Develop yourself in Industrial Organization Management and incorporate into your professional practice the latest advances in this important area for the market” 

Making the best decisions in the field of organizational management requires a thorough understanding of the current market context, the company's capabilities, its components and its current production process, and foreseeing the risks that may be faced and the limits to be reached. Issues such as perfect competition, transaction costs and governmental or regulatory actions are part of the elements to be evaluated over the course of the program. 

This Professional master’s degree in Industrial Organization Management has a unique and differentiated approach. With the analysis of real situations in business contexts and with a research approach to enhance the profile of new company managers and leaders who are able to design new sustainable production models according to the needs of the industrial organization and its environment. 

The fundamental principles in managing the functional areas of a company will be developed: production, investment, financing and marketing, taking into account the current regulatory framework in terms of quality and industrial safety. Providing professionals with all the knowledge surrounding productive unit work dynamics and the interaction between their functions, to understand their importance in achieving efficient results appropriate to the strategic plan proposed. 

Therefore, professionals in the field of Business Management will be able to generate value from different perspectives and positions, such as general, financial or commercial management, providing progressive solutions in contexts of innovation and internationalization. It should be noted that the learning process is completely online over the course of 12 months, under a Relearning methodology, which allows professionals to be trained without sacrificing tasks in their daily life, obtaining the quality and flexibility they need. 

Industrial Organization Management is the key to processes in business environments to general value and create wealth” 

This Professional master’s degree in Industrial Organization Management contains the most complete and up-to-date scientific program on the market. Its most notable features are:

• Case studies presented by experts in Industrial Engineering
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice
• Practical exercises where self-assessment can be used to improve learning
• Its special emphasis on innovative methodologies
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• Content that is accessible from any fixed or portable device with an Internet connection

This degree will provide you with the most up-to-date knowledge in product design and innovation management. Enroll now and become an expert in 12 months” 

The program’s teaching staff includes professionals from the sector who contribute their work experience to this training program, as well as renowned specialists from leading societies and prestigious universities

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide immersive training programmed to train in real situations  

This program is designed around Problem-Based Learning, whereby the professional must try to solve the different professional practice situations that arise during the academic year. For this purpose, the student will be assisted by an innovative interactive video system created by renowned and experienced experts

Master the design of development and continuous improvement plans for the company's production processes"

TECH offers you a 100% online innovative study methodology that will allow you to balance your current activities with your training process"

The contents of this Professional master’s degree in Industrial Organization Management have been structured in 10 specialized modules, through which students will be able to delve into the fundamental aspects of the business environment, from the creation of the company to the development of security plans and crisis management. The new models for product design, supply chains, methodologies appropriate to each business structure, marketing, finance, mastery of production and logistics systems in national and international environments, are all part of the topics to be developed over 12 months through numerous multimedia resources such as practical exercises, interactive summaries, explanatory videos or lectures, all 100% online. 

The most updated contents in relation to the creation of companies and productive environments, you have it all in this Professional master’s degree” 

Module 1. Introduction to Business Organization

1.1. The Company and Its Components

1.1.1. The Concept of a Company
1.1.2. Functions and Classification of Business Objects
1.1.3. The Business Community
1.1.4. Types of Companies

1.2. The Company as System

1.2.1. Concepts of the System
1.2.2. Models
1.2.3. Company Subsystems
1.2.4. Values Subsystems

1.3. The Business Environment

1.3.1. Environment and Value
1.3.2. General Environment
1.3.3. Specific Environment
1.3.4. Analysis Tools

1.4. The Managerial Function

1.4.1. Basic Concepts
1.4.2. What Is Managing?
1.4.3. Decision-Making.
1.4.4. Leadership

1.5. Corporate Planning

1.5.1. Corporate Plans
1.5.2. Planning Components
1.5.3. Stages
1.5.4. Planning Tools

1.6. Business Control

1.6.1. Concept, Types and Terminology
1.6.2. Management Control
1.6.3. Quality Control
1.6.4. Balanced Scorecard

1.7. Business Organization

1.7.1. Basic Concepts
1.7.2. Organizational Structure
1.7.3. Cultural Dimensions
1.7.4. Structural Models

1.8. Human Resources Management

1.8.1. Motivation
1.8.2. Recruitment and Selection
1.8.3. Personnel Training
1.8.4. Performance Assessment

1.9. Marketing and Financial Components

1.9.1. Concept and Stages
1.9.2. Marketing and Markets
1.9.3. Marketing and Strategy
1.9.4. Relationships and Synergies

Module 2. Systems of Production, Procurement and Warehouses

2.1. Structure and Types of Production

2.1.1. Production Systems and Strategies
2.1.2. Inventory Management System
2.1.3. Production Indicators

2.2. Sales Structure, Types and Channels

2.2.1. Sales Structure: Organization, Channels and Sector
2.2.2. Sales Structure: Offices and Sales Groups
2.2.3. Determining a Sales Structure

