| DEPARTMENT OF INDUSTRIAL ENGINEERING (ENGLISH) | |||||
|---|---|---|---|---|---|
| Qualification Awarded | Program Süresi | Toplam Kredi (AKTS) | Öğretim Şekli | Yeterliliğin Düzeyi ve Öğrenme Alanı | |
| 4 | 240 | FULL TIME |
TYÇ, TR-NQF-HE, EQF-LLL, ISCED (2011):Level 6 QF-EHEA:First Cycle TR-NQF-HE, ISCED (1997-2013): 52 |
||
| Course Code: | 1411421010 | ||||||||||
| Ders İsmi: | Quality Systems and Management | ||||||||||
| Ders Yarıyılı: | Spring | ||||||||||
| Ders Kredileri: |
|
||||||||||
| Language of instruction: | EN | ||||||||||
| Ders Koşulu: | |||||||||||
| Ders İş Deneyimini Gerektiriyor mu?: | No | ||||||||||
| Other Recommended Topics for the Course: | |||||||||||
| Type of course: | Necessary | ||||||||||
| Course Level: |
|
||||||||||
| Mode of Delivery: | Face to face | ||||||||||
| Course Coordinator : | Dr.Öğr.Üyesi İhsan HEKİMOĞLU | ||||||||||
| Course Lecturer(s): |
Dr.Öğr.Üyesi İhsan HEKİMOĞLU |
||||||||||
| Course Assistants: |
| Course Objectives: | The aim of this course is to provide students with information about current quality management initiatives and quality standards, understand the impact of quality management in a competitive business environment, and gain skills to increase customer satisfaction and efficiency by incorporating quality into products/processes. |
| Course Content: | This course covers fundamental quality concepts, the development of quality philosophy, and various quality management approaches. The evaluation of quality understanding, process management, and control mechanisms will be discussed. Key theories in quality management, including Crosby’s Zero Defect Theory, Deming’s Theories, Juran’s Philosophy, and Ishikawa’s Fishbone Diagram, will be examined. Additionally, quality management techniques such as Six Sigma and KAIZEN will be explored in detail. The ISO 9001 Standard and standardization processes, the importance of quality in the service sector, and the EFQM Excellence Model will be addressed. The course will include field studies on quality management systems, case studies, and student presentations. By the end of the term, students will gain the ability to analyze quality management systems practically and improve processes effectively. |
The students who have succeeded in this course;
|
|||||||||||||||||||||||||||||||||||||||
| Week | Subject | Related Preparation |
| 1) | Basic Concepts of Quality | 1.Basic Concepts of Quality Quality Management System •A quality management system is a clearly defined set of processes and responsibilities that makes your business run how it’s supposed to. •A QMS guides organizations as they standardize and enhance quality controls across manufacturing, service delivery and other key business processes. The Core Benefits of a QMS Include •Elevated consistency and standardization of processes and outputs •Reduced errors and increased operational efficiency •Improved customer satisfaction through the delivery of quality products and services •Continuous evaluation and improvement of organizational operations Why Is A Quality Management System Important? •Brand reputation : This is priceless , of course. When an organization surpasses established quality benchmarks, that brand is more likely to gain international recognition •Customer retention: Consistently meeting, or exceeding, customer needs and expectations fosters loyalty. When high standards are met or surpassed, why would customers go anywhere else? •Business sustainability: Consistently delivering excellence ensures and maintains a steady supply of customers. Doing business sustainably, and producing minimal waste, is the best way to grow and future-proof an organization. •Compliance: Meeting regulatory, safety and quality standards is a must and a QMS seamlessly facilitates this process. •Competitive edge: Higher-quality products and services give businesses a competitive advantage in complex times. •Staff engagement: Employees who feel they are involved in quality improvements tend to experience higher engagement and productivity. Key Steps To Success For An Organization Starting Out On Its QMS Journey •Secure leadership commitment: Building a QMS requires alignment at the executive level. •Document processes: Identify and thoroughly document procedures associated with existing quality processes. •Define metrics: Performance-tracking metrics should be determined to ensure they meet QMS requirements. •Training: All employees will need initial and ongoing training in order to build understanding and engagement with the QMS. •Audits: Regular self-audits on processes and procedures will ensure compliance and effective implementation. •Review system performance: Regularly assess system performance in order to make improvements as needed. Sources Quality Management System https://www.iso.org/quality-management/what-is-qms#toc1 •Questions About Quality ? 1. When You Say Quality, What Comes To Mind? •Quality is defined as the degree to which a set of structural characteristics meets requirements. (TS-EN-ISO 9000:2000 standard) •Quality can also be defined as fitness for use or conformity to requirements. •Deming: ‘meeting or exceeding customer expectations’ •Juran: ’fitness for use in terms of design, conformance, availability, safety, and field use •Crosby : ‘conforming to requirements’ 2-What İs A Management System? •A system for establishing policies and objectives and achieving these objectives. 3-What is Quality Management? •-Quality management refers to coordinated activities for the administration or control of an organization in terms of quality. It includes the establishment of quality policy and quality •objectives, quality planning, quality control, quality assurance, and quality improvement. 4.What Does Customer Satisfaction Mean? •-The degree of satisfaction perceived by the customer that the conditions requested by the customer have been met. Customer complaints are a common indicator of low customer satisfaction. 