Including this academic badge on your resume will allow you to access more ambitious jobs within the EU law sector”

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class center for intensive managerial skills education.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success”

At TECH Global University

Innovation

The university offers an online learning model that balances the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system. 

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives prepared each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities.  

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.   

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case analyses in academia” 

The Executive Master's Degree in Integrated Management Systems is a completely online program, where students can continue their studies without neglecting their professional or personal activities. Therefore, the content will be accessible at the time and place that best suits their schedule. Also, thanks to the methodology Relearning students will be able to understand and assimilate the concepts presented in a natural and progressive way.

The new ISO standards are increasingly implemented in organizations and must be taken into account when integrating any management system”

Syllabus

The Executive Master's Degree in Integrated Management Systems of TECH Global University is an intensive program that will prepare the student to face new challenges and business decisions in any industrial sector.

All the content on the program have been designed to promote students' managerial and direction skills. To that end, students must be familiar with the latest regulations on corporate social responsibility, ISO 26000, and on information security, ISO 27001. These two areas are increasingly implemented in organizations, so they must be considered in management systems to complement all the work of the organization.

Further, specializing in depth in this regulation enables the development of specialized knowledge of the concepts of quality in organizations. In this sense, there will be a special emphasis on the tools to achieve a good base in this area and then develop the ISO 9001 standard itself and all the aspects derived from it.

Therefore, during the 1,500 hours of training, the student will analyze a multitude of practical cases in which they will acquire the necessary skills to develop the integration of all systems and to carry out audits to evaluate the implementation and maintenance of the Management Systems.

This Executive Master's Degree is developed over 12 months and is divided into 10 modules:

Module 1. Total Quality Management in Organizations
Module 2. ISO 9001 Quality Management System: 2015
Module 3. EFQM Model. excellence management
Module 4. Environmental Management in Organizations
Module 5. ISO 14001 Environmental Management System: 2015
Module 6. Management of Occupational Risk Prevention in the Organizations
Module 7. Occupational Risk Prevention Management System ISO 45001: 2018
Module 8. Corporate Social Responsibility and Information Security ISO 27001
Module 9. Integration of Management Systems 
Module 10. Integrated Management Systems Audits based on the ISO 19011 Standard: 2018

Where, When and How is it Taught?

TECH offers students the opportunity to take this Executive Master's Degree in Integrated Management Systems fully online. Throughout the 12 months of the educational program, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time.

Module 1. Total Quality Management in Organizations

1.1. Quality

1.1.1. Quality in Organizations
1.1.2. The Economics of Quality. Quality Costs
1.1.3. Benefits of a Quality Management System
1.1.4. Integrated Systems in Business Management

1.2. Quality Control and Management

1.2.1. Quality Management
1.2.2. Total Quality as Business Excellence
1.2.3. Expert Contributions

1.3. Comprehensive Quality

1.3.1. Leadership and Total Quality Management. Deployment of Objectives
1.3.2. Total Quality Management. Loyalty
1.3.3. Total Quality and Information Technology Management
1.3.4. Total Quality and Knowledge Management
1.3.5. Process Re-engineering

1.4. Total Quality Management

1.4.1. Total Quality Management (TQM)
1.4.2. The Great Total Quality Models
1.4.3. The Key Elements of Total Quality: Teamwork
1.4.4. The PDCA or Continuous Improvement Scheme
1.4.5. The LEAN Concept and its relation to Total Quality

1.5. Benchmarking

1.5.1. Benchmarking and Total Quality
1.5.2. Types of Benchmarking
1.5.3. BenchmarkingStages

1.6. Strategic Development of Total Quality

1.6.1. Total Quality Strategies
1.6.2. Total Quality Information Systems
1.6.3. The Strategic Vision of Total Quality
1.6.4. Tools Related to the Strategies Used in Total Quality

1.7. Process Approach in Total Quality

1.7.1. Process Management
1.7.2. Process Start-up
1.7.3. Process Management and Improvement based on PDCA Analysis
1.7.4. Relationship between Process Management and Management by Processes