2.3. Structure and Types of Procurement

2.3.1. Function of Procurement
2.3.2. Procurement Management
2.3.3. The Buying Decision Process

2.4. Design of Production Plants

2.4.1. Industrial Architecture and Plant Layout
2.4.2. Basic Types of Plant Layout
2.4.3. Characteristics for an Appropriate Plant Distribution

2.5. Warehouse Design

2.5.1. Advanced Warehouse Design
2.5.2. Collecting and Sorting
2.5.3. Material Flow Control

2.6. Process Design

2.6.1. Definition of Process Design
2.6.2. Principles of Process Design
2.6.3. Process Modeling

2.7. Resource Allocation

2.7.1. Introduction to Resource Allocation
2.7.2. Project Management
2.7.3. Resource Distribution

2.8. Industrial Operations Control

2.8.1. Process Control and its Characteristics
2.8.2. Examples of Industrial Processes
2.8.3. Industrial Controls

2.9. Warehouse Operations Control

2.9.1. Warehouse Operations
2.9.2. Inventory Control and Location Systems
2.9.3. Storage Management Techniques

2.10. Maintenance Operations

2.10.1. Industrial Maintenance and Typology
2.10.2. Maintenance Planning
2.10.3. Management of Computer-Assisted Maintenance

Module 3. Product Design and Innovation Management

3.1. QFD Product Design and Development (Quality Function Deployment)

3.1.1. From Customers to Technical Requirements
3.1.2. The House of Quality: Implementation Phases
3.1.3. Advantages and Limitations

3.2. Design Thinking

3.2.1. Design, Need, Technology and Strategy
3.2.2. Stages of the Process
3.2.3. Tools and Techniques Used

3.3. Concurrent Engineering

3.3.1. Concurrent Engineering Fundamentals
3.3.2. Concurrent Engineering Methodologies
3.3.3. Tools Used

3.4. Program: Planning and Definition

3.4.1. Requirements. Quality Management
3.4.2. Developmental Phases: Time Management
3.4.3. Materials, Feasibility, Processes: Cost Management
3.4.4. Project Team: Human Resource Management
3.4.5. Information. Managing Complaints
3.4.6. Risk Analysis: Risk Management

3.5. Products: Design (CAD) and Development

3.5.1. Information Management: PLM: Product Life Cycle
3.5.2. Product Failure Modes and Effects
3.5.3. CAD Construction: Review
3.5.4. Product and Manufacturing Plans
3.5.5. Design Verification

3.6. Prototypes: Development

3.6.1. Rapid Prototyping
3.6.2. Control Plan
3.6.3. Experiment Design
3.6.4. Types of Measurement Systems

3.7. Productive Process: Design and Development

3.7.1. Process Failure Modes and Effects
3.7.2. Design and Construction of Manufacturing Tooling
3.7.3. Design and Construction of Control Tooling (Gauges)
3.7.4. Adjustment Phase
3.7.5. Production Start-up
3.7.6. Initial Process Assessment

3.8. Product and Process: Validation

3.8.1. Measuring Systems Assessment
3.8.2. Validation Trials
3.8.3. Statistical Process Control (SPC)
3.8.4. Product Certification

3.9. Change Management: Improvement and Corrective Measures

3.9.1. Type of Change
3.9.2. Variability Analysis, Improvement
3.9.3. Lessons Learned and Tested Practices
3.9.4. Process of Change

3.10. Innovation and Transfer Technologies

3.10.1. Intellectual Property
3.10.2. Innovation
3.10.3. Transfer Technologies

Module 4. Quality Management

4.1. Total Quality

4.1.1. Total Quality Management
4.1.2. External and Internal Customers
4.1.3. Quality Costs
4.1.4. Continuous Improvement and the Deming Philosophy

4.2. ISO 9001:15 Quality Management System

4.2.1. ISO 9001:15 Quality Management 7 Principle
4.2.2. Process Approach
4.2.3. ISO 9001: 9001 Requirements
4.2.4. Implementation Stages and Recommendations
4.2.5. Deployment Objectives in a Hoshin-Kanri-type Model
4.2.6. Audit Certification

4.3. Integrated Management Systems

4.3.1. Environmental Management Systems: ISO Business School 14000
4.3.2. Occupational Risk Management System: ISO Business School 45001
4.3.3. Integrating Management Systems

