APS1012 Management of Innovation

Management of Innovation Course

  • Spring 2017 – 10 Day Version                                                                
    •  Space Manufacturing
    • The Information of Tomorrow -The Future of Information Diffusion
    • The Future of Aerospace
  • Spring 2018 – 10 Day Version
    • Movie Industry and Its Technological Innovations
    • Medical and Health Care Innovations
    • Innovations in Transportation
    • Innovations In Retail
    • Innovations in Banking Services
  • Fall 2018 – 100% Online
    • How Innovation Gets Financed, and Sourced in Different Cultures (incorporating micro-financing)
    • Bed-In-A-Box: Innovation in The Mattress Industry
    • Blockchain technology and Its Impact Across Various Industries
    • 3D Printing in Various Industries -Impact on the marketplace, and supply chain; healthcare sector 3D printing of organs, agriculture industry 3D printing food, and in engineering 3D printing homes and buildings.
    • High Speed Rail
    • Innovation in Smart Cites

APS1013 Applying Innovation: Working with External Companies

Applying Innovation Course -Working with External Companies

  • Winter 2017
    • Samco Machinery – Implementing a Performance Measurement System
    • Siemens – Carbon Tax Project and Preparing for Reliability-Centered Maintenance (RCM) and Fault Detection and Diagnostics (FDD)
    • Fibos – Determining Market Potential and Strategy for Fiber-Optic Sensors.
    • Safran (Messier Dowty-Bugatti) – Developing a Supplier Management Simulation
    • Crystal Fountains – Analysis and evaluation of the investment measures and innovation performance
    • Triumph – Improving Shop Floor Control and Labor Reporting
  • Winter 2018
    • Bombardier Aerospace 1 – Improving Inventory Optimization in the Q400 aircraft programme (obsolescence, order policy, forecasting)
    • Bombardier Aerospace 2 – Improving Methods engineering- Aircraft Modifications design / build Process
    • Pratt & Whitney – Fostering employee engagement in Innovation – solve the problem of poor response rate in submission of innovative ideas
    • Samco Machinery – Reduce throughput time by eliminating the papers/unnecessary process steps between M6 (Design Verification) and M7 (Release to Production Control).
    • Fibos – Developing a Marketing Approach to enter into the turbine industry in power and aerospace sectors
    • Crystal Fountains –Developing a formalized innovation management process

APS1018 History and Philosophy of Engineering

  •  Summer 2016 – Engineering Disasters – Lessons to be Learned – Dedicated to the late Don Lawson
    • Hyatt Regency Walkway Collapse
    • Tacoma Narrows Bridge Collapse
    • Hurricane Katrina – New Orleans
    • Deepwater Horizon Explosion/Oil Spill
    • Artificial Intelligence – decision making given to machines – uncontrolled power of a software malfunction
    • Skylab Failure
  • Summer 2017 
    • Information Security (This project was conducted before the Facebook scandal broke)
    • Artificial Intelligence and it’s implications (Policy, Strategic Drivers, moral and ethical considerations, Impact on Engineering
    • Policy and Innovation: Can Governments Regulate, Legislate, and Spend their Way to Technological Progress?
    • Collaborative Engineering Design
    • The Engineering Profession in Ontario: Past and Future- How engineers were legislated by the government and the rationale behind it.
  • Summer 2018 – Impact of Transhumanism
    • Ethics of Bio-augmentation
    • Designer Babies
    • “Human expansion into space – The only way forward to save us from extinction”
    • Transhumanism and Engineering Education
    • The Future of Food, the ethics and capabilities of genetic engineering to solve global food/overpopulation crisis.


