top of page

From Cotton to Cognition: The journey of an African Factory with AI

Writer's picture: Estelle ZangaEstelle Zanga

Image generated with DALL.E

Welcome to "Brick, Fabric & Neurons," a series exploring how we are transforming a garment factory in Cameroon into a knowledge company powered by artificial intelligence (AI) and behavioral science. Over the coming months, we'll take you on a journey showcasing how cutting-edge technological innovations and insights from cognitive science can be practically applied to address Africa's most pressing development challenges. As the founder of the Crescence Foundation, it's my mission to leverage these tools to drive meaningful change in areas like education, health, child protection, and infrastructure.



Decoding the jargon


     Before we dive in, let's briefly define some key concepts that will be central to our discussion throughout this series. Feel free to skip this part if you’re already familiar with them, or at least with their verbatim Merriam Webster definition.


Artificial intelligence, or AI, refers to the capability of computer systems or algorithms to imitate intelligent human behavior, such as seeing (visual perception), hearing (speech recognition), decision-making, and language translation.

Generative artificial intelligence is a type of AI that is capable of generating new content (such as images or text) in response to a submitted prompt (such as a query) by learning from a large reference database of examples.

Cognitive science is an interdisciplinary science that draws on many fields (such as psychology, artificial intelligence, linguistics, and philosophy) in developing theories about human perception, thinking, and learning

Behavioral economics, a related field, examines how psychological, cognitive, emotional, cultural, and social factors influence economic decision-making.


       I firmly believe that advancements in these areas, if thoughtfully applied, hold immense potential for accelerating Africa's development. By harnessing the power of AI and insights from cognitive and behavioral sciences, we can optimize resource allocation, improve decision-making, and develop more effective interventions to address deeply entrenched social and economic challenges. However, realizing this potential requires a concerted effort to bridge the gap between theory and practice, ensuring that these cutting-edge tools are deployed in a manner that is context-specific, culturally sensitive, and ethically sound.


From Cameroon to the World Stage


          This series is deeply personal for me. I was born and raised in Cameroon and have been actively involved in NGOs since the age of 14. My passion for cognitive science was ignited when I witnessed firsthand how decision-making and behavioral change interventions could lift people out of poverty, starting with my own mother. She started as a vegetable seller in the market and rose to lead a major company.


Inspired by her example, I studied business and marketing startegy, with a focus on social and institutional communication for positive change. Think about striking the right chord to encourage parents to send their girls to school, sharing simple solutions against cholera, crafting messages to address gender-based violence, etc. In addition to my observations and experiences in NGO campaigns, reading “Poor Economics” by Esther Duflo and Abhijit V. Banerjee completely shifted my mindset about poverty and led me to pursue studies in behavioral economics in Germany and China, where I discovered the transformative potential of technology as a catalyst and accelerator for societal progress. It was also around that time, as I was running psychology experiments to test strategies against procrastination - fixing myself before I attempt to fix the world? - that I stumbled across an article from Moustapha Cisse, boldly titled "Look to Africa to advance artificial intelligence". It was such a refreshing, optimistic and pragmatic view on how to foster tech innovation and apply it to solve inequalities.

(...) an article from Moustapha Cisse, boldly titled "Look to Africa to advance artificial intelligence". It was such a refreshing, optimistic and pragmatic view on how to foster tech innovation and apply it to solve inequalities.

          After winning several competitions centered around creating digital solutions for social problems, I went on to work as a digital transformation consultant for a world-leading firm. I advised top companies across Germany, Italy, the UK, US, and Asia. However, at the height of my budding career in 2020, both of my parents contracted COVID-19 in the pandemic's early days. While I had the means to ensure they received proper care, I couldn't help but think of the millions of other Cameroonians who lacked access to the same resources. This crisis of conscience compelled me to take a break from consulting, return to Cameroon, and launch Safeware, a mask factory. I was lucky enough to join forces with two friends and then with my sisters and recovering mother, who never back down in the face of an adventure. My own cherished ladies Bilbo Baggins 1, 2 & 3.


Born in a crisis, fueled by Compassion

          Safeware was born of necessity. With schools shuttered by the pandemic and a year of lost literacy threatening to have devastating long-term consequences for Cameroonian children, we threw ourselves into the production of face masks. Our primary focus was on supplying high schools to help them safely reopen. Practically overnight, our dedicated team — comprised mostly of women who couldn't afford to stay home without a source of income — swelled from 12 to over 100 employees. Working around the clock, we converted a closed primary school into a bustling manufacturing site.