4.4. Excellence in Management: EFQM Model

4.4.1. EFQM Model: Principles and Fundamentals
4.4.2. New EFQM Model Criteria
4.4.3. EFQM Diagnostic Tool: REDER Matrices

4.5. Quality Tools

4.5.1. Basic Tools
4.5.2. Statistical Process Control (SPC)
4.5.3. Control Plan and Guidelines for Product Quality Management

4.6. Advanced Tools and Troubleshooting Tools

4.6.1. FMEA
4.6.2. 8D Report
4.6.3. Five Whys
4.6.4. 5W + 2H
4.6.5. Benchmarking

4.7. Continuous Improvement Methodology I: PDCA

4.7.1. PDCA Cycle and Stages
4.7.2. Applying PDCA Cycle to Lean Manufacturing Development
4.7.3. Keys to Success in PDCA Projects

4.8. Continuous Improvement Methodology II: Six Sigma

4.8.1. Six Sigma Description
4.8.2. Six Sigma Principles
4.8.3. Six Sigma Project Selection
4.8.4. Six Sigma Project Stages: DMAIC Methodology
4.8.5. Six Sigma Roles
4.8.6. Six Sigma and Lean Manufacturing

4.9. Quality Suppliers: Audits Trials and Laboratory

4.9.1. Reception Quality: Agreed Quality
4.9.2. Management System Internal Audits
4.9.3. Product and Process Audits
4.9.4. Phases to Doing Audits
4.9.5. Auditor Profile
4.9.6. Testing, Laboratory and Metrology

4.10. Organization Aspects in Quality Management

4.10.1. The Role of Administration in Quality Management
4.10.2. Quality Area Organization and the Relationship with Other Areas
4.10.3. Quality Circles

Module 5. Production Planning and Control

5.1. Manufacturing Planning Phases

5.1.1. Advanced Planning
5.1.2. Sales Projections and Methods
5.1.3. Definition of Takt Time
5.1.4. Materials Plan: MRP Minimum Stock
5.1.5. Staff Plan
5.1.6. Need for Equipment

5.2. Production Plan

5.2.1. Factors to Consider
5.2.2. Push Planning
5.2.3. Pull Planning
5.2.4. Mixed Systems

5.3. Kanban

5.3.1. Types of Kanban
5.3.2. Uses for Kanban
5.3.3. Autonomous Planning: 2-bin Kanban

5.4. Production Control

5.4.1. Production Planning Variances and Reporting
5.4.2. Production Performance Monitoring: Overall Equipment Effectiveness (OEE)
5.4.3. Total Capacity Monitoring: Total Effective Equipment Performance (TEEP)

5.5. Production Organization

5.5.1. Production Team
5.5.2. Process Engineering
5.5.3. Maintenance
5.5.4. Materials Control

5.6. Total Productive Maintenance (TPM)

5.6.1. Corrective Maintenance
5.6.2. Autonomous Maintenance
5.6.3. Preventative Maintenance
5.6.4. Predictive Maintenance
5.6.5. Maintenance Efficiency Indicators MTBF - MTTR

5.7. Plant Layout

5.7.1. Conditioning Factors
5.7.2. In-line Production
5.7.3. Work Cell Production
5.7.4. Applications
5.7.5. SLP Methodology

5.8. Just In Time (JIT)

5.8.1. JIT Description and Origin
5.8.2. Objectives
5.8.3. Applying JIT: Product Sequencing

5.9. Theory of Constraints (TOC)

5.9.1. Fundamental Principles
5.9.2. Five Steps in TOC and Implementation
5.9.3. Advantages and Disadvantages

5.10. Quick Response Manufacturing (QRM)

5.10.1. Description
5.10.2. Key Structuring Points
5.10.3. QRM Implementation

Module 6. Business Creation

6.1. Entrepreneurial Spirit

6.1.1. Entrepreneur
6.1.2. Entrepreneur Characteristics
6.1.3. Types of Entrepreneurs

6.2. Entrepreneurship and Teamwork

6.2.1. Teamwork
6.2.2. Characteristics of Teamwork
6.2.3. Advantages and Disadvantages of Teamwork

6.3. Creation of a Company

6.3.1. Being an Entrepreneur
6.3.2. Company Concept and Model
6.3.3. Stages of the Business Creation Process

6.4. Basic Components of a Company

6.4.1. Different Approaches
6.4.2. The 8 Components of a Company

6.4.2.1. Customers:
6.4.2.2. Environment.
6.4.2.3. Technology
6.4.2.4. Material Resources
6.4.2.5. Human Resources.
6.4.2.6. Finances
6.4.2.7. Enterprise Networks
6.4.2.8. Opportunity

