You will have the opportunity to lead and efficiently coordinate production processes, optimizing resources and ensuring the quality of products or services” 

Why Study at TECH?

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

TECH's value proposition is shaking the foundations of traditional business schools. It offers you the best specialization at the best price"

At TECH

Innovación

The university offers an online learning model that combines 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 trained 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. 

Show the world your talent after completing this program. 

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 method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

Economy of Scale

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 studies in the academic community”

The curriculum of an Advanced Master's Degree MBA in Production Management encompasses many contents designed to provide students with an understanding of the key aspects of production management. These include production planning and control, supply chain management, process optimization, quality management, advanced manufacturing technology, logistics and distribution, as well as topics related to sustainability and corporate social responsibility. 

You will address decision making in global environments, product and process innovation, and organizational change management. What are you waiting for to enroll?” 

Syllabus

This TECH Global University Advanced Master’s Degree MBA in Production Management is an intense program that prepares students to face challenges and business decisions globally. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.

Throughout this study, students will analyze a multitude of practical cases through individual work, achieving a high quality learning that can be applied, later, to their daily practice. It is, therefore, an authentic immersion in real business situations.

This program deals in depth with the main fundamentals of production management, and is designed for managers to understand business management from a strategic, international and innovative perspective.

A plan designed for students, focused on their professional improvement and that prepares them to achieve excellence in the field of production management in any organization. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way. 

This program takes place over 24 months and is divided into 20 modules: 

Módulo 1. Leadership, Ethics and Social Responsibility in Companies
Módulo 2. Strategic Managementand Executive Management 
Módulo 3. People and Talent Management 
Módulo 4. Economic and Financial Management
Módulo 5. Operations and Logistics Management 
Módulo 6. Information Systems Management
Módulo 7. Commercial Management, Strategic Marketing and Corporate Communications 
Módulo 8. Market Research, Advertising and Commercial Management
Módulo 9. Innovation and Project Management
Módulo 10. Executive  Management
Módulo 11. Lean Manufacturing Principles and Context
Módulo 12. Value and Waste (Muda): Identification and Elimination of Non-Value Adding Activities 
Módulo 13. Value Stream Mapping: Analysis and Mapping of the Flow of Materials, Information and Activities in a Process. Flow Optimization  
Módulo 14. Continuous Flow: Process Design for a Smooth and Continuous Workflow.
Módulo 15. Pull System: Implementing a Demand-Pull Production System to Control Production and Minimize Inventory 
Módulo 16. LEAN Quality Management
Módulo 17. Continuous Improvement, Kaizen.
Módulo 18. Evolution of Production Organization in a Lean System
Módulo 19. TPM (Total Productive Maintenance),OEE (Overall Equipment Effectiveness)
Módulo 20. Lean Implementation: Strategies and Best Practices for Successful Implementation of Lean Manufacturing in an Organization

Where, When and How is it Taught?

TECH offers the possibility of developing this Advanced Master's Degree MBA in Production Management completely online. Throughout the 24 months of the educational program, the students will be able to access all the contents of this program at any time, allowing them to self-manage their study time. 

Module 1. Leadership, Ethics and Social Responsibility in Companies

1.1. Globalization and Governance 

1.1.1. Governance and Corporate Governance 
1.1.2. The Fundamentals of Corporate Governance in Companies 
1.1.3. The Role of the Board of Directors in the Corporate Governance Framework. 

1.2. Leadership 

1.2.1. Leadership A Conceptual Approach 
1.2.2. Leadership in Companies 
1.2.3. The Importance of Leaders in Business Management 

1.3. Cross Cultural Management 

1.3.1. Cross Cultural Management Concept
1.3.2. Contributions to Knowledge of National Cultures 
1.3.3. Diversity Management 

1.4. Management and Leadership Development 

1.4.1. Concept of Management Development 
1.4.2. Concept of Leadership 
1.4.3. Leadership Theories 
1.4.4. Leadership Styles 
1.4.5. Intelligence in Leadership 
1.4.6. The Challenges of Today's Leader 

1.5. Business Ethics 

1.5.1. Ethics and Morality 
1.5.2. Business Ethics 
1.5.3. Leadership and Ethics in Companies 

1.6. Sustainability 

1.6.1. Sustainability and Sustainable Development 
1.6.2. The 2030 Agenda 
1.6.3. Sustainable Companies 

1.7. Corporate Social Responsibility 

1.7.1. International Dimensions of Corporate Social Responsibility 
1.7.2. Implementing Corporate Social Responsibility 
1.7.3. The Impact and Measurement of Corporate Social Responsibility 

1.8. Responsible Management Systems and Tools 

1.8.1. CSR: Corporate Social Responsibility 
1.8.2. Essential Aspects for Implementing a Responsible Management Strategy 
1.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System 
1.8.4. CSR Tools and Standards 

1.9. Multinationals and Human Rights 

1.9.1. Globalization, Multinational Companies and Human Rights 
1.9.2. Multinational Companies vs.International Law 
1.9.3. Legal Instruments for Multinationals in the Area of Human Rights 

1.10. Legal Environment and Corporate Governance 

1.10.1. International Rules on Importation and Exportation 
1.10.2. Intellectual and Industrial Property 
1.10.3. International Labor Law

Module 2. Strategic Management and Executive Management   

2.1. Organizational Analysis and Design 

2.1.1. Conceptual Framework
2.1.2. Key Elements in Organizational Design
2.1.3. Basic Organizational Models
2.1.4. Organizational Design: Typologies 

2.2. Corporate Strategy 

2.2.1. Competitive Corporate Strategy
2.2.2. Types of Growth Strategies
2.2.3. Conceptual Framework 

2.3. Strategic Planning and Strategy Formulation 

2.3.1. Conceptual Framework
2.3.2. Elements of Strategic Planning
2.3.3. Strategy Formulation: Strategic Planning Process 

2.4. Strategic Thinking 

2.4.1. The Company as a System
2.4.2. Organization Concept

2.5. Financial Diagnosis 

2.5.1. Concept of Financial Diagnosis
2.5.2. Stages of Financial Diagnosis
2.5.3. Assessment Methods for Financial Diagnosis 

2.6. Planning and Strategy 

2.6.1. The Plan from a Strategy
2.6.2. Strategic Positioning
2.6.3. Strategy in Companies 

2.7. Strategy Models and Patterns 

2.7.1. Conceptual Framework
2.7.2. Strategic Models
2.7.3. Strategic Patterns: The Five P’s of Strategy 

2.8. Competitive Strategy 

2.8.1. The Competitive Advantage
2.8.2. Choosing a Competitive Strategy
2.8.3. Strategies Based on the Strategic Clock Model
2.8.4. Types of Strategies According to the Industrial Sector Life Cycle

2.9. Strategic Management 

2.9.1. The Concept of Strategy
2.9.2. The Process of Strategic Management
2.9.3. Approaches in Strategic Management 

2.10. Strategy Implementation 

2.10.1. Indicator Systems and Process Approach
2.10.2. Strategic Map
2.10.3. Strategic Alignment 

2.11. Executive Management 

2.11.1. Conceptual Framework of Executive Management
2.11.2. Executive Management The Role of the Board of Directors and Corporate Management Tools 

2.12. Strategic Communication 

2.12.1 Interpersonal Communication 
2.12.2 Communication Skills and Influence 
2.12.3. Internal Communication 
2.12.4 Barriers for Business Communication