APS1028 Operations and Production Management

  • Spring 2016 – 10 Day Version
    • Lean Aerospace-Lean Manufacturing in the Aerospace Industry
    • Knowledge based Engineering in Conceptual Design
    • Residential Solar System Maintenance and Disposal Operations
    • Artificial Intelligence Applications in Automotive Manufacturing Operations
  • Fall 2016 – Full Semester
    • Operations Management in Nuclear
    • Approach to planning and Scheduling in Supply Chain Management
    • Aerospace Manufacturing – Boeing 777
    • Fast Manufacture of Consumer Goods (FMCG)
    •  Outsourcing Management
    • Renewables (Hydro, Wind, Solar)
  • Spring 2017 – 10 Day Version
    • Toronto Transit Commission (TTC) maintenance operations and materials management2) Artificial Intelligence in Manufacturing
    • Applications of ‘Machine Learning’ and general mathematical methods in Logistics management:
    • Operational Strategies in Oil and Gas:
    • Visual Information Control in Era of Big Data – Using Traffic System Method
  • Fall 2017 – Full Semester
    • Operations Strategy In The Food and Beverage Industry: Steam Whistle Brewing
    • Best Practices of Management of Nuclear Waste
    • Factory Automation and Robotics – State of the Art
    • Operational Management of the Oil Sands
    • Automated Machine Learning in various sectors
    • Comparison of Financial Operations dealing with Loans in Canada
  • Spring 2018 – 10 Day Version
    • Air Force One – Managing transit operations for the President of the United States
    • Blockchain in Supply Chain- when Two Chains Combine
    • Crowd Sourcing and the Last Mile
    • Managing Urban Infrastructure Construction Development
    • Compare Logistics management between China V USA
  • Fall 2018 – 100% Online
    • Mass Customization in Various Industries
    • Process Design Across Various Industries -Automation, Lean Operations, and Maintenance Management in Automotive Industry
    • Operations in Hydroelectric Energy.
    • CAD and CAM system affects production and manufacturing processes across various industries –
    • Consumer Packaged Good(CPG) companies – the top 3 OM best practices
    • Airport Operations Management
    • Role of Project Management in OM (applying AI in Aerospace and Automotive)

APS1049 Management Consulting for Engineers-Working with Tier 1 MC Firms

  • APS1049 –Spring 2018 – 10 day  – Management Consulting for Engineers-Working with Tier 1 MC Firms (Price Waterhouse Coopers and Deloitte)
    • PWC 1 – Leading Forecasting techniques used in business development – targeting opportunities, forecasting sales and revenue and managing growth of a management consulting business using science
    • PWC 2- Forecast of demand for management consulting services within specific industries – identifying the areas of growth, plateau, shrinkage – and how consulting firms should position to stay relevant
    • PWC 3 – Driving the right performance in a Tier 1 management Consulting Firm
    • Deloitte 1– Blueprint for a good management consultant – i.e. What does it take to be successful as a consultant, and how do you develop and implement a talent development program while maintaining full utilization.
    • Deloitte 2 – Strategies to win work over time and keep a sustained “hot-pipeline” i.e. where do you invest your time/energy, understanding that energy must be spent on delivering, building relationships, and sales
    • Deloitte 3 – Customers are in the driving seat of digital transformation – how should MC companies respond.

APS1203 Engineering Teaching and Learning for Prospective Professors

APS1203 –Engineering Teaching and Learning for Prospective Professors.

This courses was run once as a substitute teacher and consistent of the following content

Course Overview – This course is designed for people with an interest in furthering their understanding of curriculum, teaching and learning, and in particular within the context of the engineering education. Basic concepts in curriculum, teaching and learning, and current research in the field of engineering education will be introduced and discussed. By the end of the course, students should have an understanding of the important models, ideas, and literature that currently inform the practice of teaching in engineering and science at the university level. Using this knowledge, all participants will create a portfolio that showcases elements of course design. Several in-class activities will support the development of this portfolio.

This course also includes a microteaching component, in which students will have the opportunity to develop and teach a short lesson to classmates. Through this, we will explore the mechanics of good teaching, common patterns in teaching and the benefits of reflection and peer assessment in teaching. APS1203 sessions have a significant emphasis on collaboration, teamwork and discussion, so please be prepared to participate!



AER1601 Aerospace Engineering & Operations Management-Working with Aerospace Industry

AER1601 Aerospace Engineering & Operations Management-Working with Aerospace Industry

Fall 2017 – Bombardier Aerospace Projects 

Team 1-Work and Material Planning and Shop Floor Control

  • Inventory Accuracy
  • Issuance of Material to the Line

Team 2 -Fabrication Shop Operations Improvement

  • Workflow efficiencies, Plant Layout (NOT IN SCOPE), Plan and Unplanned Work, Vendor Part Management
  • Capacity planning and Shop Loading, Bottleneck reduction, Order Release, Labour Staffing
  • Priority Planning, AGO, Spares, Unplanned work

Team 3 –Labour Tracking and Learning Curves

  • Visibility and Usefulness
  • How are decisions made?
  • Gaps and Inefficences

Team 4 – Methods Engineering Operational Improvement

  • How do we manage critical parts using the critical path method? Is it efficient rand effective?
  • What are the predecessors and Successors – how is this defined and used?  Is it accurate? How do we improve it?
  • Line Balancing to Remove workstations (new assembly methods sequencing)

MIE459 Organizational Theory & Design

MIE459 Course Description:

This course examines how engineers as managers can create more effective organizations. We focus on the following areas for improving organizational effectiveness:

  • The role of Management in Organizational Design
  • Organizational Design and Business Strategy
  • Alternative organizational structures, such as functional, divisional, geographic, matrix, and horizontal structures
  • Techniques for managing an organization’s dependencies on its external (resource) environment
  • Manufacturing and Service Organizations
  • Managing Technology in organizations
  • Conflict, power, and politics within an organization
  • The role of innovation, managing change and organizational learning.