6.5. Value proposition

6.5.1. Value Proposition
6.5.2. Ideas Generation
6.5.3. General Recommendations for Value Propositions

6.6. Support Tools for the Entrepreneur

6.6.1. Lean Start-up
6.6.2. Design Thinking
6.6.3. Open Innovation

6.7. Lean Start-ups

6.7.1. Lean Start-up
6.7.2. Lean Start-up Methodology
6.7.3. Phases a Start-up Goes Through

6.8. Business Approach Sequence

6.8.1. Validate Hypotheses
6.8.2. MVP: Minimum Viable Products
6.8.3. Measure: Lean Analytics
6.8.4. Pivot or Persevere

6.9. Innovate

6.9.1. Innovation
6.9.2. The Ability to Innovate, Creativity and Growth
6.9.3. Innovation Cycle

6.10. Creativity

6.10.1. Creativity as a Skill
6.10.2. Creativity Process
6.10.3. Types of Creativity

Module 7. Logistics and Distribution Management

7.1. Introduction to Logistics Systems

7.1.1. Introduction to Logistics Systems
7.1.2. Design of Logistics Systems
7.1.3. Logistics Information Systems

7.2. Typology of the Supply Chain (SCM)

7.2.1. Supply Chain
7.2.2. Benefits of Supply Chain Management
7.2.3. Logistical Management in the Supply Chain

7.3. Internal Logistics

7.3.1. Calculating Requirements
7.3.2. Warehouses Typology in a JIT System
7.3.3. Douki Seisan Manufacturing Supplies
7.3.4. Adjusted Materials Manipulation

7.4. Distribution and Transport

7.4.1. Functions of Distribution and Transport
7.4.2. Types of Distribution Networks
7.4.3. Design of Distribution Networks

7.5. Logistical Operations Control

7.5.1. Logistical System
7.5.2. Benefits of Logistical Operations Control
7.5.3. Logistics Operations Dashboard

7.6. Interactions between the Supply Chain and All Other Departments

7.6.1. Areas to Consider in the Interaction
7.6.2. Supply Chain Interrelationships (SCM)
7.6.3. Supply Chain Management (SCM) Integration Issues

7.7. Logistics Costs

7.7.1. Costs to Consider According to Each Area
7.7.2. Problems with Logistics Costs
7.7.3. Optimizing Logistic Costs

7.8. Information Systems

7.8.1. Map of Base Systems
7.8.2. Typology of Information Systems
7.8.3. Information Systems in the Supply Chain

Module 8. Company Project Management

8.1. The Project

8.1.1. Fundamental Project Components
8.1.2. Project Director
8.1.3. Project Environment

8.2. Project Scope Management

8.2.1. Scope Analysis
8.2.2. Project Scope Planning
8.2.3. Project Scope Control

8.3. Schedule Management

8.3.1. Importance of Planning
8.3.2. Project Planning Management: Project Schedule
8.3.3. Trends in Time Management

8.4. Cost Management

8.4.1. Project Cost Analysis
8.4.2. Financial Project Selection
8.4.3. Project Cost Planning
8.4.4. Project Cost Control

8.5. Quality, Resources and Procurement

8.5.1. Total Quality and Project Direction
8.5.2. Project Resources
8.5.3. Acquisition. Recruitment System

8.6. Project Stakeholders and Communications

8.6.1. Importance of Stakeholders
8.6.2. Project Stakeholders Management
8.6.3. Project Communication

8.7. Project Risk Management

8.7.1. Fundamental Principles in Risk Management
8.7.2. Process Management for Project Risk Management
8.7.3. Trends in Risk Management

8.8. Integrated Project Management

8.8.1. Strategic Planning and Project Management
8.8.2. Project Direction Plan
8.8.3. Implementation and Control Processes
8.8.4. Project Closure

8.9. Agile Methodologies I: Scrum

8.9.1. Principles in Agile and Scrum
8.9.2. Scrum Team
8.9.3. Scrum Events
8.9.4. Scrum Artifacts

8.10. Agile Methodologies II: Kanban

8.10.1. Kanban Principles
8.10.2. Kanban and Scrumban
8.10.3. Certifications

Module 9. Occupational and Industrial Safety

9.1. Work and Health: Occupational Hazards: Risk factors

9.1.1. Prevention Management
9.1.2. The Work
9.1.3. Professionals Health
9.1.4. Risk Factors Inherent to Work
9.1.5. Influence of Working Conditions on Prevention Management
9.1.6. Prevention Techniques and Protection Techniques
9.1.7. Personal Protective Equipment: Functions, Usefulness and Selection for Each Occupational Activity