Module 3. People and Talent Management   

3.1. Organizational Behavior 

3.1.1. Organizational Behavior Conceptual Framework
3.1.2. Main Factors of Organizational Behavior 

3.2. People in Organizations 

3.2.1. Quality of Work Life and Psychological Well-Being
3.2.2. Work Teams and Meeting Management
3.2.3. Coaching and Team Management
3.2.4. Managing Equality and Diversity 

3.3. Strategic People Management 

3.3.1. Strategic Human Resources Management
3.3.2. Strategic People Management 

3.4. Evolution of Resources.An Integrated Vision 

3.4.1. The Importance of HR
3.4.2. A New Environment for People Management and Leadership
3.4.3. Strategic HR Management

3.5. Selection, Group Dynamics and HR Recruitment 

3.5.1. Approach to Recruitment and Selection
3.5.2. Recruitment.
3.5.3. The Selection Process 

3.6. Human Resources Management by Competencies 

3.6.1. Analysis of the Potential
3.6.2. Remuneration Policy
3.6.3. Career/Succession Planning 

3.7. Performance Evaluation and Compliance Management 

3.7.1. Performance Management
3.7.2. Performance Management: Objectives and Process 

3.8. Management of Training 

3.8.1.  Learning Theories
3.8.2. Talent Detection and Retention
3.8.3. Gamification and Talent Management
3.8.4. Training and Professional Obsolescence 

3.9. Talent Management 

3.9.1. Keys for Positive Management
3.9.2. Conceptual Origin of Talent and its Implication in the Company
3.9.3. Map of Talent in the Organization 
3.9.4. Cost and Added Value 

3.10. Innovation in Talent and People Management 

3.10.1. Strategic Talent Management Models
3.10.2. Identification, Training and Development of Talent
3.10.3. Loyalty and Retention 
3.10.4. Proactivity and Innovation 

3.11. Motivation 

3.11.1. The Nature of Motivation 
3.11.2. Expectations Theory
3.11.3. Needs Theory
3.11.4. Motivation and Financial Compensation 

3.12. Employer Branding 

3.12.1. Employer Branding in HR
3.12.2. Personal Branding for HR Professionals 

3.13. Developing High Performance Teams

3.13.1. High Performance Teams: Self-Managed Teams
3.13.2. Methodologies for the Management of High Performance Self-Managed Teams

3.14. Management Skills Development 

3.14.1. What are Manager Competencies? 
3.14.2. Elements of Competencies 
3.14.3. Knowledge 
3.14.4. Management Skills 
3.14.5. Attitudes and Values in Managers 
3.14.6. Managerial Skills 

3.15. Time Management 

3.15.1. Benefits
3.15.2. What Can be the Causes of Poor Time Management? 
3.15.3. Time 
3.15.4. Time Illusions 
3.15.5. Attention and Memory
3.15.6. State of Mind
3.15.7. Time Management
3.15.8. Being Proactive
3.15.9. Be Clear About the Objective
3.15.10. Order 
3.15.11. Planning 

3.16. Change Management 

3.16.1. Change Management
3.16.2. Type of Change Management Processes
3.16.3. Stages or Phases in the Change Management Process 

3.17. Negotiation and Conflict Management 

3.17.1 Negotiation 
3.17.2 Conflicts Management 
3.17.3 Crisis Management 

3.18. Executive Communication 

3.18.1. Internal and External Communication in the Corporate Environment 
3.18.2. Communication Departments 
3.18.3. The Person in Charge of Communication of the Company. The Profile of the Dircom 

3.19. Human Resources Management and PRL Teams 

3.19.1. Management of Human Resources and Teams
3.19.2.  Prevention of Occupational Risks

3.20. Productivity, Attraction, Retention and Activation of Talent 

3.20.1. Productivity 
3.20.2. Talent Attraction and Retention Levers 

3.21. Monetary Compensation Vs.Non-Cash

3.21.1. Monetary Compensation Vs. Non-Cash 
3.21.2. Wage Band Models 
3.21.3. Non-Cash Compensation Models 
3.21.4. Working Model 
3.21.5. Corporate Community 
3.21.6. Company Image 
3.21.7. Emotional Salary 

3.22. Innovation in Talent and People Management II

3.22.1. Innovation in Organizations
3.22.2. New Challenges in the Human Resources Department
3.22.3. Innovation Management
3.22.4. Tools for Innovation

3.23. Knowledge and Talent Management 

3.23.1. Knowledge and Talent Management
3.23.2. Knowledge Management Implementation 

3.24. Transforming Human Resources in the Digital Era 

3.24.1. The Socioeconomic Context
3.24.2. New Forms of Corporate Organization
3.24.3. New Methodologies

Module 4.  Economic and Financial Management 

4.1. Economic Environment 

4.1.1. Macroeconomic Environment and the National Financial System 
4.1.2. Financial Institutions 
4.1.3. Financial Markets 
4.1.4. Financial Assets 
4.1.5. Other Financial Sector Entities 

4.2. Company Financing 

4.2.1. Sources of Financing 
4.2.2. Types of Financing Costs 

4.3. Executive Accounting 

4.3.1. Basic Concepts  
4.3.2. The Company's Assets  
4.3.3. The Company's Liabilities  
4.3.4. The Company's Net Worth  
4.3.5. The Income Statement  

4.4. From General Accounting to Cost Accounting 

4.4.1. Elements of Cost Calculation 
4.4.2. Expenses in General Accounting and Cost Accounting 
4.4.3. Costs Classification 

4.5. Information Systems and Business Intelligence 

4.5.1. Fundamentals and Classification 
4.5.2. Cost Allocation Phases and Methods 
4.5.3. Choice of Cost Center and Impact 

4.6. Budget and Management Control 

4.6.1. The Budget Model  
4.6.2. The Capital Budget 
4.6.3. The Operating Budget  
4.6.5. Treasury Budget  
4.6.6. Budget Monitoring  

4.7. Treasury Management 

4.7.1. Accounting Working Capital and Necessary Working Capital 
4.7.2. Calculation of Operating Requirements of Funds 
4.7.3. Credit Management 

4.8. Corporate Tax Responsibility 

4.8.1. Basic Tax Concepts  
4.8.2. Corporate Income Tax  
4.8.3. Value Added Tax  
4.8.4. Other Taxes Related to Commercial with the Mercantile Activity  
4.8.5. The Company as a Facilitator of the Work of the of the State

4.9. Systems of Control of Enterprises 

4.9.1. Analysis of Financial Statements  
4.9.2. The Company's Balance Sheet  
4.9.3. The Profit and Loss Statement  
4.9.4. The Statement of Cash Flows  
4.9.5. Ratio Analysis  

4.10. Financial Management 

4.10.1. The Company's Financial Decisions  
4.10.2. Financial Department  
4.10.3. Cash Surpluses  
4.10.4. Risks Associated with Financial Management  
4.10.5. Financial Administration Risk Management  

4.11. Financial Planning 

4.11.1. Definition of Financial Planning 
4.11.2. Actions to be Taken in Financial Planning 
4.11.3. Creation and Establishment of the Business Strategy  
4.11.4. The Cash Flow Table 
4.11.5. The Working Capital Table 

4.12. Corporate Financial Strategy 

4.12.1. Corporate Strategy and Sources of Financing 
4.12.2. Financial Products for Corporate Financing  

4.13. Macroeconomic Context 

4.13.1. Macroeconomic Context 
4.13.2. Relevant Economic Indicators 
4.13.3. Mechanisms for Monitoring of Macroeconomic Magnitudes 
4.13.4. Economic Cycles  

