, companies in the utilities sector, by the mid-1990s. |
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IV. B. Private Investors: THE ROLE OF THE PRIVATE SECTOR
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| While the deals of Chinese state-owned oil companies such as CNPC, CNOOC, and
SINOPEC in Angola, Equatorial Guinea, Nigeria, and Sudan caught headlines, millions of
U.S. dollars were being invested by Chinese private enterprises in Africa with little fanfare
(Box 1). These investments are not confined to textiles and mining. They cover a variety of
services from agriculture to processing and manufacturing. |
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Training vouchers for Jua Kali enterprises in Kenya
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| The Micro and Small Enterprise and Technology Project in Kenya incorporates many of the key features of the Bank's overall approach to VET. The provision of training vouchers to 60,000 entrepreneurs and workers among already established jua kali (hot sun) manufacturing enterprises is the main mechanism for improving skill levels. The total cost of the project is US21.83 million over a six year period (1994/95 - 2000/01). |
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Market Orientation and Competition : Constraints of growth-oriented enterprises
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| Enterprises that grow do so because they are good at finding their market niche and understanding market demands. Most enterprises start by targeting the home market, often at the higher income niche. As the home market gets saturated, they look to expand their markets geographically, and eventually consider exporting. Few enterprises start exporting initially.
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Conclusion: Constraints of growth-oriented enterprises in the southern and eastern African region
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| Enterprises that are about to grow and employ 5-15 people and enterprises that are in the process of growing and employ 10-30 people, both claim that their most important constraint is short- and long-term capital. |
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Manufacturing productivity tool belt
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| To improve manufacturing productivity, to cut cost and add output, many tools and practices are useful for specific applications. Use this checklist to review your own manufacturing operations; follow them to the more significant opportunities |
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