Working around the clock, we converted a closed primary school into a bustling manufacturing site.

          The tireless efforts of our seamstresses, incentivized by a performance-based pay system allowing them to earn 7-9 times their normal monthly income, made it possible for us to achieve the monumental task of providing masks for every student sitting for the national junior high entrance exam in the 10 regions of Cameroon. I'll never forget the sight of my own mother ironing masks at 4 a.m., her hands testifying to a lifetime of labor, now supporting her daughter and other women in our shared fight against an invisible foe.


(...) our seamstresses, incentivized by a performance-based pay system allowing them to earn 7-9 times their normal monthly income, made it possible for us to achieve the monumental task of providing masks for every student sitting for the national junior high entrance exam in the 10 regions of Cameroon.

Early Innovation on the factory floor

        At this stage, we were already thinking in terms of continuous improvement and sustainability. The unspoken motto - whose inception I can't recall - was "How can this be done better, faster, cheaper or more respectfully of the environment and the people?". Innovation was flooding from all sides.

One prime example was in the inventory management system, which didn't deserve this name in our humble beginings. We had around 14 people in the storage rooms counting one by one the 30 000 to 50 000 masks produced per day. As the performance improved, starting at 8 masks produced per seamstress to reach 150 for some, it became a mindnumbing endeavour to not only count the output of each "classroom" - as the school architecture imposed - but also to count them again during the delivery, in front of the client. We didn't lack the human resource for this, as there is no shortage of young Cameroonians hungry for a job. But I found it unfair and sad to see the potential of these people wasted in this repetitive task. So I introduced...a scale.







I found it unfair and sad to see the potential of these people wasted in this repetitive task. So I introduced...a scale.

Another innovation in waste management came from one employee, whose job was to fix needles whenever they broke - it happened more often than you can imagine, but fortunately not often enough that he didn't have some free time. In that free time, he picked up cotton fabric scraps and started making bags, hats, pencil cases, etc. This was the launch of our recycling initiative, that allowed us to offer 206 pencil cases to the pupils of the primary school we were located in.




The unspoken motto - whose inception I can't recall - was "How can this be done better, faster, cheaper or more respectfully of the environment and the people?"

You'll read more about these two initiatives in the upcoming articles:)


Safeware 2.0: stitching worlds together

          In the aftermath of the pandemic, as demand for masks waned, Safeware found itself grappling with new challenges in the complex business landscape of Cameroon. Indeed, Cameroon consistently ranks in the bottom half of the Transparency International’s Corruption Perceptions Index (144 of 180 in 2021). In 2020, Cameroon ranked 167 of 190 on the Ease of Doing Business index. Undeterred, I sought to transform adversity into opportunity. Inspired by the rapid advancements in AI and determined not to let Africa miss out on this pivotal moment in history, I made the decision to relaunch Safeware with a bold new vision. This was also my first experience of managing end-to-end the contruction of our factory building. With 140 active sewing machines and a commitment to empowering women (>85% of workforce), Safeware now proudly produces work and school uniforms, bedsheets and various recycled items, accelerated by simple genAI solutions across several functions.




With 140 active sewing machines and a commitment to empowering women (>85% of workforce), Safeware now proudly produces work and school uniforms, bedsheets and various recycled items, accelerated by simple genAI solutions across several functions.

         Enrolling in the Oxford Artificial Intelligence Programme, I committed myself to learning how to harness the power of technology for maximum impact. My career so far largely revolved around digital transformation. Nonetheless, venturing into producing physical goods wasn't a shift but a convergence, a leap forward into applying my expertise in tech and cognitive science where it's least expected yet profoundly needed.

The "Brick, Fabric & Neurons" series will document our efforts to weave AI and cognitive science into the fabric of African industry, starting with our own garment factory. Through this journey, we aim to showcase practical applications of these cutting-edge tools in a developing world context.

Disclaimer: this isn’t the stuff of science fiction blockbusters; it’s about the small, pragmatic, simple but impactful changes, that can hopefully inform the approach to apply AI and cognitive science to address some of Africa's most pressing challenges.