6-What Is A Quality Target And Let's Explain With Examples. •for the continuous improvement of the quality management system , we define Critical areas and performance criteria for these areas. For example Customer complaints, returns, adherence to delivery deadlines and quantities, reprocessing, supplier performance, purchasing lead times, scrap, waste, employee training, internal audits, productivity Question -What Are The Benefits Of Implementing An Effective Quality Management System? •-a)Saves time and money, • b)Fewer customer complaints, • c)Lower service and maintenance costs, • d)Optimal use of resources, • e)Increased market share, • f)Easier management, • g)Healthy information flow. Question-What are the Principles of the Quality Management System? •a) Customer focus, • b) Leadership, • c) Employee involvement, • d) Process approach, • e) System approach to management, • f) Continuous improvement, • g) Data-based decision-making approach, • h) Relationships with suppliers based on mutual benefit. •Sources: Questions About Quality? https://acikders.ankara.edu.tr/pluginfile.php/192250/mod_resource/content/0/Kalite%20Y%C3%B6netim%20sistemi_terminoloji_%C3%B6zellik.pdf Quality Management System •A quality management system is a clearly defined set of processes and responsibilities that makes your business run how it’s supposed to. •A QMS guides organizations as they standardize and enhance quality controls across manufacturing, service delivery and other key business processes. The Core Benefits Of A QMS Include •Elevated (Yükseltmek) consistency (Tutarlılık) and standardization of processes and outputs •Reduced errors and increased operational efficiency •Improved customer satisfaction through the delivery of quality products and services •Continuous evaluation and improvement of organizational operations Why Is A Quality Management System Important? •Brand reputation (İtibar): This is priceless (paha biçilemez) , of course. When an organization surpasses (aştığında) established quality benchmarks, that brand is more likely to gain international recognition (Tanınılırlık). •Customer retention: Consistently (Sürekli) meeting, or exceeding, customer needs and expectations fosters (Arttırır) loyalty. When high standards are met or surpassed, why would customers go anywhere else? •Business sustainability: Consistently delivering excellence ensures and maintains a steady (istikrarlı) supply of customers. Doing business sustainably, and producing minimal waste, is the best way to grow and future-proof an organization. •Compliance: Meeting regulatory, safety and quality standards is a must and a QMS seamlessly facilitates this process. •Competitive edge: Higher-quality products and services give businesses a competitive advantage in complex times. •Staff engagement: Employees who feel they are involved in quality improvements tend to experience higher engagement and productivity. Key Steps To Success For An Organization Starting Out On Its QMS Journey •Secure leadership commitment: Building a QMS requires alignment at the executive level. •Document processes: Identify and thoroughly document procedures associated with existing quality processes. •Define metrics: Performance-tracking metrics should be determined to ensure they meet QMS requirements. •Training: All employees will need initial and ongoing training in order to build understanding and engagement with the QMS. •Audits: Regular self-audits on processes and procedures will ensure compliance and effective implementation. •Review system performance: Regularly assess system performance in order to make improvements as needed. Sources https://www.iso.org/quality-management/what-is-qms#toc1 |
| 2) | Quality Philosophy I (W.E.Deming, J.M.Juran, P.B.Crosby, W.A.Shewhart, V.Feigenbaum) | 2.Researchers Who Contributed To The Development Of The Quality Philosophy 1.W. Edwards Deming and Philosophy (1900-1993) Deming viewed quality management as a process and introduced the PDCA cycle concept to the philosophy of quality. In other words, Deming argued that quality and processes can be achieved through the plan-do-check-act cycle. Dr. W. Edwards Deming, who considered herself a simple statistician, trained Japanese engineers in the 1950s Deming realized that up until then he had always been training engineers, but had taught nothing to problematic senior managers. He learned that quality was decided in the offices of top executives, not at the grassroots level of the business. He strongly advocated for statistical quality control, believing that accurate diagnosis and treatment of problems were possible only with a good statistical understanding of the system. Deming's views and principles are summarized under the headings "14 Principles" and "7 Deadly Diseases". However, his general approach can be explained as follows: 1.1 Deming’s 14 Principles 1. Create Constancy Of Purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs. 2. Adopt The New Philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. 3. Cease Dependence On Inspection To Achieve Quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. 4. End The Practice Of Awarding Business On The Basis Of Price Tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve Constantly And Forever The System Of Production And Service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute Training On The Job. 7. Institute Leadership. The aim of supervision should be to help people and machines to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers. 8. Drive Out Fear, so that everyone may work effectively for the company. 9. Break Down Barriers Between Departments And İndividual. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate Slogans, Exhortations, And Targets For The Work Force Asking For Zero Defects And New Levels Of Productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. 11a. Eliminate Numerical Goals And Work Standards (Quotas) On The Factory Floor. Substitute leadership. 11b. Eliminate Management By Objective. Eliminate management by numbers, numerical goals. Substitute leadership. 12a. Remove Barriers That Rob The Hourly Worker Of His Right To Pride Of Workmanship. The responsibility of supervisors must be changed from numbers to quality. 12b. Remove Barriers That Rob People İn Management And In Engineering Of Their Right To Pride Of Workmanship. This means, abolishment of the annual or merit rating and of management by objective. 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. 1.2 Deming The PDCA Cycle PDCA is an improvement cycle based on the scientific method of proposing a change in a process, implementing the change, measuring the results, and taking appropriate action. It also is known as the Deming Cycle or Deming Wheel after W. Edwards Deming, who introduced the concept in Japan in the 1950s. It is also known as PDSA, where the “S” stands for “study”. The PDCA cycle has four stages: 1.Plan — determine goals for a process and needed changes to achieve them. 2.Do — implement the changes. 3.Check — evaluate the results in terms of performance 4.Act — standardize and stabilize the change or begin the cycle again, depending on the results 1.3 Deming’s Management's Seven Deadly Diseases 1. Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs. 2. Emphasis on short-term profits: short-term thinking (just the opposite from constancy of purpose to stay in business), fed by fear of unfriendly takeover , and by push from bankers and owners for dividends 3. Evaluation of performance, merit rating, or annual review. 4. Mobility of management; job hopping 5. Management by use only of visible figures, with little or no consideration of figures that are unknown or unknowable. 