4.14. Strategic Financing 

4.14.1. Self-Financing  
4.14.2. Increase in Equity  
4.14.3. Hybrid Resources  
4.14.4. Financing Through Intermediaries  

4.15. Money and Capital  Markets 

4.15.1. The Money Market  
4.15.2. The Fixed Income Market  
4.15.3. The Equity Market  
4.15.4. The Foreign Exchange Market  
4.15.5. The Derivatives Market  

4.16. Financial Analysis and Planning 

4.16.1.  Analysis of the Balance Sheet 
4.16.2. Analysis of the Income Statement 
4.16.3. Profitability Analysis 

4.17. Analysis and Resolution of Cases/Problems 

4.17.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX) 

Module 5. Operations and Logistics Management  

5.1. Operations Direction and Management

5.1.1. The Role of Operations 
5.1.2. The Impact of Operations on the Management of Companies.  
5.1.3. Introduction to Operations Strategy 
5.1.4. Operations Management

5.2. Industrial Organization and Logistics 

5.2.1. Industrial Organization Department
5.2.2. Logistics Department

5.3. Structure and Types of Production (MTS, MTO, ATO, ETO, etc)  

5.3.1. Production System 
5.3.2. Production Strategy  
5.3.3. Inventory Management System
5.3.4. Production Indicators 

5.4. Structure and Types of Procurement  

5.4.1. Function of Procurement 
5.4.2. Procurement Management
5.4.3. Types of Purchases 
5.4.4. Efficient Purchasing Management of a Company 
5.4.5. Stages of the Purchase Decision Process 

5.5. Economic Control of Purchasing 

5.5.1. Economic Influence of Purchases
5.5.2.  Cost Centers 
5.5.3. Budget
5.5.4. Budgeting vs. Actual Expenditure
5.5.5. Budgetary Control Tools

5.6. Warehouse Operations Control 

5.6.1. Inventory Control
5.6.2. Location Systems
5.6.3. Stock Management Techniques
5.6.4. Storage Systems

5.7. Strategic Purchasing Management

5.7.1. Business Strategy
5.7.2. Strategic Planning
5.7.3. Purchasing Strategies

5.8. Typologies of the Supply Chain (SCM) 

5.8.1. Supply Chain
5.8.2. Benefits of Supply Chain Management
5.8.3. Logistical Management in the Supply Chain

5.9. Supply Chain Management 

5.9.1. The Concept of Management of the Supply Chain (SCM)
5.9.2. Supply Chain Costs and Efficiency
5.9.3. Demand Patterns
5.9.4. Operations Strategy and Change

5.10. Interactions Between the SCM and All Other Departments

5.10.1. Interaction of the Supply Chain 
5.10.2. Interaction of the Supply Chain. Integration by Parts
5.10.3. Supply Chain Integration Problems 
5.10.4. Supply Chain

5.11. Logistics Costs 

5.11.1. Logistics Costs
5.11.2. Problems with Logistics Costs
5.11.3. Optimizing Logistic Costs  

5.12. Profitability and Efficiency of Logistics Chains: KPIS 

5.12.1. Logistics Chain
5.12.2. Profitability and Efficiency of the Logistics Chain
5.12.3. Indicators of Profitability and Efficiency of the Supply Chain

5.13. Process Management

5.13.1.  Process Management 
5.13.2. Process-Based Approach: Process Mapping 
5.13.3. Improvements in Process Management 

5.14. Distribution and Transportation and Logistics
5.14.1. Distribution in the Supply Chain 
5.14.2. Transportation Logistics 
5.14.3. Geographic Information Systems as a Support to Logistics 

5.15. Logistics and Customers

5.15.1. Demand Analysis 
5.15.2. Demand and Sales Forecast 
5.15.3. Sales and Operations Planning
5.15.4. Participatory Planning, Forecasting and and Replenishment Planning (CPFR) 

5.16. International Logistics 

5.16.1.  Export and Import Processes 
5.16.2. Customs 
5.16.3. Methods and Means of International Payment
5.16.4. International Logistics Platforms

5.17. Outsourcing of Operations

5.17.1. Operations Management and Outsourcing 
5.17.2. Outsourcing Implementation in Logistics Environments 

5.18. Competitiveness in Operations

5.18.1. Operations Management 
5.18.2. Operational Competitiveness 
5.18.3. Operations Strategy and Competitive Advantages 

5.19. Quality Management

5.19.1. Internal and External Customers
5.19.2. Quality Costs
5.19.3. Ongoing Improvement and the Deming Philosophy

Module 6. Information Systems Management 

6.1. Technological Environment

6.1.1. Technology and Globalization 
6.1.2. Economic Environment and Technology 
6.1.3. Technological Environment and its Impact on Companies 

6.2. Information Systems and Technologies in the Enterprise 

6.2.1. The Evolution of the IT Model
6.2.2. Organization and IT Departments
6.2.3. Information Technology and Economic Environment

6.3. Corporate Strategy and Technology Strategy 

6.3.1. Creating Value for Customers and Shareholders
6.3.2. Strategic IS/IT Decisions
6.3.3. Corporate Strategy vs Technological and Digital Strategy

6.4. Information Systems Management

6.4.1. Corporate Governance of Technology and Information Systems 
6.4.2. Management of Information Systems in Companies 
6.4.3. Expert Managers in Information Systems: Roles and Functions 

6.5. Information Technology Strategic Planning

6.5.1. Information Systems and Corporate Strategy
6.5.2. Strategic Planning of Information Systems  
6.5.3. Phases of Information Systems Strategic Planning 

6.6. Information Systems for Decision-Making

6.6.1. Business Intelligence
6.6.2. Data Warehouse
6.6.3. BSC or Balanced Scorecard

6.7. Exploring the Information

6.7.1. SQL: Relational Databases.Basic Concepts
6.7.2. Networks and Communications
6.7.3. Operational System: Standardized Data Models 
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards. 
6.7.5. Strategic DB Analysis and Report Composition 

6.8. Enterprise Business Intelligence

6.8.1. The World of Data
6.8.2. Relevant Concepts.
6.8.3. Main Characteristics
6.8.4. Solutions in Today's Market
6.8.5. Overall Architecture of a BI Solution
6.8.6. Cybersecurity in BI and Data Science

6.9. New Business Concept  

6.9.1. Why BI
6.9.2. Obtaining Information
6.9.3. BI in the Different Departments of the Company
6.9.4. Reasons to Invest in BI

6.10. BI Tools and Solutions 

6.10.1. How to Choose the Best Tool?
6.10.2. Microsoft Power BI, MicroStrategy and Tableau
6.10.3. SAP BI, SAS BI and Qlikview
6.10.4. Prometheus

6.11. BI Project Planning and Management  

6.11.1. First Steps to Define a BI Project
6.11.2.  BI Solution for the Company
6.11.3. Requirements and Objectives 

6.12. Corporate Management Applications 

6.12.1. Information Systems and Corporate Management 
6.12.2. Applications for Corporate Management 
6.12.3. Enterprise Resource Planning or ERP Systems 

6.13. Digital Transformation

6.13.1.  Conceptual Framework of Digital Transformation 
6.13.2. Digital Transformation; Key Elements, Benefits and Drawbacks
6.13.3. Digital Transformation in Companies 