1.8. Standardization: Order and Cleanliness based on 5S

1.8.1. The 5S Step by Step
1.8.2. Implementation of the 5S
1.8.3. Benefits of 5S Implementation

1.9. Total Quality Management Tools

1.9.1. Improvement Teams
1.9.2. The 7 Classic Tools of Total Quality
1.9.3. Failure Modal Analysis (FMEA)
1.9.4. Taguchi Method

1.10. Advanced Methodologies for Total Quality Management

1.10.1. Kaizen. Data Science
1.10.2. Improvement and Problem Solving Methodologies
1.10.3. Quality Engineering Tools
1.10.4. Six Sigma

Module 2. ISO 9001 Quality Management System: 2015

2.1. Quality Management Systems

2.1.1. Design Implementation of a Quality Management System
2.1.2. Customer Focus
2.1.3. Leadership
2.1.4. Staff Commitment
2.1.5. Process Based Focus
2.1.6. Continuous Improvement: Process, Stages and Tools (QFD and Value Analysis)

2.2. ISO 9001 Standard: 2015

2.2.1. ISO 9001 Development Factors: 2015
2.2.2. The High-Level Structure
2.2.3. The Management Software Adapted to the New ISO 9001:2015

2.3. ISO 9001: 2015: References, Regulations and Scope of Application

2.3.1. Terms and Definitions
2.3.2. Context of the Organization
2.3.3. Documented Information

2.4. ISO 9001: 2015. Regulatory Approach

2.4.1. Planning
2.4.2. Support
2.4.3. Surgery

2.5. ISO 9001: 2015. Performance Evaluation

2.5.1. Measurement, Analysis and Evaluation
2.5.2. Internal Audit
2.5.3. Management Review
2.5.4. External Audits

2.6. Implantation and implementation of a quality management system

2.6.1. Documentation of a QMS

2.6.1.1. Coding
2.6.1.2. Records
2.6.1.3. Models and Examples

2.6.2. Classification of Information in a QMS
2.6.3. Methodology and Critical Points of Implementation
2.6.4. SWOT Analysis

2.7. Design of the Quality Management System

2.7.1. QMS Requirements
2.7.2. QMS Planning
2.7.3. Planning of the Product or Service Realization Processes

2.8. Management System Support

2.8.1. Monitoring and Measurement Resources: People and Infrastructure
2.8.2. Competence, Awareness and Communication

2.9. Leadership

2.9.1. Management Commitment
2.9.2. Responsibility, Authority and Roles
2.9.3. ISO 9001:2015 Quality Management Review

2.10. Operability of the Management System

2.10.1. Production and Service Provision

2.10.1.1. Control Measures
2.10.1.2. Type of Control
2.10.1.3. Scope of Control

2.10.2. Identification and Traceability

Module 3. EFQM Model. excellence management

3.1. EFQM Model

3.1.1. Change and Transformation. Managing in a VUCA Environment
3.1.2. Keys to the EFQM model. EFQM Model Logic
3.1.3. Structure of the EFQM Model

3.2. Management. Criterion 1: Purpose, Vision and Strategy

3.2.1. Define Purpose and Vision
3.2.2. Identify and Stakeholder Needs
3.2.3. Understanding the Ecosystem, Own Capabilities and Key Challenges
3.2.4. Develop the Strategy
3.2.5. Design and Implement a Management and Governance System

3.3. Management. Criterion 2: Organizational Culture and Leadership

3.3.1. Driving the Culture of the Organization and Reinforcing Values
3.3.2. Creating the Conditions to Make Change Happen
3.3.3. Stimulate Creativity and Innovation
3.3.4. Unite and Commit around a Purpose, Vision and Strategy

3.4. Implementation. Criterion 3: Stakeholder Engagement

3.4.1. Customers: Building Sustainable Relationships
3.4.2. People: Attracting, Engaging, Developing and Retaining Talent
3.4.3. Investors and Regulators: Securing and Maintaining Their Continued Support
3.4.4. Society: Contributing to its Development, Well-being and Prosperity
3.4.5. Partners and Providers: Building Relationships and Securing their Commitment to Create Sustainable Value

