ISTINYE UNIVERSITY BİLGİ PAKETİ / DERS KATALOĞU
Course Introduction and Application Information
| Course Code: | JOB115 | ||||
| Course Name: | Lean Management Problem Solving Technique: Kaizen Institute Applications | ||||
| Semester: | Spring | ||||
| Course Credits: |
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| Language of instruction: | Turkish | ||||
| Course Condition: | |||||
| Does the Course Require Work Experience?: | No | ||||
| Type of course: | Departmental Elective | ||||
| Course Level: |
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| Mode of Delivery: | E-Learning | ||||
| Course Coordinator: | Dr. Öğr. Üy. TAYFUN UTAŞ | ||||
| Course Lecturer(s): | Ümit Güneşli | ||||
| Course Assistants: |
Course Objective and Content
| Course Objectives: | AIZEN™ and Lean philosophy are discussed in the course. Trainees will have the chance to get a first impression of KAIZEN™ and Lean, excellence at work, GQCDM at Toyota, Kaizen, human motivation, cultural change process and creating strategic value through the types of industries / organisations where KAIZEN™ can be applied. |
| Course Content: | Continuous Improvement: Principles of KAIZENTM Philosophy Distinguishing between value-added activities and non-value-added activities Understanding the power of Visual Management Having basic knowledge about the 4 main pillars of the KAIZEN™ Change Model. - Developing "leadership" qualities for the development of continuous improvement culture. |
Learning Outcomes
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The students who have succeeded in this course;
1) -Distinguishing between value-added and non-value-added activities Understanding the power of Visual Management Having a basic knowledge of the 4 main pillars of the KAIZEN™ Change Model. - Developing "leadership" qualities for the development of continuous improvement culture. 1) Continuous Improvement - Principles of KAIZEN™ philosophy - Distinguishing between value-added activities and non-value-added activities - Understanding the power of Visual Management - Having basic knowledge about the 4 main pillars of the KAIZEN™ Change Model. - Developing "leadership" qualities for the development of continuous improvement culture 2) leadership 3) problem solving ability 4) Kaizen basic principles 5) Muda 6) Muda model 7) Exam 8) 7 waste model 9) Gemba meeting 10) Autonomy and its benefits 11) Problem soving 12) quality tools |
Course Flow Plan
| Week | Subject | Related Preparation |
| 1) | ||
| 2) | ||
| 2) | KAIZEN™ Introduction | Lecture Notes |
| 2) | Kaizen targets | course presentation |
| 3) | Kazien paradigm | course presentation |
| 4) | kaizen principles | course presendation |
| 5) | Added value and waste | course presentation |
| 6) | 7 muda | course presentation |
| 7) | exam | exam |
| 8) | Kaizen change model | course presentation |
| 9) | Gemba meeting | course presendation |
| 9) | Gemba meeting | course presendation |
| 10) | Autonomous team and its benefits | course prensentation |
| 11) | 3c problem solving tool | course prensentation |
| 12) | help chain mechanism | course presentation |
| 13) | base quality tools | course presentation |
| 14) | standard operating principles | course presentation |
| 15) | FİNAL | EXAM PAPERS |
Sources
| Course Notes / Textbooks: | Ders Notları |
| References: | Kaizen: The Key to Japan's Competitive Success, Masaaki Imai |
Course - Program Learning Outcome Relationship
| Course Learning Outcomes | 1 |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
11 |
12 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Program Outcomes |
Course - Learning Outcome Relationship
| No Effect | 1 Lowest | 2 Average | 3 Highest |
| Program Outcomes | Level of Contribution |
Assessment & Grading
| Değerlendirme Yöntemleri ve Kriterleri | Number of Activities | Level of Contribution |
| Homework Assignments | 1 | % 30 |
| Midterms | 1 | % 20 |
| Final | 1 | % 50 |
| total | % 100 | |
Workload and ECTS Credit Calculation
| Activities | Number of Activities | Preparation for the Activity | Spent for the Activity Itself | Completing the Activity Requirements | Workload | ||
| Homework Assignments | 1 | 5 | 4 | 45 | 54 | ||
| Midterms | 1 | 2 | 2 | 20 | 24 | ||
| Final | 1 | 10 | 12 | 30 | 52 | ||
| Total Workload | 130 | ||||||