6.14. Technology and Trends

6.14.1. Main Trends in the Field of Technology that are Changing Business Models 
6.14.2. Analysis of the Main Emerging Technologies 

6.15. IT Outsourcing

6.15.1. Conceptual Framework of Outsourcing 
6.15.2. IT Outsourcing and its Impact on the Business 
6.15.3. Keys to Implement Corporate IT Outsourcing Projects

Module 7. Commercial Management, Strategic Marketing and Corporate Communication

7.1. Commercial Management

7.1.1. Conceptual Framework of Commercial Management
7.1.2. Business Strategy and Planning
7.1.3. The Role of Sales Managers

7.2. Marketing 

7.2.1. The Concept of Marketing
7.2.2. Basic Elements of Marketing
7.2.3. Marketing Activities of the Company

7.3. Strategic Marketing Management

7.3.1. The Concept of Strategic Marketing
7.3.2. Concept of Strategic Marketing Planning
7.3.3. Stages in the Process of Strategic Marketing Planning

7.4. Digital Marketing and E-Commerce

7.4.1. Digital Marketing and E-Commerce Objectives  
7.4.2. Digital Marketing and Media Used 
7.4.3. E-Commerce General Context 
7.4.4. Categories of E-Commerce 
7.4.5. Advantages and Disadvantages of E-commerce Versus Traditional Commerce

7.5. Managing Digital Business

7.5.1. Competitive Strategy in the Face of the Growing Digitalization of the Media 
7.5.2. Design and Creation of a Digital Marketing Plan 
7.5.3. ROI Analysis in a Digital Marketing Plan 

7.6. Digital Marketing to Reinforce the Brand

7.6.1. Online Strategies to Improve Your Brand's Reputation
7.6.2. Branded Content and Storytelling

7.7. Digital Marketing Strategy

7.7.1. Defining the Digital Marketing Strategy 
7.7.2. Digital Marketing Strategy Tools 

7.8. Digital Marketing to Attract and Retain Customers 

7.8.1. Loyalty and Engagement Strategies Through the Internet
7.8.2. Visitor Relationship Management
7.8.3. Hypersegmentation

7.9. Managing Digital Campaigns

7.9.1.  What is a Digital Advertising Campaign?
7.9.2. Steps to Launch an Online Marketing Campaign
7.9.3. Mistakes in Digital Advertising Campaigns

7.10. Online Marketing Plan

7.10.1. What is an Online Marketing Plan?
7.10.2. Steps to Create an Online Marketing Plan
7.10.3. Advantages of Having an Online Marketing Plan

7.11. Blended Marketing

7.11.1. What is Blended Marketing?
7.11.2. Differences Between Online and Offline Marketing
7.11.3. Aspects to be Taken into Account in the Blended Marketing Strategy 
7.11.4. Characteristics of a Blended Marketing Strategy
7.11.5. Recommendations in Blended Marketing
7.11.6. Benefits of Blended Marketing

7.12. Sales Strategy 

7.12.1. Sales Strategy 
7.12.2. Sales Methods

7.13. Corporate Communication 

7.13.1. Concept
7.13.2. The Importance of Communication in the Organization
7.13.3. Type of Communication in the Organization
7.13.4. Functions of Communication in the Organization
7.13.5. Components of Communication
7.13.6. Communication Problems
7.13.7. Communication Scenarios

7.14. Corporate Communication Strategy 

7.14.1. Motivational Programs, Social Action, Participation and Training with HR 
7.14.2. Internal Communication Tools and Supports
7.14.3. Internal Communication Plan

7.15. Digital Communication and Reputation

7.15.1. Online Reputation 
7.15.2. How to Measure Digital Reputation? 
7.15.3. Online Reputation Tools 
7.15.4. Online Reputation Report 
7.15.5. Online Branding

Module 8. Market Research, Advertising and Commercial Management

8.1. Market Research 

8.1.1. Marketing Research: Historical Origin  
8.1.2. Analysis and Evolution of the Conceptual Framework of Marketing Research  
8.1.3. Key Elements and Value Contribution of Market Research  

8.2. Quantitative Research Methods and Techniques 

8.2.1. Sample Size  
8.2.2. Sampling  
8.2.3. Types of Quantitative Techniques   

8.3. Qualitative Research Methods and Techniques 

8.3.1. Types of Qualitative Research 
8.3.2. Qualitative Research Techniques 

8.4. Market Segmentation 

8.4.1. Market Segmentation Concept  
8.4.2. Utility and Segmentation Requirements  
8.4.3. Consumer Market Segmentation  
8.4.4. Industrial Market Segmentation  
8.4.5. Segmentation Strategies  
8.4.6. Segmentation Based on Marketing - Mix Criteria  
8.4.7. Market Segmentation Methodology 

8.5. Research Project Management 

8.5.1. Market Research as a Process 
8.5.2. Planning Stages in Market Research 
8.5.3. Stages of Market Research Implementation 
8.5.4. Managing a Research Project  

8.6. International Market Research  

8.6.1. International Market Research 
8.6.2. International Market Research Process 
8.6.3. The Importance of Secondary Sources in International Market Research 

8.7. Feasibility Studies    

8.7.1. Concept and Usefulness 
8.7.2. Outline of a Feasibility Study 
8.7.3. Development of a Feasibility Study 

8.8. Publicity 

8.8.1. Historical Background of Advertising  
8.8.2. Conceptual Framework of Advertising; Principles, Concept of Briefing and Positioning  
8.8.3. Advertising Agencies, Media Agencies and Advertising Professionals  
8.8.4. Importance of Advertising in Business 
8.8.5. Advertising Trends and Challenges  

8.9. Developing the Marketing Plan  

8.9.1. Marketing Plan Concept 
8.9.2. Situation Analysis and Diagnosis 
8.9.3. Strategic Marketing Decisions 
8.9.4. Operational Marketing Decisions 

8.10. Promotion and Merchandising Strategies 

8.10.1. Integrated Marketing Communication 
8.10.2. Advertising Communication Plan 
8.10.3. Merchandising as a Communication Technique 

8.11. Media Planning  

8.11.1. Origin and Evolution of Media Planning   
8.11.2. Media  
8.11.3. Media Plan  

8.12. Fundamentals of Commercial Management  

8.12.1. The Role of Commercial Management 
8.12.2. Systems of Analysis of the Company/Market Commercial Competitive Situation 
8.12.3. Commercial Planning Systems of the Company 
8.12.4. Main Competitive Strategies 

8.13. Commercial Negotiation 

8.13.1. Commercial Negotiation   
8.13.2. Psychological Issues in Negotiation 
8.13.3. Main Negotiation Methods 
8.13.4. The Negotiation Process 

8.14. Decision-Making in Commercial Management 

8.14.1. Commercial Strategy and Competitive Strategy 
8.14.2. Decision Making Models 
8.14.3.  Decision-Making Analytics and Tools 
8.14.4. Human Behavior in Decision Making 

8.15. Leadership and Management of the Sales Network 

8.15.1. Sales Management. Sales Management 
8.15.2. Networks Serving Commercial Activity 
8.15.3. Salesperson Recruitment and Training Policies 
8.15.4. Remuneration Systems for Own and External Commercial Networks 
8.15.5. Management of the Commercial Process. Control and Assistance to the Work of the Sales Representatives Based on the Information

8.16. Implementing the Commercial Function 

8.16.1. Recruitment of Own Sales Representatives and Sales Agents 
8.16.2. Controlling Commercial Activity  
8.16.3. The Code of Ethics of Sales Personnel 
8.16.4. Compliance with Legislation 
8.16.5. Generally Accepted Standards of Business Conduct 