3.5. Implementation. Criterion 4: Create Sustainable Value

3.5.1. Designing and Creating Value
3.5.2. Communicating and Selling the Value Proposition
3.5.3. Develop and Deliver the Value Proposition
3.5.4. Design and Implement the Overall Experience

3.6. Implementation. Criterion 5: Managing Performance and Transformation

3.6.1. Manage Performance and Risk
3.6.2. Transforming the Organization for the Future
3.6.3. Driving Innovation and Leveraging Technology
3.6.4. Leveraging Data, Information and Knowledge
3.6.5. Manage Assets and Resources

3.7. Results Criterion 6: Stakeholder Perception

3.7.1. Customer Perception Results
3.7.2. People Perception Results
3.7.3. Investor and Regulator Perception Results
3.7.4. Society's Perception Results
3.7.5. Partner and Supplier Perception Results

3.8. Results Criterion 7: Strategic and Operational Performance

3.8.1. Achievements in the Attainment of Purpose, Strategy and Sustainable Value Creation
3.8.2. Fulfillment of the Expectations of Key Stakeholders
3.8.3. Economic and Financial Performance
3.8.4. Performance and Transformation Management Achievements
3.8.5. Predictive Measurements for the Organization's Future

3.9. Logic of Excellence. Continuing Improvement REDER Methodology

3.9.1. REDER Logic
3.9.2. Application to the Direction and Execution Block
3.9.3. Application to the Results Block

3.10. EFQM Scoring and Practical Applications

3.10.1. EFQM Score
3.10.2. Practical Applications of the EFQM Model

Module 4. Environmental Management in Organizations

4.1. The Environment

4.1.1. The Role of the Environment in Organizations
4.1.2. Environmental Regulations
4.1.3. Benefits of a Quality Management System
4.1.4. Current Environmental Problems

4.2. Identification and Evaluation of Environmental Aspects in Organizations

4.2.1. Identification and Evaluation of Environmental Aspects

4.2.1.1. Direct Aspects vs. Indirect Aspects

4.2.2. Criteria for Evaluating Identified Environmental Aspects

4.2.2.1. Assessment Criteria
4.2.2.2. Significance of Environmental Aspects

4.3. Environmental Risk Analysis and Assessment

4.3.1. Context of the Organization
4.3.2. Environmental Risk Analysis

4.3.2.1. Environmental Risks: Typology
4.3.2.2. Types of Environmental Impacts
4.3.2.3. Fragility and Vulnerability of the Environment
4.3.2.4. Environmental Risk Identification Methods

4.3.3. Evaluation of Environmental Aspects
4.3.4. Assessment of Potential Damage to the Human, Natural and Socio-economic Environment
4.3.5. Control and Minimization Actions: Preventive Measures

4.4. Sustainable Development and SDGs Applied to Business

4.4.1. Evolution of Sustainable Development at the International Level
4.4.2. The United Nations and the 2030 Agenda
4.4.3. Millennium Goals Vs. SDG
4.4.4. The 17 SDGs and their Adaptation to Organizations

4.5. Circular Economy

4.5.1. Circular Economy and Application
4.5.2. European Union's Circular Economy Action Plan
4.5.3. Development of the European Proposal through the Spanish Circular Economy Strategy

4.6. Legal Instruments for Combating Climate Change

4.6.1. Legal Response to Climate Change

4.6.1.1. Climate Change
4.6.1.2. Major International Initiatives

4.6.1.2.1. The Kyoto Protocol
4.6.1.2.2. The Paris Agreement

4.6.2. The IPPCC

4.6.2.1. Operation and Organization
4.6.2.2. IPCC Reporting and Assessment

4.6.3. Spain in the Face of Climate Change

4.6.3.1. National Climate Change Adaptation Plan
4.6.3.2. Climate Change Legislation

4.7. Environmental Impact

4.7.1. Regulatory Framework for Environmental Assessment
4.7.2. Fundamental Principles of Environmental Assessment
4.7.3. Environmental Assessment of Projects
4.7.4. Environmental Assessment of Plans and Programs