6. Excessive medical (Healty problems) if liability ( money for Lawyer , swelled (increase) by lawyers that work on contingency fees.(Prim system) 2.J. M. Juran and Philosophy (1904-2008) Dr. Joseph M. Juran came to the United States in 1912 and settled in Minnesota. After graduating from the University of Minnesota in 1924, he began working in the inspection department at Bell Telephone Company's Hawthorne facilities Juran also closely followed Shewhart's work and personally participated in efforts to apply other statistical approaches to the production of telephone equipment. Juran visited Japan in 1954 and helped Japanese leaders and companies like Deming. Juran took the three main management processes that organizations had been using in financial management up to that time (Financial Planning, Financial Control, Financial Development) and applied them to quality management. 2.1. Juran Pareto Principle Dr. Juran’s quality management approach is based on three key principles. The first is application of the Pareto principle – also known as the “80/20 rule.” In the context of quality, this means identifying “the vital few and the trivial many” – in other words, the small percentage of root causes in manufacturing or service processes that account for the largest effect in terms of defects or cost. 2 2. Juran Management Theory.The second principle of Juran’s approach to quality is management theory. This involves a change of thinking away from mere focus on the quality of the end product, to a wider examination of the human dimension of quality management. Education and training for managers in the workplace is as important as the nuts and bolts of the manufacturing process, while other human factors such as resistance to change also need to be accounted for. Juran’s management theory was fundamental in expanding quality management principles beyond the factory floor to principles that could also be applied to service-related processes. 2.3.Juran Trilogy Juran Trilogy is a universal way of thinking about managing for quality leadership—it fits all functions, all levels, and all product and service lines. The underlying concept is that organizations must use three universal processes: •Quality Planning (Quality by Design) •Quality Control (Process Control & Regulatory) •Quality Improvement (Lean Six Sigma) 3.P. B. Crosby and Philosophy (1926-2001) Crosby's two absolute requirements, "zero defects" and "quality cost," have been particularly difficult to implement. By launching the "Zero Defects" program, which later became a government policy, it achieved significant success in reducing manufacturing defects in missile production. 1.Crosby's quality approach consists of four essential principles, which she describes as absolute, and which are explained below. Crosby defines quality not as perfection, but as fitness for purpose. In this definition, quality is a strategic approach that focuses on understanding all of a customer's expectations and directs the organization to meet those expectations. 2.The quality system of suppliers striving (Üzerine Kurulmalı) to meet customer needs should be based on “getting it right the first time,” not on control and sorting (Tasnif edici), but on prevention. This concept is not about control and sorting, but about prevention. In a quality organization, since everyone is responsible for their own work, there will be very few roles such as inspector, evaluator, and observer. There will no longer be a need for others to catch mistakes. 3.Standard performance should be zero defects. Crosby argued that the concept of zero defects is achievable and should be pursued. 4.The measurement of quality is the cost of quality. 3.1. Crosby Zero Defects Crosby developed his "Zero Defects" concepts, began writing articles for various journals, and started his speaking career. 3.2. Crosby DRIFT DRIFT, or "Do it Right the First Time," is a quality management principle that emphasizes the importance of completing tasks or processes correctly the first time they are performed. The concept is rooted in the idea that preventing errors at the outset is more efficient and cost-effective than fixing problems after they occur Achieving "Do it Right the First Time" requires a combination of strategies, tools, and cultural shifts within an organization. 1. Clear and Effective Processes - Document and standardize workflows to remove ambiguity and variability in processes. 2. Thorough Training and Skill Development 3. Proactive Planning and Anticipation 4. Accountability and Ownership - Foster open communication, so workers can address roadblocks or seek clarification to prevent mistakes. 5. Quality Control at Source - Implement systems to catch errors as early as possible within the process 6. Continuous Improvement - Continuously evaluate and improve processes with insights from metrics such as defect rates, cycle times, or first-pass yield rates. 7. Effective Use of Technology - Invest in automation tools, software, or artificial intelligence (AI) technologies that minimize human error Source https://www.qualitygurus.com/drift-do-it-right-the-first-time/ 3.3. Crosby’s 14 Steps to Quality Improvement 1.Management is committed (Bağlılık) to quality – and this is clear to all 2.Create quality improvement teams – with (senior) representatives from all departments. 3.Measure processes to determine current and potential quality issues (Sorun) 4.Calculate the cost of (poor) quality 5.Raise quality awareness of all employees 6.Take action to correct quality issues 7.Monitor progress of quality improvement – establish a zero defects committee. 8.Train supervisors in quality improvement 9.Hold “zero defects” days 10.Encourage employees to create their own quality improvement goals 11.Encourage employee communication with management about obstacles(engel) to quality 12.Recognise (Tanı) participants’ effort 13.Create quality councils 14.Do it all over again – quality improvement does not end 3.4. Cost of Quality In his book Quality Is Free, Crosby makes the point that it costs money to achieve quality, but it costs more money when quality is not achieved. When an organization designs and builds an item right the first time (or provides a service without errors), quality is free. It does not cost anything above what would have already been spent. When an organization has to rework or scrap an item because of poor quality, it costs more. Crosby discusses Cost of Quality and Cost of Nonconformance or Cost of Nonquality. The intention is spend more money on preventing defects and less on inspection and rework. 4.W. A. Shewhart and Philosophy (1891-1967) Walter A. Shewhart was a statistician who worked at Bell Laboratories in the 1920s and 1930s. His book, "The Economic Control of the Quality of Industrial Products," is considered by statisticians to be a landmark contribution to efforts to improve the quality of manufactured goods. Shewhart showed that variations exist at every stage of manufacturing, but that the nature and causes of these variations can be understood by applying some simple statistical techniques, such as sampling and probability analysis. 