8.17. Key Account Management 

8.17.1. Concept of Key Account Management   
8.17.2. The Key Account Manager 
8.17.3. Key Account Management Strategy  

8.18. Financial and Budgetary Management  

8.18.1. The Break-Even Point 
8.18.2. The Sales Budget. Control of Management and of the Annual Sales Plan 
8.18.3. Financial Impact of Strategic Sales Decisions 
8.18.4. Cycle Management, Turnover, Profitability and Liquidity
8.18.5. Income Statement

Module 9. Innovation and Project Management

9.1. Innovation

9.1.1. Introduction to Innovation 
9.1.2. Innovation in the Entrepreneurial Ecosystem 
9.1.3. Instruments and Tools for the Business Innovation Process

9.2. Innovation Strategy

9.2.1. Strategic Intelligence and Innovation 
9.2.2. Innovation from Strategy 

9.3. Project Management for Startups

9.3.1.  Startup Concept
9.3.2. Lean Startup Philosophy
9.3.3. Stages of Startup Development
9.3.4. The Role of a Project Manager in a Startup

9.4. Business Model Design and Validation

9.4.1. Conceptual Framework of a Business Model 
9.4.2. Business Model Design and Validation 

9.5. Project Management

9.5.1. Project Management: Identification of Opportunities to Develop Corporate Innovation Projects
9.5.2. Main stages or Phases in the Direction and Management of Innovation Projects

9.6. Project Change Management: Training Management 

9.6.1. Concept of Change Management
9.6.2. The Change Management Process
9.6.3. Change Implementation

9.7. Project Communication Management

9.7.1. Project Communications Management
9.7.2. Key Concepts for Project Communications Management
9.7.3. Emerging Trends
9.7.4. Adaptations to Equipment
9.7.5. Planning Communications Management
9.7.6. Manage Communications
9.7.7. Monitoring Communications

9.8. Traditional and Innovative Methodologies

9.8.1. Innovative Methodologies
9.8.2. Basic Principles of Scrum
9.8.3. Differences between the Main Aspects of Scrum and Traditional Methodologies

9.9. Creation of a Startup

9.9.1. Creation of a Startup 
9.9.2. Organization and Culture
9.9.3. Top Ten Reasons Why Startups Fail 
9.9.4. Legal Aspects

9.10. Project Risk Management Planning

9.10.1.  Risk Planning
9.10.2. Elements for Creating a Risk Management Plan
9.10.3. Tools for Creating a Risk Management Plan
9.10.4. Content of the Risk Management Plan

Module 10. Executive Management

10.1. General Management

10.1.1.  The Concept of General Management  
10.1.2. The General Manager's Action 
10.1.3. The CEO and Their Responsibilities 
10.1.4. Transforming the Work of Management 

10.2. Manager Functions:Organizational Culture and Approaches 

10.2.1. Manager Functions: Organizational Culture and Approaches 

10.3. Operations Management  

10.3.1.  The Importance of Management 
10.3.2. Value Chain 
10.3.3. Quality Management 

10.4. Public Speaking and Spokesperson Education 

10.4.1. Interpersonal Communication 
10.4.2. Communication Skills and Influence 
10.4.3. Communication Barriers 

10.5. Personal and Organizational  Communications Tools 

10.5.1. Interpersonal Communication 
10.5.2. Interpersonal Communication Tools 
10.5.3.  Communication in the Organization 
10.5.4. Tools in the Organization 
10.6. Communication in Crisis Situations 

10.6.1. Crisis 

10.6.2. Phases of the Crisis 
10.6.3. Messages: Contents and Moments 

10.7. Preparation of a Crisis Plan 

10.7.1. Analysis of Possible Problems 
10.7.2. Planning 
10.7.3. Adequacy of Personnel 

10.8. Emotional Intelligence  

10.8.1. Emotional Intelligence and Communication 
10.8.2.  Assertiveness, Empathy, and Active Listening 
10.8.3. Self-Esteem and Emotional Communication 

10.9. Personal Branding 

10.9.1. Strategies to Develop Personal Branding 
10.9.2. Personal Branding Laws 
10.9.3. Tools for Creating Personal Brands 

10.10. Leadership and Team Management 

10.10.1. Leadership and Leadership Styles 
10.10.2. Leader Capabilities and Challenges 
10.10.3. Managing Change Processes 
10.10.4. Managing Multicultural Teams

Module 11. Lean Manufacturing Principles and Context

11.1. Lean Manufacturing 

11.1.1. Lean Manufacturing Origin 
11.1.2. Principles of Lean Manufacturing 
11.1.3. Benefits of the Lean Manufacturing Methodology 

11.2. Toyota Production System (TPS). The Production Philosophy in the Toyota Factory 

11.2.1. Toyota Production System (TPS) 
11.2.2. Key Principles of the TPS 
11.2.3. The Pillars of TPS 

11.3. Precursors of Lean Manufacturing 

11.3.1. Kiichiro Toyoda, Taiichi Ohno and Shigeo Shingo 
11.3.2. Edward Deming 
11.3.3. James Womack, Daniel Jones and Michael George 

11.4. Lean Concept and Its Application in Production 

11.4.1. Value Identification and Value Stream Mapping 
11.4.2. Creation of Continuous Flow and Establishment of Pull Production 
11.4.3. Pursuit of Perfection 

11.5. Lean Manufacturing and Total Quality Management 

11.5.1. Lean Manufacturing and Total Quality Management 
11.5.2. Commonalities between Lean Manufacturing and Total Quality Management 
11.5.3. Differences between Lean Manufacturing and Total Quality Management 

11.6. Lean Manufacturing and 6 Sigma 

11.6.1. Lean Manufacturing and 6 Sigma 
11.6.2. Commonalities between Lean Manufacturing and 6 Sigma 
11.6.3. Differences between Lean Manufacturing and 6 Sigma 

11.7. Lean Manufacturing and Process Re-Engineering 

11.7.1. Lean Manufacturing and Process Re-Engineering 
11.7.2. Commonalities between Lean Manufacturing and Process Re-Engineering 
11.7.3. Differences between Lean Manufacturing and Process  Re-Engineering 

11.8. Lean Manufacturing and Theory of Constraints (TOC) 

11.8.1. Lean Manufacturing and Theory of Constraints (TOC) 
11.8.2. Commonalities between Lean Manufacturing and Theory of Constraints (TOC) 
11.8.3. Differences between Lean Manufacturing and Theory of Constraints (TOC) 

11.9. Lean Manufacturing. Integration with Industry 4.0 

11.9.1. Evolution of Lean Manufacturing in the Industry 4.0 Era 
11.9.2. Integration of Lean Manufacturing into Industry 4.0 
11.9.3. Future of Lean Manufacturing in the Industry 4.0 Era 

11.10. Applications of the Lean Philosophy in Other Areas: Lean Logistics, Lean Office, Lean Service. 

11.10.1. Lean Logistics, Lean Office, Lean Service. Applications 
11.10.2. Applications in Lean Logistics 
11.10.3. Applications in Lean Office 
11.10.4. Lean Service

Module 12. Value and Waste (Muda): Identification and Elimination of Non-Value Adding Activities