4.8. Environmental Liability for Damage Caused

4.8.1. Activities Affected
4.8.2. Attribution of Responsibilities

4.8.2.1. Operator Responsibility
4.8.2.2. Liability of Corporate Groups
4.8.2.3. Jointly and Several Liability and Subsidiary Liability
4.8.2.4. Non-enforceability of the Obligation to Bar the Costs

4.8.3. Prevention, Avoidance and Remediation of Environmental Damage

4.8.3.1. Obligations of the Operator
4.8.3.2. Determination of Environmental Damage
4.8.3.3. Remediation of Environmental Damage

4.9. Legal Framework for the Protection of Habitats and Species

4.9.1. Evolution of Habitat and Species Protection in International Treaties
4.9.2. European Framework for the Protection of Habitats and Species

4.9.2.1. The Natura 2000 Network
4.9.2.2. Protection Tools

4.9.3. National Legislative Framework on the Protection of Biodiversity and Natural Heritage

4.10. EMAS (Eco-Management and Audit Scheme) System

4.10.1. Background and Regulatory Framework
4.10.2. Main Requirements of the EMAS Regulation
4.10.3. Stages in the Implementation
4.10.4. Advantages of its Implementation in the Company

4.10.4.1. Differences with ISO 14001 Certification: 2015

Module 5. ISO 14001 Environmental Management System: 2015

5.1. Legislative and Regulatory Framework Environment

5.1.1. Development of Preventive Regulations
5.1.2. International Legislation and Regulations
5.1.3. Spanish Legislation and Regulations

5.2. Environmental Management Systems: ISO 14001

5.2.1. Environmental Management in the Organization
5.2.2. Environmental Reports
5.2.3. Environmental Risks for Accident Prevention

5.3. ISO 14001. Chapters 1 to 5

5.3.1. ISO 14001
5.3.2. ISO 14001 Development Factors and Requirements

5.3.2.1. Purpose and Field of Application
5.3.2.2. Normative References
5.3.2.3. Terms and Definitions

5.3.3. Context of the Organization
5.3.4. Leadership and Employee Involvement

5.4. ISO 14001. Chapters 6, 7 and 8

5.4.1. Planning
5.4.2. Support
5.4.3. Operation

5.5. ISO 14001. Chapters 9 and 10

5.5.1. Performance Evaluation
5.5.2. Improvement

5.6. Evaluation of Environmental Aspects

5.6.1. Main Categories of Environmental Aspects
5.6.2. Criteria for the Evaluation of Environmental Aspects
5.6.3. Evaluation of Environmental Aspects in Order to Determine Significant Aspects

5.7. Life Cycle

5.7.1. Life Cycle Inventory
5.7.2. Life Cycle Impact Assessment
5.7.3. Interpretation of Results

5.8. Waste Management

5.8.1. Waste Streams
5.8.2. Authorizations and Communications

5.9. Environmental Indicators

5.9.1. Environmental Performance Indicators (EPI)
5.9.2. Environmental Condition Indicators (ACIs)
5.9.3. Carbon Footprint and Water Footprint

5.10. Ecolabels

5.10.1. Type 1 Eco Label
5.10.2. Type 2 Eco Label
5.10.3. Environmental Self-Declarations. Type III Environmental Statements

Module 6. Management of Occupational Risk Prevention in the Organizations

6.1. Work and Health: Occupational Risks. Risk Factors

6.1.1. Prevention Management
6.1.2. The Work
6.1.3. The Health of Professionals
6.1.4. Risk Factors Inherent to the Work Activity
6.1.5. Influence of Working Conditions on Prevention Management
6.1.6. Prevention Techniques and Protection Techniques
6.1.7. Personal Protective Equipment: Functions, Usefulness and Selection for Each Work Activity

6.2. Damages Derived from Work. Occupational Accidents and Occupational Diseases

6.2.1. Damage to Health. Occupational Accidents and Occupational Diseases
6.2.2. Occupational Accidents: Types
6.2.3. Accident/Incident Ratio Rule
6.2.4. Repercussions of Occupational Accidents
6.2.5. Occupational Disease: How to Deal with it Equitably and Sustainably