4.1Shewhart Control Charts Control charts are particularly useful for monitoring quality and giving early warnings that a process may be going “Out of Control” and on its way to producing defective parts. Be able to explain how control charts relate to assigned dimension and tolerance • State what value you get from control charts • Be able to name several ways that control charts indicate that a process is “out of control” Shewhath 4.2. Shewhart Statistical Process Control SPC is an optimisation philosophy concerned with continuous process improvements, using a collection of (statistical) tools for • data and process analysis • making inferences about process behaviour • decision making SPC seeks to maximize profit by: • improving product quality • improving productivity • streamlining process • reducing wastage • reducing emissions • improving customer service, 5.V. Feigenbaum and Philosophy (1922-2014) Dr. Armand V. Feigenbaum developed an approach in which quality responsibility extends far beyond (Ötesine) the production department. Feigenbaum argued that quality in manufacturing cannot be achieved if products are poorly designed, inadequately distributed, incorrectly marketed, and if proper support is not provided for customer use. Feigenbaum's idea that all units involved in this stage, from quality to organization, are responsible has been developed and has come to be accepted as “total quality control.” 5.1. FeigenbaumTotal Quality Control Total quality control is an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction. •In every factory a certain proportion of its capacity is wasted through not getting it right the first time. •Dr. Feigenbaum quoted a figure of up to 40% of the capacity of the plant being wasted. •At that time, this was an unbelievable figure; even today some managers are still to learn that this is a figure not too far removed from the truth. 5.2. Feigenbaum Cost of Poor Quality •Prevantion costs Prevention Costs – costs incurred from activities intended to keep failures to a minimum. •Establishing Product Specifications •Quality Planning •New Product Development and Testing •Development of a Quality Management System (QMS) •Proper Employee Training Appraisal costs •costs incurred to maintain acceptable product quality levels. •Incoming Material Inspections •Process Controls •Check Fixtures •Quality Audits •Supplier Assessments Internal failure costsInternal Failures – costs associated with defects found before the product or service reaches the customerExcessive Scrap •Product Re-work •Waste due to poorly designed processes •Machine breakdown due to improper maintenance •Costs associated with failure analysis External failure costs costs associated with defects found after the customer receives the product or service. •Service and Repair Costs •Warranty Claims •Customer Complaints •Product or Material Returns •Incorrect Sales Orders •Incomplete BOMs •Shipping Damage due to Inadequate Packaging 5.3. Feigenbaum Hidden Factory – the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any |
| 3) | Kalite Felsefesi II (K.Ishikawa, S.Shingo , G.Taguchi, D.A. Garvin, N.Kano) | 3.Quality Philosophy II 6. K. Ishikawa Quality Control Circles Cause and Effect Diagram 7. S.Shingo Just In Time Poke Yoke (Mistake Proofing) SMED 8. G.Taguchi Design of Experiment (Robust Design) Loss Function 9. D.A. Garvin 8 Dimentions Of Quality 10. N.Kano Kano Model 6.K. Ishikawa and Philosopy (1915-1989) Ishikawa, a student of Deming and Juran, is the founder of quality circles. The most important feature of the Ishikawa approach is that its fundamental objectives are geared toward meeting all customer needs. 6.1. K. Ishikawa Quality circles, which are based on principles such as volunteerism, continuity, full participation, and reward, are working groups in a company where employees doing similar jobs in the same field meet regularly to identify, examine, and solve problems related to their work, The objectives of quality circles can be summarized as follows: • Increasing individual motivation, • Encouraging individuals to participate and reveal (Ortaya çıkarmak) their creative talents, • Making communication within the company more effective, • Improving relationships between managers and employees, • Ensuring contributions to the development of the company. 6.2. K. Ishikawa - Cause-and-Effect Diagram If you have any problem with your process or product, you should know the cause before thinking about any solution. A fishbone diagram helps you to find the cause of the problem. The fishbone diagram uses a brainstorming technique to collect the causes and show them graphically. It shows the potential causes of a specific event. Common uses of the Ishikawa diagram are product design and quality defect prevention to identify potential causing and overall effect The defect is shown as the fish's head, facing to the right, with the causes extending to the left as fishbone; the ribs branch off the backbone for major causes, with sub- branches for root-causes, to as many levels. 7.S. Shingo and Philosopy (1909-1990) 7.1. Shingo - Just In Time A set of techniques to increase productivity, improve quality, and reduce cost of an operations • A management philosophy to promote elimination of waste and continuous improvement of productivity • Elimination of waste • Quality at the source • Balanced and flexible work flow • Respect for people • Continuous improvement (Kaizen) • Simplification and visual control • Focus on customer needs • Partnerships with key suppliers Shingo JIT 7.2. Shingo Poka-yoke is a risk prevention technique to avoid mistakes in operations. Poka-yoke is a Japanese term that means mistake-proofing. A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.Mistake-Proofinga product's design and its manufacturing process is a key element of design for manufacturability / assembly (DFM/A) 7.3. Shingo SMED stands for Single-Minute Exchange of Die. ▰ Refers to the goal of reducing the changeover time to single-digit minutes, from a maximum of nine minutes down to one Shingo Smed •Taguchi – Design of Experiments Many factors/inputs/variables must be taken into consideration when making a product especially a brand new one •• The Taguchi method is a structured approach for determining the ”best” combination of inputs to produce a product or service •• Based on a Design of Experiments (DOE) methodology for determining parameter levels •A method for quantitatively identifying the right inputs and parameter levels for making a high quality product or service • Taguchi approaches design from a robust design perspective •Robust Design • A statistical / engineering methodology that aim at reducing the performance “variation” of a system. 