12.1. Concept of “Value“ from the Customer's Perspective 

12.1.1. Customer Needs Satisfaction 
12.1.2. Perceived Value vs. Tangible Value 
12.1.3. Value/ Price Ratio 

12.2. Quality Function Deployment 

12.2.1. Quality Function Deployment.Concept and Definition 
12.2.2. Techniques for the Identification of Customer Needs 
12.2.3. Deployment of Quality 

12.3. Mura in Lean Manufacturing 

12.3.1. Variability in Demand 
12.3.2. Variability in Production 
12.3.3. Variability in Supply 

12.4. Muri in Lean Manufacturing 

12.4.1. Equipment Overload 
12.4.2. People Overload 
12.4.3. System Overload 

12.5. Mudas Related to Manufacturing

12.5.1. Overproduction 
12.5.2. Types and Causes of Overproduction 
12.5.3. Unnecessary Processing 

12.6. Mudas Related to Quality 

12.6.1. Quality Defects for Rework or Discard 
12.6.2. Causes of Quality Defects 
12.6.3. Discard vs. Rework 

12.7. Mudas Related to Transportation 

12.7.1. Unnecessary Transportation 
12.7.2. Causes of Waiting Times 
12.7.3. Strategies to Avoid/Minimize Waiting Times 

12.8. Mudas Related to Excess Inventory 

12.8.1. Excess Inventories of PM 
12.8.2. Excess Inventory in Process 
12.8.3. Excess Inventories of Finished Product 

12.9. Mudas Related to Waiting Time/Downtime 

12.9.1. Types of Waiting Times 
12.9.2. Causes of Waiting Times 
12.9.3. Strategies to Avoid/Minimize Waiting Times 

12.10. New Mudas Defined 

12.10.1. Lack of Staff Training 
12.10.2. Poor Use of Personnel's Skills and Abilities 
12.10.3. Resources Dedicated to Non-Strategic or Priority Processes 

Module 13. Value Stream Mapping: Analysis and Mapping of the Flow of Materials, Information and Activities in a Process. Flow Optimization 

13.1. Value Stream Maps.Value Stream Mapping (VSM) 

13.1.1. Value Stream 
13.1.2. The Value Stream Map 
13.1.3. Selection of a Product Family 

13.2. Connection, Strategy and Tactics with the VSM 

13.2.1. The Quality Cost Delivery (QCD).The Customer is in Charge 
13.2.2. The Hoshin Kanri, from Vision to Tactics 
13.2.3. Visual Management as a Mechanism to Prioritize and Align 

13.3. Value Stream Mapping in the Current State 

13.3.1. Layout of a Value Stream Map 
13.3.2. Symbols Used in the Value Stream Map Design 
13.3.3. Data Collection 

13.4. Timing of a Value Stream Map VSM 

13.4.1. Takt Time, the Pace Set by the Customer 
13.4.2. Cycle Time 
13.4.3. Lead Time, the Time Required End-to-End 

13.5. The Lean Value Chain 

13.5.1. Problem of Overproduction 
13.5.2. Characteristics of a Lean Value Chain 
13.5.3. Creation of Continuous Flow to Create Lean Processes 

13.6. Value Stream Mapping in Future State 

13.6.1. Layout of a Value Stream Map 
13.6.2. Symbols Used for Future Design 
13.6.3. From the Future Map to the Work Plan 

13.7. Value Chain Planning and Improvement 

13.7.1. Implementation Planning 
13.7.2. Prioritization of Activities 
13.7.3. Connecting the VSM to the Strategy 

13.8. Value Supply Chain Management 

13.8.1. Mapping the Current State of the Supply Chain 
13.8.2. Symbols Used for Its Design 
13.8.3. Design of the Future Supply Chain 

13.9. Value Stream Project Management, the Lean Project 

13.9.1. Peculiarities of a Project vs. a Process 
13.9.2. The Value Stream of a Project 
13.9.3. Analysis of the Current State and the Design of the Future 

13.10. Yokoten 

13.10.1. Yokoten. Fundamentals 
13.10.2. The 3 Phases of Yokoten 
13.10.3. Standard Solution Cycle 

Module 14. Continuous Flow: Process Design for a Smooth and Continuous Workflow

14.1. Continuous Flow 

14.1.1. The Creation of Flow in the Toyota Production System 
14.1.2. The Fourteen Principles of the Toyota Way 
14.1.3. Total Flow Management, the Union of Flow Creation and the Pull Flow System 

14.2. Processes 

14.2.1. Typology of Industrial Processes 
14.2.2. Typology of Industrial Processes 
14.2.3. Process Integration 

14.3. Flows 

14.3.1. The Different Types of Flows: Materials, Equipment, People and Information. 
14.3.2. Job-Shop vs. Flow-Shop 
14.3.3. Turbulent Flows vs. Linear Flows 

14.4. Machines, Equipment and Lines 

14.4.1. Hardware Reliability as an Essential Element for Flow Creation  
14.4.2. Jidoka Philosophy as an Essential Element in Flow Creation 
14.4.3. Monument Machine vs. Lean Machine 

14.5. Materials 

14.5.1. Traditional Plant Layout vs. Lean Plant Layout 
14.5.2. PFEP (Plan-For-Each-Part) 
14.5.3. Batch Production vs. Continuous Flow (One-Piece-Flow) 

14.6. People 

14.6.1. The Internal Customer, a Concept in a Lean Environment 
14.6.2. The Role of a Lean Manager 
14.6.3. The Role of a Lean Operator 

14.7. Information 

14.7.1. Enterprise Resource Planning (ERP) System 
14.7.2. Specific Information Systems in the Industrial Environment 
14.7.3. Dashboard, as an Element of the Daily Management System 

14.8. Lean Flow System 

14.8.1. Expulsion of Muda in the Production Process 
14.8.2. The Autonomous Cell as a Lean Paradigm 
14.8.3. Lean Support Tools: 5S, Visual Management, SMED 

14.9. Application Examples of Flow Creation 

14.9.1. Example of Implementation in the Automotive Sector 
14.9.2. Example of Implementation in the Metallurgical Sector 
14.9.3. Example of Use in the Food Industry 

14.10. Flow Creation: Design, Implementation and Improvement of Production Processes. Practical Applications 

14.10.1. Design for Flow Creation 
14.10.2. Implementation of Continuous Flow 
14.10.3. Improvement of Production Processes 

Module 15. Pull System: Implementation of a Demand-Driven Production System to Control Production and Minimize Inventory   

15.1. Pull System. Fundamentals 

15.1.1. Pull Flow System: The Fourth Principle of Lean Thinking 
15.1.2. Push vs. Pull Processes 
15.1.3. Stability, Flexibility, Synchronization, Concentration 

15.2. Demand 

15.2.1. Types of Demand 
15.2.2. Takt Time, Production Time, Lead Time 
15.2.3. Contract Production + Logistics 

15.3. Flows 

15.3.1. End-to-End: From Suppliers to Customers 
15.3.2. Logistics + Production Connection 
15.3.3. Supply Routes 

15.4. Machines, Equipment and Lines 

15.4.1. Logistic Train 
15.4.2. Containers 
15.4.3. Shelving 

15.5. Materials 

15.5.1. Warehouses 
15.5.2. Supermarkets 
15.5.3. Line Edge 

15.6. People 

15.6.1. Pull Flow System Managers 
15.6.2. Logistics and Production Operators 
15.6.3. The “Mizusumashi” (“Water Spider”) 