Keeping it simple and smart


In the relaunched Safeware, we've begun to incorporate small but impactful AI and cognitive science elements across various aspects of the business, including marketing and sales strategy and tools, our administrative processes, our HR, performance and wellbeing management and finally on the production front, where we’re still experimenting.

The next articles will explore how among others:

  • Marketing: Generative AI for creating culturally resonant marketing materials, to design our strategy and organise our sales team.

  • Administration: AI for streamlining operations, from inventory management to employee scheduling, for generating all of our manuals and procedures, as well as meeting cadences, tools, etc.

  • HR: Applying behavioral economics and GenAI to design incentive systems that motivate employees, in recruiting and performance management.

  • Production: Using AI to optimize efficiency and reduce waste on the production line.

          

These examples of AI and cognitive science integration into our operations are just the beginning. As we journey forward, we'll delve deeper into each area, sharing our successes, challenges, and lessons learned. Implementing AI and cognitive science in the developing world presents a complex web of technical, social, and ethical challenges, from data scarcity and infrastructural limitations to cultural differences. We must approach these technologies with care, foresight, and a deep understanding of local contexts, recognizing that they are powerful tools, not panaceas.


Navigating uncharted territory


         At Safeware and the Crescence Foundation, we're committed to pioneering an effective and equitable model for AI-driven development by starting small, thinking big, and learning fast. Our goal is not just to transform our own factory, but to create a roadmap that other African businesses and organizations can follow.

         This transformative journey requires collaboration, experimentation, and challenging the status quo. By partnering across sectors and investing in education and capacity building, we can ensure that the benefits of these technologies are widely accessible, leaving no one behind.

         Throughout this endeavor, we must approach each step with humility, empathy, and an unwavering commitment to putting people first. Our success will be measured by the lives we improve and the opportunities we create. As the Cameroonian proverb reminds us, "If you want to go far, go together." Let us unite in building a future where technology is harnessed for the betterment of all.


         Join us in weaving a new, innovative, inclusive, and unapologetically optimistic narrative for African industry. Together, we can show the world what is possible when we dream big and put our hearts and minds in service of something greater. Stay tuned for our next article, where we'll explore how we learned from thousands of factories worldwide to design our processes, all while remaining in vibrant Yaounde. Until then, reflect on the untapped potential for technological transformation in your own communities and industries. With a bold vision, collective effort, and smart application of frontier technologies, there's no limit to what we can achieve—for Africa and the world.



About Crescence Foundation

Crescence Foundation is a non-profit organisation with the mission to leverage cutting-edge technological innovations and insights from cognitive and behavioral sciences to address Africa's most pressing development challenges in areas such as education, health, child protection, and infrastructure. We also produce children's books, theatrical productions and provide educational, nutrition and health support to vulnerable children in Cameroon.


About Estelle Zanga

Estelle Zanga is the President of the Crescence Foundation. She has a background in digital transformation consulting for large organizations across Europe, Asia, and Africa, and an academic focus on behavioral economics. Coupled with her dedication to creating positive social impact, Estelle has extensive entrepreneurial experience, a strategic vision for Africa and practical tech expertise. Before completing the he Oxford Artificial Intelligence Programme in 2023, she obtained a Master's degree in Management from HHL Leipzig Graduate School of Management and a Master's degree in Marketing from the Université Catholique d'Afrique Centrale.


Sources:


“Artificial intelligence.” Merriam-Webster.com Dictionary, Merriam-Webster, https://www.merriam-webster.com/dictionary/artificial%20intelligence. Accessed Mar. 2024.

“Generative AI.” Merriam-Webster.com Dictionary, Merriam-Webster, https://www.merriam-webster.com/dictionary/generative%20AI. Accessed Mar. 2024.

“Cognitive science.” Merriam-Webster.com Dictionary, Merriam-Webster, https://www.merriam-webster.com/dictionary/cognitive%20science. Accessed Mar. 2024.

US department of State

Cisse, M. (2018). Look to Africa to advance artificial intelligence. Nature, 562(7728), 461.


121 views1 comment

1 Comment


Patrick
Patrick
Apr 03, 2024

I love the idea of AI transforming Industries thus way! Keep it up Estelle!

Like
Logo crescence foundation

Join our mailing list

Thanks for subscribing!

bottom of page