8.G.Taguchy and Philosopy 1(924-2012) 8.1 Taguchi – Design of Experiments Many factors/inputs/variables must be taken into consideration when making a product especially a brand new one • The Taguchi method is a structured approach for determining the ”best” combination of inputs to produce a product or service • Based on a Design of Experiments (DOE) methodology for determining parameter levels A method for quantitatively identifying the right inputs and parameter levels for making a high quality product or service • Taguchi approaches design from a robust design perspective Robust Design• A statistical / engineering methodology that aim at reducing the performance “variation” of a system. 8.2 . Taguchi – Loss Function • Genichi Taguchi proposed this concept for manufacturers to increase the quality of products and services. It indicates that economic loss can be reduced by keeping the variations within the acceptable or prioritized range. •In other words, if a product doesn’t meet customer requirements, customer dissatisfaction increases exponentially. •To demonstrate this concept graphically, Taguchi has used a parabola with two limits: USL (upper specification level) and LSL (Lower specification level). •This expression also indicates the increase in customer dissatisfaction when the factors move away from the central or most satisfied point. We have created this 100% editable slide template with Taguchi’s graph diagram. Taguchi 9.D.Garvin and Philosopy (1952-2017 ) 9.1 Dimentions of Quality 1.Performance a product's primary operating characteristics. For an automobile, performance would include traits like acceleration, handling , cruising speed, and comfort. 2 Features the additional capabilities or characteristics that a product or service may have. For example, a car may have features such as air conditioning, a navigation system, or a premium sound system. 3.Realiability : The time until the product physically fails. The probability of a product malfunctioning or failing within a specified time period. 4. Conformance: Resolving product-related issues and complaints. Conformance is the degree to which a product's design and operating characteristics meet established standards. (TSE, ISO 9001, ABET) 5 Durability the ability of a product to withstand normal wear and tear and continue to perform over time. For example, a car with a durable frame and body is more likely to provide long-lasting value to the customer than one that rusts or wears out quickly. 6 Servicebility: The ease of repairing or maintaining a product. For example, a car with easy-to-replace parts and a simple maintenance schedule is more likely to meet the customer's needs than one that is difficult to service. 7 Aesthetics: Visual and sensory appeal of a product For example, a car with a sleek and attractive design is more likely to be considered of higher quality than one that is unattractive. 8 Percieved Quality (Image) customer's overall impression of the quality of a product. For example, If a customer who perceives( Algı) a car to be of high quality is more likely to purchase it more than one who perceives it to be of low quality. 10.Kano and Philosopy(1940- Principles of the Quality Philosophy The elements of the quality philosophy can be summarized as follows: 1.Customer orienting, 2.Process management and continuous process control, 3.Full participation approach. 1.Customer orienting, Norichi Kano was the first scientist to develop a model to understand customer satisfaction and establish a link between product and product features. Norichi Kano developed a two-dimensional model to define quality, consisting of must-be quality and attractive quality. The principle of continuous process improvement, achieved with the participation of all employees, means implementing Kaizen, the fundamental philosophy of TQM, within the organization. The fundamental goal in process improvement is to reduce process variability, aim for zero defects, and shorten process time. As variability in each process decreases, errors arising from this variability decrease and product quality increases. 2. Process Management. The classic management model envisages the separate management of an enterprise's activities and functions, such as finance, marketing, and purchasing, under the coordination of top management. TQM, on the other hand, envisages that the elements of quality, cost, and speed that constitute an enterprise's competitive strength are formed as a result of a series of activities and processes located in functional units or spread across multiple functional units. In TQM, the next process in organizations is considered the customer. To ensure that the product is made correctly the first time, every department and every person in the production chain must work within seller-customer relationships. 3. Full Participation Ensuring (sağlanması) full participation is of great importance in terms of employee motivation within the quality management approach. Today, employees want to actively participate in the discussion and conclusion of all decisions that concern them and express their opinions. It can be said that employees do not want to be treated as tools managed by others. The TQM philosophy consists of a set of principles and methods. These can be listed as follows: • Preventing errors is easier, cheaper, and more reliable than finding and correcting them later. • Statistics are needed to distinguish between what is normal and what is not, between what is natural and what is not. • Utilizing the ideas of every employee yields more successful results than utilizing only the ideas of a select few. • When well-directed, group work develops tasks more quickly. • For a business to be successful, it must consider customer preferences. • Quality management is only possible with quality people. • Ensuring quality is a matter of systems. • Planning work is preferable to doing it without a plan. • If there is unity of purpose, the result can be achieved more quickly and more reliably. • In order to provide quality service to consumers, it is essential that the units and individuals within the business also provide quality service to each other. • It is also important to encourage, motivate, guide, train, reward, and value employees, and to enrich their work, i.e., to invest in people. 10.1. Kano - Kano Model, there are three main categories of customer expectations: Must-be, One-dimensional, and Attractive. Understanding these categories is crucial for developing products that truly delight customers. 1. Must-be: These are the basic features or attributes that customers expect from a product. They are taken for granted, and their absence or failure to meet expectations can lead to severe dissatisfaction. 2. One-dimensional: These attributes (Nitelikler)directly impact customer satisfaction. The more of these attributes a product has, the more satisfied customers will be. However, exceeding customer expectations in this category does not necessarily lead to higher satisfaction. 3. Attractive: These attributes are unexpected by customers but have the potential to delight them. They add a "wow" factor to the product and can differentiate it from competitors. Focusing on these attributes can give companies a competitive edge. |