9.2. Damages Derived from Work: Occupational Accidents and Occupational Diseases

9.2.1. Health Damages: Occupational Accidents and Professional Diseases
9.2.2. Occupational Accidents Types
9.2.3. Accident/Incident Ratio Rule
9.2.4. Occupational Accident Repercussions
9.2.5. Professional Diseases: How to Face them Equitably and Sustainably

9.3. Basic Legislative and Regulatory Framework for Occupational Risk Prevention

9.3.1. Historical Evolution of the Legislative Framework in Preventive Matters
9.3.2. International Legislation and Regulations: European Union Regulations
9.3.3. National Regulations
9.3.4. Specific Regulations
9.3.5. Business and Obligations Derived from the Prevention of Occupational Hazards
9.3.6. Responsibilities and Sanctions: Workers’ Rights and Responsibilities
9.3.7. Prevention Delegates
9.3.8. Safety and Health Committee

9.4. Public Bodies Related to Occupational Safety and Health

9.4.1. Public Agencies
9.4.2. European Agencies
9.4.3. National Agencies

9.5. PRL Management Systems: Law Model 31/1995

9.5.1. Prevention Management According to the ORP Law
9.5.2. Prevention Plans
9.5.3. Risk Assessment
9.5.4. Risk Planning or Preventive Activities Planning
9.5.5. Health Surveillance
9.5.6. Information and Training
9.5.7. Emergency Measures
9.5.8. Preparing Annual Financial Statements
9.5.9. Labor Activity Audits Based on Current Legislation

9.6. Risk Prevention Documentation: Collection, Preparation and Archiving

9.6.1. Processing the Information Obtained
9.6.2. Actions Based on the Information Collected

9.7. Operational Management for the Prevention of Occupational Risks

9.7.1. Operational Risk Planning and Management
9.7.2. Implementing Prevention Processes
9.7.3. Controlling and Adjusting Processes
9.7.4. Prevention System Audits
9.7.5. Occupational Accident Costs: Contingency, Benefits and Disability

9.8. Risks Associated with Safety and Hygiene Conditions: How to Minimize Them

9.8.1. Bad Lighting
9.8.2. Contaminating Substance Exposure
9.8.3. Noise Exposure

9.9. Risks Associated with the Workplace Environment: How to Minimize Them

9.9.1. Ionizing Radiation
9.9.2. Electrical and Magnetic Fields
9.9.3. Optical Radiation

9.10. Risks Associated with Psycho-sociology Applied to Work: How to Minimize Them

9.10.1. Work Content, Load, Pace and Time
9.10.2. Work Activity Participation and Control
9.10.3. Organizational Culture: Influence on Risk Management and Prevention

Module 10. Crisis Management in Organizations

10.1. Organizational Design

10.1.1. Concept of Organizational Design
10.1.2. Organizational Structures
10.1.3. Types of Organizational Design

10.2. Organizational Structure

10.2.1. Main Coordination Mechanisms
10.2.2. Departments and Organization Charts
10.2.3. Authority and Responsibility
10.2.4. Empowerment

10.3. Corporate Social Responsibility

10.3.1. Social Commitment
10.3.2. Sustainable Organizations
10.3.3. Ethics in Organizations

10.4. Social Responsibility in Organizations

10.4.1. RSC Management in Organizations
10.4.2. RSC Applied to Employees
10.4.3. Sustainable Action

10.5. Reputation Management

10.5.1. Corporative Reputation Management
10.5.2. Focus on Brand Reputation
10.5.3. Leadership Reputation Management

10.6. Reputation Risk and Crisis Management

10.6.1. Listening to and Managing Feedback
10.6.2. Procedures, Crisis Manual and Contingency Plans
10.6.3. Spokesperson Training in Emergency Situations

10.7. Conflict in Organizations

10.7.1. Interpersonal Conflicts
10.7.2. Conflict Conditions
10.7.3. Conflict Consequences

10.8. Lobbies and Pressure Groups

10.8.1. Opinion Groups and Their Actions in Businesses and Institutions
10.8.2. Institutional Relations and Lobbying
10.8.3. Areas of Intervention, Regulatory Instruments, Diffusion Strategies and Media

10.9. Negotiation

10.9.1. Intercultural Negotiation
10.9.2. Negotiation Focuses
10.9.3. Effective Negotiation Techniques
10.9.4. Restructuring

10.10. Corporate Brand Strategy

10.10.1. Public Image and Stakeholders
10.10.2. Corporate Branding Strategy and Management
10.10.3. Corporate Communication Strategy in Line with Brand Identity

You will learn the most useful tools to help entrepreneurs generate unique value propositions. Don't miss this opportunity. Now is the time”