15.7. Information 

15.7.1. Heijunka (Leveling):Leveling Box + Logistics Box. 
15.7.2. Kanban 
15.7.3. Batch Conformer + Sequencer 

15.8. Lean Pull Flow System 

15.8.1. Balancing 
15.8.2. In-Line sequencing 
15.8.3. Lean Support Tools: VSM, OEE, Standard Work, One-point-lesson, Andon 

15.9. Pull Flow System Application Examples 

15.9.1. Example of Implementation in the Automotive Sector 
15.9.2. Example of Implementation in the Metallurgical Sector 
15.9.3. Example of Use in the Food Industry 

15.10. Pull System: Design, Implementation and Improvement in Production Processes. Practical Applications 

15.10.1. Design of a Pull System 
15.10.2. Implementation of the Pull Flow System 
15.10.3. Improvement of Information in Production Processes 

Module 16. LEAN Quality Management 

16.1. Quality Management in Lean Manufacturing 

16.1.1. Quality Defined as Customer Satisfaction 
16.1.2. Production Quality:Regularity and Conformity 
16.1.3. Quality Specifications and Costs 

16.2. Measurement of Quality:Quality Indicators 

16.2.1. Definition of Key Indicators 
16.2.2. Construction of Indicators 
16.2.3. Examples of a Quality Scorecard 

16.3. Quality Systems and Lean Quality Vision 

16.3.1. Quality Systems and Standards 
16.3.2. Compatibility of ISO-TS with Lean Manufacturing 
16.3.3. Compatibility of EFQM and Lean Manufacturing 

16.4. Concept of “Genchi Genbutsu” (Gemba) and Quality Management. Relevance 

16.4.1. Concept of “Genchi Genbutsu” (Gemba). 
16.4.2. Application of the Concept in Practice. Example in the Automotive Sector 
16.4.3. Application of the Concept in Practice. Example of the Capital Goods Sector 

16.5. Standardization and Simplification in Quality Management using Standard Work 

16.5.1. Standard Work. Concept and Benefits 
16.5.2. Application of Standard Work in Industry 
16.5.3. Example of the Application of Standard Work in a Process 

16.6. The Jidoka Philosophy for the Early Detection of Quality Problems 

16.6.1. Detection of Quality Problems at the Source  
16.6.2. Stopping the Production Line 
16.6.3. Examples of Application of the Jidoka Philosophy in Industry 

16.7. Andon as a Tool in Quality Management 

16.7.1. Definition, Origin and Benefits of Andon 
16.7.2. Types of Andon and Examples 
16.7.3. Andon System Implementation 

16.8. Poka-Yoke. Quality Technique 

16.8.1. Poka-Yoke. Types and Causes of Errors that Avoid 
16.8.2. Poka-Yoke Design Process 
16.8.3. Examples of Poka-Yoke 

16.9. Visual Management 

16.9.1. Process Visualization 
16.9.2. Visual Signaling 
16.9.3. Visual Records 

16.10. Lean and IOT Quality Management and Blockchain 

16.10.1. Benefits of Combining IoT and Quality Management in Lean 

16.10.1.1. Sensorization for Process Monitoring 
16.10.1.2. Real-Time Traceability Systems and Data Analysis for Quality Management 

16.10.2. Benefits of Combining Lean and Blockchain in Quality Management 

16.10.2.1. Application of Smart Contracts for Quality Assurance and Regulatory Compliance 
16.10.2.2. Design and Implementation of a Secure and Scalable Blockchain Infrastructure to Manage Quality

Module 17. Continuous Improvement, Kaizen

17.1. Continuous Improvement and Kaizen in Lean Manufacturing 

17.1.1. Continuous Improvement and Kaizen. 
17.1.2. The PDCA/ PDCA Cycle. Comparison of Problem Solving Methods 
17.1.3. Encouraging the Participation of the Whole Organization in Kaizen 

17.2. Implementation of the PDCA/PDSA Cycle 

17.2.1. Plan 
17.2.2. Do 
17.2.3. Check/Study 
17.2.4. Act 
17.2.5. Application Examples 

17.3. Implementation of 6M to Identify Improvement Opportunities 

17.3.1. Method Analysis 
17.3.2. Machine Analysis 
17.3.3. Materials Analysis 
17.3.4. Measurement System Analysis 
17.3.5. External Environment Analysis 
17.3.6. Analysis of Problems Generated by People? 

17.4. Statistical Methods of Process Control 

17.4.1. Process Control and Statistical Methods in Process Control 
17.4.2. Statistics for Process Control 
17.4.3. Common Statistical Methods in Process Control 

17.5. Cause Analysis: Tools 

17.5.1. Ishikawa Diagram 
17.5.2. 5 Whys 
17.5.3. Other Techniques for the Analysis of Cause 

17.6. Application of the 5 S in Continuous Improvement 

17.6.1. Seiri (Classification): Elimination of Unnecessary Elements 
17.6.2. Seiton (Order):Organization of the Workplace 
17.6.3. Seiso (Cleanliness): Maintenance of a Clean and Orderly Work Environment 
17.6.4. Seiketsu (Standardization): Establishment of Standards and Procedures 
17.6.5. Shitsuke (Discipline): Maintenance of Standards and Continuous Improvement   

17.7. Continuous Improvement and IoT 

17.7.1. Real-Time Data Collection for Process Analysis 
17.7.2. Process Automation to Reduce Variability and Improve Quality 
17.7.3. Efficiency Improvement and Cost Reduction through Remote Process Monitoring 

17.8. Sustaining the Kaizen Culture in the Long-Term 

17.8.1. Long-Term Commitment of Top Management 
17.8.2. Integration of Kaizen as Part of the Company Culture and Not as an Add-On/Accessory 
17.8.3. Measuring Results and Long-Term Incentives for Improvements, Adapting Them to the Organizational Context 

17.9. Practical Examples of Continuous Improvement in Different Industries 

17.9.1. Example in the Automotive Sector 
17.9.2. Example in the Food and Industry 
17.9.3. Example in the Construction Supplier Industry  

17.10. Future Trends in Continuous Improvement 

17.10.1. Development of Digital Tools and Platforms for Continuous Improvement 
17.10.2. Incorporation of New Project Management Approaches:  User-Centered Design and Evidence-Based Development
17.10.3. Incorporation of Emotional Intelligence in Continuing Improvement 

Module 18. Evolution of Production Organization in a Lean System 

18.1. Production Organization in a Lean System 

18.1.1. Production Organization.Key Concepts 
18.1.2. Structure and Organization of the Company 
18.1.3. Production Systems and Work Organization 

18.2. Organizational Differences between a Traditional and a Lean Production System 

18.2.1. Types of Organizational Structures 
18.2.2. Organizational Differences between a Traditional and a Lean System 
18.2.3. Organizational Advantages of the Lean System 

18.3. Concept of Work Cells and Their Impact on Efficiency and Continuous Improvement 

18.3.1. Advantages of Work Cells 
18.3.2. Structure/Types of Work Cells 
18.3.3. Management Routines “Work Cells” to Impact Efficiency and Continual Improvement 

18.4. Implementation of “Continuous Improvement Teams” (Kaizen Teams) to Ensure a Focus on Continuous Improvement and Problem Solving 

18.4.1. Incorporation of the Kaizen Teams Concept into the Organization 
18.4.2. Activities and Methodology 
18.4.3. Roles and Responsibilities of Kaizen Teams 

18.5. Importance of “Autonomy and Responsibility” in the Evolution towards a Lean System and the Improvement of Efficiency and Quality 