| 4) | Process Management And Control | |
| 5) | The 7 Quality Control Tools (Cause-and-Effect Diagram, Histogram, Check Sheet) | |
| 6) | The 7 Quality Control Tools (Pareto Analysis, Defect Concentration D., Scatter D., Control Charts) | |
| 7) | Midterm Exam | |
| 8) | Total Quality Management | |
| 9) | Continious Improvement (KAIZEN) | |
| 10) | The Importance of Quality in the Service Sector | |
| 11) | Standard and Standardization (ISO 9001) | |
| 12) | EFQM Excellence Model and The Quality in Türkiye | |
| 13) | Sustainable Development Goals (SDGs) and SDG's Management System (ISO 53001) | |
| 14) | End-of-Term Exam |
| Course Notes / Textbooks: | Besterfield,D.H., Michna, C.B., Besterfield, G.H., Sacre, M.B. (2003). Total Quality Management, Prentice Hall, NJ. Total quality management : text with cases / John S. Oakland Toplam kalite yönetiminin dört aşaması / Charles N. Weaver; çev. Tuncay Birkan, Osman Akınbay Kalite liderliği : dorukları düşleyenlerin kitabı / Nurallah Genç, 2006 |
| References: | Quality Systems and Management 2025-2026 Weekly Course Flow And Resources 1. Basic Concepts of Quality 1.Quality Management System Introduction https://www.iso.org/quality-management/what-is-qms#toc1 2.Quality Management System Anatolian Universtity https://acikders.ankara.edu.tr/pluginfile.php/192250/mod_resource/content/0/Kalite%20Y%C3%B6netim%20sistemi_terminoloji_%C3%B6zellik.pdf 3.All Quality Topics https://www.slideshare.net/slideshow/chapter-2-quality-management/40808010 2.Quality Philosophy 1.Quality Philosophies https://www.slideshare.net/slideshow/total-quality-management-tqm-definition-elements-philosophies/251147035 2.Quality Philosophies https://www.cqeacademy.com/wp-content/uploads/2016/09/Management-Leadership-Pareto-Primer-2.0.pdf 3.Deming’s 14 Points https://deming.org/demings-14-points-for-management/ 4.Deming’s 14 Points https://www.scribd.com/document/455522826/DEMINGS-pdf 5.Deming’s PDCA Cylcle https://www.lean.org/lexicon-terms/pdca/ 6.Deming’s 7 Deadly Desase https://deming.org/explore/seven-deadly-diseases/ 7.Deming Tr ttps://acikders.ankara.edu.tr/pluginfile.php/160880/mod_resource/content/2/KY12%20-%20TKYde%20Deming%20%C4%B0lkeleri.pdf 8.Quality Leaders https://dokumanapi.bys.subu.edu.tr/File/2022/11/22/d80405e6-48e5-499e-a14d-509927d9c8db.pdf 9.Crosby https://www.learnleansigma.com/lean_visionaries/philip-b-crosby-zero-defects/ 10.Crosby slideserve.com/shirleytorres/do-it-right-the-first-time-powerpoint-ppt-presentation 11.Crosby https://www.qualitygurus.com/drift-do-it-right-the-first-time/ 12.Crosby https://www.mftrou.com/philip-crosby/ 13.Crosby https://www.scribd.com/presentation/450817388/Crosby-pptx 14.Shewhart SPC - CC https://www.slideserve.com/aaron-roberts/statistical-process-control 15.Shewhart https://www.slideshare.net/slideshow/walter-a-shewhart/229531210 3.Quality Philosophy 1Feigenbaum https://www.slideshare.net/slideshow/feigenbaums-philosophy-on-total-quality-management/64470868 2Feigenbaum https://www.scribd.com/presentation/577213583/FACULTY520-BS322-KUST-2021S-L7-Total-Quality-Control-by-Feigenbaum 3Feigenbaum https://www.scribd.com/presentation/134216903/TQM-PPT 4Feigenbaum https://quality-one.com/coq/#:~:text=The%20Cost%20of%20Quality%20can%20be%20divided%20into%20four%20categories,of%20Quality%20are%20listed%20below. 5Taguchi https://www.slideserve.com/bricker/taguchi-design-of-experiments-powerpoint-ppt-presentation 6Taguchi https://slidemodel.com/templates/taguchis-quality-loss-function-curve-powerpoint-template/ 7Shingo Poke yoke https://www.slideshare.net/slideshow/poka-yoke-13084733/13084733 8Shingo Poke Yoke https://www.slideshare.net/slideshow/pokayoke-a-lean-strategy-to-mistake-proofing/43420821 9Shingo Mistake Proof https://www.scribd.com/document/718840863/Poka-Yoke 10Shingo https://www.qualitygurus.com/shigeo-shingo/ 11Shingo Smed https://www.slideshare.net/slideshow/smed-127815261/127815261 12Kano https://www.launchnotes.com/blog/the-ultimate-guide-to-understanding-the-kano-model 13Kano https://www.interaction-design.org/literature/article/the-kano-model-a-tool-to-prioritize-the-users-wants-and-desires 14Kano https://www.qualitygurus.com/kano-model-by-noriaki-kano/ 15Garvin https://www.ifm.eng.cam.ac.uk/research/dstools/quality-framework/#:~:text=Garvin%20proposes%20eight%20critical%20dimensions,%2C%20aesthetics%2C%20and%20perceived%20quality. 4.Process Management And Control 1QMS Totally 2https://www.slideshare.net/slideshow/unit-5-quality-management-and-control-ppt/269384379 3Process İmprovment https://www.emerald.com/bpmj/article/9/2/149/257807/Process-management-practices-and-quality-systems 4Process Control https://www.slideshare.net/slideshow/quality-management-and-statistical-process-control/164506637 5Process Management And Control https://www.slideshare.net/slideshow/process-management-in-tqm-powerpoint- presentation-slides/153766626#13 6Crosby https://www.mftrou.com/philip-crosby/ 5.The 7 Quality Control Tools 1.7 Quality Tools by Prof. Dr. İhsan Kaya https://dergipark.org.tr/tr/download/article-file/1722224 2.Cause Effect Diagram * https://www.juran.com/blog/the-ultimate-guide-to-cause-and-effect-diagrams/ 3.Cause Effect Diagram https://www.slideshare.net/slideshow/ishikawa-fishbone-diagram/249673506#14 4.Cause Effect Diagram https://www.slideshare.net/slideshow/fish-bone-analysis/238967523#63 5.Cause Effect Diagram https://www.slideshare.net/slideshow/fish-bone-analysis/238967523#4 6.Histogram https://www.scribd.com/presentation/290969525/Presentation-on-7-Tools-of-q-c 7.Histogram-Cheeck Sheet https://www.slideshare.net/slideshow/7-basic-tool/30132343#20 8.Histogram https://www.slideshare.net/slideshow/histogram-74334432/74334432#5 9.Histogram https://www.slideshare.net/slideshow/stem-andleaf-plots/32088585#23 10.Histogram https://www.slideshare.net/slideshow/histogram-74334432/74334432#10 11.Histogram https://www.slideshare.net/slideshow/stem-andleaf-plots/32088585#23 12.Check Sheets https://www.slideshare.net/slideshow/7-qc-tools-training-presentation/123946336 6.The 7 Quality Control Tools 1.Pareto Analysis https://dergipark.org.tr/tr/download/article-file/4525942 2.Shewhart Control Charts Rules https://analyse-it.com/docs/user-guide/process-control/shewhart-control-chart-rules 3.Control Charts Eng https://www.slideshare.net/slideshow/7qctools173ppt-for-7-qc-tools-implementation-of-the-quality/267199377 