6.3. Public Agencies Related to Occupational Safety and Health

6.3.1. Public Organizations
6.3.2. European Organizations
6.3.3. National Organizations

6.4. Risks Associated with the Work Environment. How to Minimize Them

6.4.1. Ionizing Radiation
6.4.2. Electric Fields and Magnetic Fields
6.4.3. Optical Radiation

6.5. Risks Associated to Psychosociology Applied to Work How to Minimize Them

6.5.1. Content, Load, Pace and Time of Work
6.5.2. Participation and Control of the Labor Activity
6.5.3. Organizational Culture: Influence on Risk Management and Prevention

Module 7. Occupational Risk Prevention Management System. ISO 45001: 2018

7.1. Occupational Risk Prevention

7.1.1. Occupational Hazards and Risks
7.1.2. Occupational Risk Prevention Management

7.2. Preventive Techniques and Disciplines. Safety and Industrial Hygiene

7.2.1. Safety At Work
7.2.2. Industrial Hygiene

7.3. Preventive Techniques and Disciplines. Ergonomics and Occupational Medicine

7.3.1. Ergonomics and Psychosociology Applied to the Workplace
7.3.2. Occupational Medicine

7.4. The ISO 45001 Standard: 2018

7.4.1. Implementation of an OSH Management System
7.4.2. ISO 45001. Background, Evolution and Basic Characteristics
7.4.3. High-level Structure of the ISO Standard: Possibility of Integration with Other ISO Standards

7.5. ISO 45001:2018. Scope of Application

7.5.1. Scope of Application
7.5.2. Terms and Definitions

7.6. ISO 45001:2018. Implementation Plan

7.6.1. Implementation Plan
7.6.2. Context of the Organization
7.6.3. Scope of the SGSST

7.7. ISO 45001:2018. Planning

7.7.1. Leadership and Employee Involvement
7.7.2. Planning
7.7.3. Support
7.7.4. Support

7.8. ISO 45001:2018. Operation

7.8.1. Operational Control
7.8.2. Emergency Preparedness and Response

7.9. ISO 45001:2018. Performance Evaluation

7.9.1. Performance Monitoring, Measurement, Analysis and Evaluation
7.9.2. Evaluation of Compliance
7.9.3. Internal Auditing
7.9.4. Management Review

7.10. ISO 45001:2018. Improvement

7.10.1. Incidents, Non-conformities and Corrective Actions
7.10.2. Continuing Improvement
7.10.3. OSHMS Certification

Module 8. Corporate Social Responsibility and Information Security ISO 27001

8.1. Corporate Social Responsibility: Framework in the GIS

8.1.1. CSR Approach to Corporate Governance
8.1.2. CSR Mission and Objectives
8.1.3. Value Creation from CSR Programs

8.2. Sustainability and Corporate Social Responsibility

8.2.1. Selection and Definition of CSR Conditioning Factors
8.2.2. Methodology: How to Define Sustainability-Enhancing CSR Programs

8.3. Analysis of the Environment and Objectives

8.3.1. Identification of Key Players in CSR Programs
8.3.2. Definition of Actions by Typology of Dialogue
8.3.3. CSR Objectives
8.3.4. CSR Management

8.4. The Integration of CSR in the Strategic Planning of Organizations

8.4.1. Formulation of Indicators to Verify the Effectiveness of CSR
8.4.2. Association of Indicators to Corporate Objectives
8.4.3. Methodologies for Monitoring and Verification of Indicators

8.5. Corporate Social Responsibility: Contrasted Models

8.5.1. Spanish
8.5.2. European
8.5.3. Global
8.5.4. Multilateral Organizations Related to CSR: ILO, OECD

8.6. Management of the external Relations from a CSR Framework

8.6.1. Society
8.6.2. Customers:
8.6.3. Administration

8.7. Application of CSR in Human Resources Policy

8.7.1. Equal Opportunity
8.7.2. Personal Development Program
8.7.3. Actions for Vulnerable Groups

8.8. CSR Regulations

8.8.1. SA8000 Standard on Social Responsibility Management Systems
8.8.2. SSG21
8.8.3. IQNet SR10 Standard on Social Responsibility Management System