18.5.1. Self-Managed and Agile Teams as a Key in the Evolution of the Organization 
18.5.2. The Development of People as an Added Value to the Lean Organization 
18.5.3. Structure to Lead “Autonomy and Responsibility” towards a Lean System 

18.6. Use of Standard Work to Standardize Processes and Promote Continual Improvement 

18.6.1. Standard Work. Key Elements 
18.6.2. Benefits of Standard Work as an Object of Continuous Improvement 
18.6.3. Implementation of Standard Work in Organizations 

18.7. Systems for the Promotion of Polyvalence and Training in Lean Organizations:The Polyvalence Matrix 

18.7.1. Systems for the Promotion of Polyvalence and Training in Lean Organizations:The Polyvalence Matrix 
18.7.2. Advantages of a Polyvalence System 
18.7.3. Implementation of the Polyvalence Promotion System 

18.8. Evolution of the Production Organization  through the Elimination of Waste and Continuous Improvement 

18.8.1. Analysis of Non-Value Adding Activities as a Basic Lean Practice 
18.8.2. Strategy for Waste Elimination/Reduction 
18.8.3. Implementation of a Model for the Elimination/Reduction of Waste 

18.9. Implementation of Work Cells and Continuous Improvement Groups in Different Industries. Practical Examples 

18.9.1. Implementation of Work Cells in the Automotive Sector 
18.9.2. Implementation of Work Cells in the Textile Sector 
18.9.3. Implementation of Work Cells in the Food Sector 

18.10. Importance of the Evolution of the Production Organization towards a Lean System 

18.10.1.  Main Aspects in the Evolution towards a Lean System 
18.10.2. Improvement of the Productivity and the Organization of Production 
18.10.3. Utility of the Lean System for the Evolution of Production Organization 

Module 19. TPM (Total Productive Maintenance), OEE (Overall Equipment Effectiveness)

19.1. TPM Total Productive Maintenance 

19.1.1. TPM Total Productive Maintenance. Fundamentals 
19.1.2. Emergence, Objectives and Benefits 
19.1.3. TPM Pillars 

19.2. OEE Machine Efficiency Improvement: Troubleshooting and Problem Identification Techniques. 

19.2.1. Identification of Efficiency Problems 
19.2.2. Troubleshooting Efficiency Problems 
19.2.3. Monitoring Machine Efficiency 

19.3. Techniques for Reducing Downtime in the Production Process, Maintenance Planning and Scheduling  

19.3.1. Production and Maintenance Planning 
19.3.2. Autonomous Maintenance 
19.3.3. SMED 

19.4. Equipment Maintenance and Purchasing Management.Decision Criteria 

19.4.1. Technical Requirements and Specifications 
19.4.2. Costs and Investment 
19.4.3. Supplier Evaluation: Criteria 

19.5. Preventative Maintenance. Prevention of Equipment Failures

19.5.1. Installation of Equipment:Maintainability Criteria 
19.5.2. Preventative Maintenance 
19.5.3. Example of a Preventative Maintenance Plan in the Railway Sector 

19.6. Predictive Maintenance:Prediction of Equipment Failures 

19.6.1. Predictive Maintenance 
19.6.2. Sensorization of Equipment 
19.6.3. Developing Algorithms with AI 

19.7. Techniques for Improving Safety in the Production Process, Identifying and Eliminating Hazards in the Workplace 

19.7.1. Identification of Hazards in the Workplace 
19.7.2. Risk Assessment and Protective Measures 
19.7.3. Emergency Planning 

19.8. Guidelines for the Implementation of TPM in the Organization, Planning, Training and Implementation of Maintenance Systems 

19.8.1. The 14 Steps for TPM Implementation 
19.8.2. Implementation Planning 
19.8.3. TPM Training and Maintenance 

19.9. Improving Energy Efficiency: How to Optimize Energy Usage and Reduce Costs through TPM Implementation 

19.9.1. Energy Efficiency of Equipment 
19.9.2. Measuring Consumption and Efficiency 
19.9.3. Identification and Elimination of Energy Losses and Improvement 

19.10. Examples of TPM Implementation 

19.10.1. Example of Application in the Railway Sector 
19.10.2. Examples in the Pharmaceutical Sector 
19.10.3. Example of Application in the Metallurgical Sector 

Module 20. Lean Implementation: Strategies and Best Practices for Successful Implementation of Lean Manufacturing in an Organization 

20.1. Lean Implementation.Project Start 

20.1.1. Vision and Reasons for Change 
20.1.2. Definition of the Action Framework and Objectives 
20.1.3. Selection of the Initial Project Team 
20.1.4. Definition of the Project Charter 

20.2. Analysis of the Processes of the Current State of Company: Evaluation and Identification of Areas for Improvement and Opportunities when Implementing the Lean Philosophy 

20.2.1. Identifying Key Processes 
20.2.2. Analysis of the Current State of the Organization and Processes 
20.2.3. Current Technical/Cultural Analysis and Main Management Systems  

20.3. Selection of a Multidisciplinary Work Team to Lead the Lean Philosophy Implementation Project in the Company 

20.3.1. Identification of the Necessary Skills and Competencies 
20.3.2. Selection of People 
20.3.3. Formation of the Kaizen Teams 

20.4. Definition and Establishment of Clear and Measurable Objectives for the Implementation of the Lean Philosophy in the Company 

20.4.1. Definition of Indicators 
20.4.2. Measurement of Indicators 
20.4.3. Definition of the Goals to be Achieved at Different Horizons 

20.5. Planning and Development of the Project to Implement the Lean Philosophy in the Company. Allocation of Resources and Execution Deadlines 

20.5.1. Scope Definition 
20.5.2. Definition of the Actions to be Developed and the Resources Required 
20.5.3. Definition of the Schedule 

20.6. Formation of the Work Team: Training in Lean Methodology for the Selected Work Team and Other Employees of the Company  

20.6.1. Assessment of the Knowledge/Capabilities of the Implementation Team 
20.6.2. Design of the Training Plan 
20.6.3. Development of the Training Plan 

20.7. Selection of the Pilots to be Developed at the Start 

20.7.1. Criteria for Selection of Pilot Scopes 
20.7.2. Criteria for Selection of the People to be Involved who do not belong to the Promoting Team  
20.7.3. Initial Evaluation before Starting the Pilots 

20.8. Development and Implementation of Pilots and Quick Wins 

20.8.1. Development of a Detailed Plan to Implement Lean in Selected Pilot Processes 
20.8.2. Implementation of Quick Wins. Identification and Execution of Quick Wins: Improvements to be Implemented in the Short Term in the Pilot Processes 
20.8.3. Continuous Monitoring and Adjustment of Pilots to Measure Results and Make Necessary Adjustments 

20.9. Establishment of Global Performance Indicators:Definition of Indicators and Key Performance Indicators (KPIs) to Measure the Success of the Lean Philosophy Implementation 

20.9.1. Definition of SMART Objectives in the Medium and Long Term 
20.9.2. Definition of Key Performance Indicators (KPIs) to be Followed 
20.9.3. Monitoring and Reporting of Progress 

20.10. Development of the Plan to Extend the Lean Philosophy to the Rest of the Organization 

20.10.1. Identification of the Areas of Extension: Criteria 
20.10.2. Establishment of the Extension Plan: Pacing and Resources 
20.10.3. Project Implementation, Follow-up and Communication 

You will hone your leadership and teamwork skills, to lead and motivate multidisciplinary teams towards achieving organizational objectives”