4.Control Charts Tr https://www.slideserve.com/hedia/stat-st-ksel-s-re-kontrol-statistical-process-control 5.Control Charts Tr https://www.slideserve.com/hedia/stat-st-ksel-s-re-kontrol-statistical-process-control 6.Control Charts Eng (100 pg) cases https://www.slideshare.net/slideshow/7qc-tools-173/3551997#36 7.Control Charts Eng https://www.slideserve.com/alyssa-duke/control-charts 8.Control Charts Eng - Quality in Healthcare Case (244 pg) https://www.hamad.qa/EN/All-Events/mefqsh2023/SessionPresentations/Documents/Pre-Conference-Day/Intensives1/I4%20-%20Shewhart%20Charts.pdf 9.Control Charts Eng https://www.slideshare.net/slideshow/control-charts-132695903/132695903#4 10.Control Charts Eng https://www.slideshare.net/slideshow/control-charts-132695903/132695903#16 11.Control Charts Eng https://www.slideshare.net/slideshow/control-charts-103623459/103623459 12.Control Charts Tr https://busenurk.github.io/quality-control/_book/istatistiksel-kavramlar.html 13.Concentration Diagram https://www.slideshare.net/slideshow/7qctools173ppt-for-7-qc-tools-implementation-of-the-quality/267199377 14.Advanced Level Quality Control Tools https://amrepinspect.com/blog/quality-control-methods 7. Total Quality Management TQM 1.4 Types of Quality Management * https://www.linkedin.com/pulse/4-types-quality-management-visual-guide-nikhil-patil-cefxf 2.4 Types of Quality Management * https://isolocity.com/what-are-the-4-types-of-quality-management/ 3.PDCA Cylcle * https://mutomorro.com/tools/pdca-cycle/ 4.PDCA Cycle * https://asq.org/quality-resources/pdca-cycle?srsltid=AfmBOoq2726cMVARLmRpOxGR8PJ6UqxriL33lmtXuOtrOc4DxsaGAVnV 5.PDCA Cycle * https://www.lean.org/lexicon-terms/pdca/ 6.TQM Principles * https://asq.org/quality-resources/total-quality-management#:~:text=Total%20quality%20management%20(TQM)%20is,term%20success%20through%20customer%20satisfaction. 7.TQM https://www.slideshare.net/slideshow/total-quality-management-130967787/130967787#3 8.TQM Principles, TQM PDCA Cycle, The elements of TQM https://www.slideshare.net/slideshow/total-quality-management-130967787/130967787#9 9.TQM Elements of Implementation https://www.slideshare.net/slideshow/total-quality-management-130967787/130967787#2 10.TQM Toyota Case https://www.scribd.com/presentation/272741563/TOTAL-QUALITY-MANAGEMENT-TOYOTA-PPT-pptx 11.TQM Toyota Case https://ivypanda.com/essays/total-quality-management-tqm-implementation-toyota/ 8. Visa Exam 9.Continious Improvement (Kaizen) 1.Kaizen https://www.slideshare.net/slideshow/kaizen-philosophy/4667165 2.Kaizen https://www.slideshare.net/slideshow/kaizen-presentation-75608617/75608617 3.Kaizen https://www.slideshare.net/slideshow/kaizen-presentation-75608617/75608617#2 4.Kaizen https://www.slideshare.net/slideshow/kaizen-14978967/14978967 5.Kaizen https://www.slideshare.net/slideshow/kaizenppt-22547749/22547749 6.Kaizen (300 pages) 7.https://dl.ojocv.gov.et/admin_/book/Toyota%20Kaizen%20Methods%20_%20Six%20Steps%20to%20Improvement.%20%28%20PDFDrive%20%29.pdf 8.Continious İmprovement https://www.slideshare.net/slideshow/total-quality-management-56112246/56112246#14 9.Kaizen Article https://cdn.istanbul.edu.tr/file/JTA6CLJ8T5/354DF6C21ACA48A3844CB8745EB95A0C 10.The Importance of Quality in the Service Sector 1.Service Quality Management https://www.iosrjournals.org/iosr-jbm/papers/Conf-ICSMTSA/Volume%203/8.%2023-25.pdf 2.Dimentions of Servoqual https://learnsure.ai/5-dimensions-of-servqual/ 3.Service Quality Dimensions https://www.surveymonkey.com/mp/how-to-measure-the-dimensions-of-service-quality/ 4.Characteristics of services https://plutuseducation.com/blog/characteristics-of-services/ 5.Dimentions of Service Quality https://www.slideteam.net/Free-Online-AI-Presentation-Maker#/slides/696517377cd9ed558b89c3df 6.Methods For Measuring Service Quality https://www.linkedin.com/advice/0/whats-your-method-measuring-service 7.Conteptual Model of Service Quality https://www.slideshare.net/slideshow/servqual-model/29354880 11.Standart and Standardization (ISO 9001) 1.ISO 9001: 2015 https://www.iso.org/obp/ui/en/#iso:std:iso:9001:ed-5:v1:en 2.ISO 9001: 2016 https://www.slideshare.net/slideshow/quality-management-system-awareness-for-all/73129509#1 3.ISO 9001 https://www.slideshare.net/slideshow/quality-management-system-awareness-for-all/73129509#41 4.ISO 9001 Quiz https://www.bywater.co.uk/iso-9001-quiz/#quiz 12 EFQM Excellence Model and The Understanding of Quality in Türkiye 1.EFQM Model 2025 SWEDEN https://www.itqm.ch/uploads/files/EFQM%20Brochures/EFQM%20Broschure_2025_English.pdf 2.EFQM Model Summary https://shop.efqm.org/publications/the-efqm-model-2025/ 3.EFQM Web Site https://efqm.org/ 13 Sustainable Development Goals (SDGs) 1.SDGs Basic 14.Page https://docs.un.org/en/A/RES/70/1 2.SDGs https://unstats.un.org/sdgs/report/2025/ 3.SDGs 2025 Raport https://unstats.un.org/sdgs/report/2025/The-Sustainable-Development-Goals-Report-2025.pdf 14. (SDGs) Management System (ISO 53001) 1.ESG: Main Principles https://www.thecorporategovernanceinstitute.com/insights/guides/esg-a-comprehensive-guide-to-environmental-social-and-governance-principles/?srsltid=AfmBOoqewVTxV2xqHKxxBr_FOk6tJELFLJ4yCsNv3hRr3qNOt3QnlNC_ 2.Future of ESG https://www.thecorporategovernanceinstitute.com/insights/news-analysis/the-future-of-esg-in-2025_ 15.Quiz Exam & Student Presentations 16. Final Exam |
| Ders Öğrenme Kazanımları | 1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
|||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Program Outcomes | |||||||||||||||||||||||
| 1) Engineering Knowledge: Knowledge in mathematics, science, basic engineering, computer computing. | |||||||||||||||||||||||
| 2) Engineering Knowledge: Knowledge in subjects specific to the discipline of industrial engineering. | |||||||||||||||||||||||
| 3) Engineering Knowledge: Ability to use this knowledge in solving complex engineering problems. | |||||||||||||||||||||||
| 4) Problem Analysis: Ability to define, formulate and analyze complex engineering problems using basic science, mathematics and engineering knowledge and considering the UN Sustainable Development Goals* | |||||||||||||||||||||||
| 5) Engineering Design: Ability to design creative solutions to complex engineering problems. | |||||||||||||||||||||||
| 6) Engineering Design: Ability to design complex systems, processes, devices or products to meet current and future needs, considering realistic constraints and conditions*. | |||||||||||||||||||||||
| 7) Use of Techniques and Tools: Ability to select and use appropriate techniques, resources, and modern engineering and computing tools, including estimation and modeling, for the analysis and solution of complex engineering problems, while being aware of their limitations. | |||||||||||||||||||||||
| 8) Research and Review: Ability to conduct literature research for the investigation of complex engineering problems. | |||||||||||||||||||||||