This courses was built on past research and hands on strategic management practice in variety of organizations.


  • Winter 2016
    •  Western Work Culture China
    • Apples Success
    • IPhone.
    • Target Canada.
    •  Work Culture
    • Startups Demystified.
    • Googles Alphabet
    • Uber Ride to Top.
    • Enron
    • Impact Labor Costs
    • Rome Military – Secrets of Organizational Success.
    • Aviation Safety Culture.
    • Ghengis Khan Leadership Style
    • Leadership in Sports.
    • E-Commerce China
    • Team Charter Petrobas Corrupt
    • Google Docs Impact
    • USA Veterans .
  • Winter 2017                                                                                                                                          
    • Solar Energy
    • Mongol empire expansion and organization (12th and 13th century)
    • McDonalds Organizational Approach
    • Acquisition Analysis
    • Prison-Industrial complex (private prisons in the US)
    • Canada Post Operations (past, present, Future)
    • Gambinbo Crime Family
    • Bombardier Problems With C Series
    • Have big banks become “too big to fail”?
    • Walmart Organizational Approach
    • Uber’s organizational structural
    • Impact Brexit on GM
    • AirBnB Disruptive Innovation
    • Dictatorships (Hitler and Pinochet)
    • Zara (Past Present Future) – the worlds biggest fashion retailer
    • 16- Samsung Electronics
  • Winter 2018                                                                                                                                          
    • Team 1 – Indigo: How well does the corporate Culture Support its Success
    • Team 2 – An Analysis of Uber’s Organizational Structure and Culture
    • Team 3 – Amazon: Gold Standard Culture for Innovation
    •  Team 4 – Analyzing Amazon’s Organizational Structure
    • Team 5 – TESLA Evolving from The Dealership Model
    • Team 6 – FedEx Operational Design Characteristics
    • Team 7 – Integrating Banks into The Digital Age (Focusing on RBC Bank):
    • Team 8 – FedEx Operational Success factors
    • Team 9 – Rise of a Typical Chinese Manufacturing Tycoon
    • Team 10 – Google Critical Success Factors
    • Team 11 – E-Commerce in China
    • Team 12 – The East India Company (EIC)
    • Team 13 – Starbucks Organizational Design Approach
    • Team 14 – Pepsi Beverages Canada
    • Team 15 – Valve – Successes, Failures & Impacts of Digital Gaming
    • Team 16 – Domino’s Pizza Success Analysis
    • Team 17 – Restricting for Global Success: Huawei’s OD Strategy
    • Team 18 – Holacracy: Fad or Future



MIE463 Integrated Systems Design

MIE463 Integrated Systems Design (Business Process management) 4th Year undergraduate)

Course Description:

Integrated System Design is a capstone course that integrates the various perspectives of an integrated system taught in the third year, including: Optimization, Quality, Management, Information, and Economics. The course approaches integrated systems design from a Business Process Management (BPM) perspective. Beginning with the Business Processes, it explores the concept of developing an Integrated Enterprise, via Business Process Design at an Enterprise level. We apply systems thinking to Strategy, Value Chains and Processes, Metrics and Design Heuristics. In the second half of the course, the concept of business process design is extended to incorporate Industrial Engineering perspectives such as cost, productivity, quality, and organization behaviour. BPMN (Business Process Modeling Notation) is used to document business processes. Our perspective is based on past research and hands on practice in applying business process management methods to a variety of enterprises across many sectors.

Fall 2017

  • Team 1 AMD Chip Mfg
  • Team 2 GTA Transit
  • Team 3 Nestle
  • Team 4 Freshco
  • Team 5 – Caretaker Service
  • Team 6 Canada Post
  • Team 7 Bombardier
  • Team 8 – UofT Undergrad Experience
  • Team 9 – UG Elevator
  • Team 10 – UPS Fedex
  • Team 11 Magna
  • Team 12 – MIE 463 Electric Utility Business Process Management
  • Team 13 – St Mikes Hospiatl A&E Operations Improvement
  • Team 14-MIE463 – Beverage
  • Team 15 – TTC OperationsImproving Unplanned Delays for TTC
  • Team 16 Billy Bishop Airport Operations
  • Team 17 Loblaw Workforce Performance Measurement Process Improvement
  • Team 18 Thales Software