8.9. Information Security Management Systems. ISO 27001

8.9.1. ISO 27001
8.9.2. Phases for Implementation

8.10. Information Security Management Systems. Legal Framework

8.10.1. Detection of Irregularities and Non-conformities
8.10.2. Formulation of Improvement Actions

Module 9. Integration of Management Systems

9.1. Systems Integration for the Organization

9.1.1. Background
9.1.2. Fundamentals

9.2. Approach to Management Systems Integration

9.2.1. Objectives
9.2.2. Advantages

9.3. Structure of an Integrated Management System

9.3.1. Integrated Management Policy: General Aspects
9.3.2. Utility and Importance of Integration in an Organization

9.4. Common Standards for Systems Integration

9.4.1. Standard UNE 66177:2005
9.4.2. Standard PAS 99:2012
9.4.3. Standard DS 8001:2005

9.5. Guide for Integration in Accordance with UNE 66177:2005

9.5.1. Phases for Integration

9.6. Standard UNE 66177:2005

9.6.1. Structure of the Integration Plan
9.6.2. Development of the Integration Plan

9.7. Integration Methods

9.7.1. Basic Method
9.7.2. Advanced Method
9.7.3. Expert Method

9.8. Correspondence Between Standards

9.8.1. Cross-cutting Elements
9.8.2. Specific Components

9.9. Implementation

9.9.1. Responsibilities and Work Team
9.9.2. Effective Follow-up of the Integration Plan

9.10. Documentation of an Integrated System

9.10.1. Procedure
9.10.2. Application

Module 10. Integrated Management Systems Audits based on the ISO 19011 Standard: 2018

10.1. Management System Audits

10.1.1. Intention
10.1.2. Types of Audits
10.1.3. Key Terms

10.2. Standards Related to Management System Audits

10.2.1. ISO 19011 Guidelines for the Audit of Management Systems
10.2.2. ISO/IEC 27007 Guidelines for the Audit of Information Security Management Systems
10.2.3. ISO/IEC 17021-1 Requirements for Bodies Carrying out Audits and Certification of Management Systems. Part 1 Requirements
10.2.4. ISO & IAF. ISO 9001 Auditing Practices Group

10.3. Principles of Management System Audits

10.3.1. Integrity
10.3.2. Impartial Presentation
10.3.3. Due Professional Care
10.3.4. Confidentiality
10.3.5. Independence
10.3.6. Evidence-Based Approach
10.3.7. Risk-Based Approach

10.4. Audit Program Management

10.4.1. The Audit Program and its Objectives
10.4.2. Audit Program Risks and Opportunities
10.4.3. Responsibilities and Competencies for Audit Program Management
10.4.4. Audit Program Resources
10.4.5. Follow-up and Improvement of the Audit Program

10.5. Audit Plans

10.5.1. Audit Feasibility
10.5.2. Review of Documented Information
10.5.3. Audit Planning
10.5.4. Checklists

10.6. Carrying Out the Audit

10.6.1. The Opening Meeting
10.6.2. Methods
10.6.3. Generation of Findings
10.6.4. Communication in the Audit
10.6.5. Conclusions
10.6.6. The Closing Meeting

10.7. Remote Audits

10.7.1. IAF Documents as a Basis for Remote Audits
10.7.2. Risks and Opportunities
10.7.3. Confidentiality and Information Security Controls

10.8. Audit Report

10.8.1. Report Preparation
10.8.2. Distribution

10.9. Review of the Auditor's Treatment of Findings

10.9.1. Proofreading Review
10.9.2. Review of the Root Cause Analysis
10.9.3. Review of Corrective Actions
10.9.4. Review of the Effectiveness of Actions

10.10. Auditors' Competence

10.10.1. Knowledge and Skills
10.10.2. Personal Attributes
10.10.3. Evaluation of Auditors

A unique, key, and decisive educational experience to boost your professional development and make the definitive leap"