| 9) Research and Review: Ability to design experiments for the investigation of complex engineering problems. | |||||||||||||||||||||||
| 10) Research and Review: Ability to conduct experiments for the investigation of complex engineering problems. | |||||||||||||||||||||||
| 11) Research and Investigation: Ability to collect data to investigate complex engineering problems. | |||||||||||||||||||||||
| 12) Research and Review: Ability to analyze and interpret results for the investigation of complex engineering problems. | |||||||||||||||||||||||
| 13) Research and Review: Ability to use research methods for the investigation of complex engineering problems. | |||||||||||||||||||||||
| 14) Global Impact of Engineering Practices: Knowledge of the impacts of engineering practices on society, health and safety, economy, sustainability and the environment within the scope of the UN Sustainable | |||||||||||||||||||||||
| 15) Global Impact of Engineering Practices: Awareness of the legal implications of engineering solutions. | |||||||||||||||||||||||
| 16) Ethical Behavior: Acting in accordance with the principles of the engineering profession*, knowledge of ethical responsibility. | |||||||||||||||||||||||
| 17) Ethical Behavior: Awareness of being impartial, non-discriminatory and inclusive of diversity. | |||||||||||||||||||||||
| 18) Individual and Teamwork: Ability to work individually (face-to-face, remotely or mixed). | |||||||||||||||||||||||
| 19) Individual and Teamwork: Ability to work effectively as a team member or leader in intra-disciplinary teams (face-to-face, remotely or mixed). | |||||||||||||||||||||||
| 20) Individual and Teamwork: Ability to work effectively as a team member or leader in multi-disciplinary teams (face-to-face, remotely or mixed). | |||||||||||||||||||||||
| 21) Oral and Written Communication: Ability to communicate effectively in technical matters, both verbally and in writing, taking into account the various differences of the target audience (such as education, language,profession). | |||||||||||||||||||||||
| 22) Project Management: Knowledge of business practices such as project management and economic feasibility analysis. | |||||||||||||||||||||||
| 23) Project Management: Awareness of entrepreneurship and innovation. | |||||||||||||||||||||||
| 24) Lifelong Learning: Lifelong learning skills that include independent and continuous learning, adapting to new and developing technologies, and questioning thinking about technological changes. | |||||||||||||||||||||||
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution | |
| 1) | Engineering Knowledge: Knowledge in mathematics, science, basic engineering, computer computing. | |
| 2) | Engineering Knowledge: Knowledge in subjects specific to the discipline of industrial engineering. | 5 |
| 3) | Engineering Knowledge: Ability to use this knowledge in solving complex engineering problems. | |
| 4) | Problem Analysis: Ability to define, formulate and analyze complex engineering problems using basic science, mathematics and engineering knowledge and considering the UN Sustainable Development Goals* | |
| 5) | Engineering Design: Ability to design creative solutions to complex engineering problems. | |
| 6) | Engineering Design: Ability to design complex systems, processes, devices or products to meet current and future needs, considering realistic constraints and conditions*. | |
| 7) | Use of Techniques and Tools: Ability to select and use appropriate techniques, resources, and modern engineering and computing tools, including estimation and modeling, for the analysis and solution of complex engineering problems, while being aware of their limitations. | |
| 8) | Research and Review: Ability to conduct literature research for the investigation of complex engineering problems. | |
| 9) | Research and Review: Ability to design experiments for the investigation of complex engineering problems. | |
| 10) | Research and Review: Ability to conduct experiments for the investigation of complex engineering problems. | |
| 11) | Research and Investigation: Ability to collect data to investigate complex engineering problems. | |
| 12) | Research and Review: Ability to analyze and interpret results for the investigation of complex engineering problems. | |
| 13) | Research and Review: Ability to use research methods for the investigation of complex engineering problems. | |
| 14) | Global Impact of Engineering Practices: Knowledge of the impacts of engineering practices on society, health and safety, economy, sustainability and the environment within the scope of the UN Sustainable | |
| 15) | Global Impact of Engineering Practices: Awareness of the legal implications of engineering solutions. | |
| 16) | Ethical Behavior: Acting in accordance with the principles of the engineering profession*, knowledge of ethical responsibility. | |
| 17) | Ethical Behavior: Awareness of being impartial, non-discriminatory and inclusive of diversity. | |
| 18) | Individual and Teamwork: Ability to work individually (face-to-face, remotely or mixed). | |
| 19) | Individual and Teamwork: Ability to work effectively as a team member or leader in intra-disciplinary teams (face-to-face, remotely or mixed). | |
| 20) | Individual and Teamwork: Ability to work effectively as a team member or leader in multi-disciplinary teams (face-to-face, remotely or mixed). | |
| 21) | Oral and Written Communication: Ability to communicate effectively in technical matters, both verbally and in writing, taking into account the various differences of the target audience (such as education, language,profession). | |
| 22) | Project Management: Knowledge of business practices such as project management and economic feasibility analysis. | |
| 23) | Project Management: Awareness of entrepreneurship and innovation. | |
| 24) | Lifelong Learning: Lifelong learning skills that include independent and continuous learning, adapting to new and developing technologies, and questioning thinking about technological changes. |
| Anlatım | |
| Course | |
| Grup çalışması ve ödevi | |
| Homework | |
| Örnek olay çalışması |
| Homework | |
| Uygulama | |
| Grup Projesi | |
| Sunum | |
| Raporlama | |
| Örnek olay sunma |
| Semester Requirements | Number of Activities | Level of Contribution |
| Attendance | 14 | % 5 |
| Presentation | 3 | % 15 |
| Midterms | 1 | % 20 |
| Semester Final Exam | 1 | % 40 |
| total | % 80 | |
| PERCENTAGE OF SEMESTER WORK | % 40 | |
| PERCENTAGE OF FINAL WORK | % 40 | |
| total | % 80 | |
| Activities | Number of Activities | Duration (Hours) | Workload |
| Course Hours | 14 | 3 | 42 |
| Study Hours Out of Class | 14 | 6 | 84 |
| Homework Assignments | 1 | 5 | 5 |
| Midterms | 1 | 1 | 1 |
| Final | 1 | 1 | 1 |
| Total Workload | 133 | ||