APS1012 Management of Innovation

Managing Business Innovation and Transformational Change Course

APS1013 Applying Innovation: Working with External Companies

  • Fall 2022
    1. Samco Machinery –  Improving the Product Development Process
    2. Schneider Electric –  Competitive Analysis of Internet of Things and Production Maintenance 
    3. Colliers Project Leaders – Expanding engineering services within the growing climate resilience market sector  
    4. Georgian Bay Community – Trans Canada Energy – Hydro-Pump Proposal in Georgian bay

APS1018 The Engineer in Society; Ethics, History, Philosophy



APS1028 Operations and Production Management

  • Winter 2021

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

Spring 2018 – (4 weeks intense)- Management Consulting for Engineers-Working with Tier 1 MC Firms (Price Waterhouse Coopers and Deloitte)


Winter 2019 – (Full Semester) – Management Consulting for Engineers-Working with Tier 1 MC Firms (Price Waterhouse Coopers, Deloitte, and Boutique Firm)

  • Summer 2022 – 100% Online (Full Semester)
    1. PWC-Supply Chain Resilience in the Automotive Industry
    2. PWC-Inflation of Commodities – Crude Oil 
    3. Deloitte-Application of Machine Vision (Computer Vision) In the Logistics and Distribution sectors 
    4. KPMG-Moving Forward Together: Canada’s 2030 Agenda – National Strategy
    5. KPMG-Metaverse and Web 3.0
  • Fall 2022 – 100% Online (Full Semester)
    1. Deloitte – Lymphoma Canada Marketing & Awareness Campaign
    2. Deloitte – Vertical Integration Strategies for Home Retailers
    3. KPMG – UN World Economic Forum Sustainable Development Goal (SDG 14): Conserve and sustainably use the oceans, seas, and marine resources for sustainable development
    4. KPMG – UN World Economic Forum Sustainable Development Goal (SDG 14): Protecting and Restoring Forests, Promoting Sustainable Biodiversity
    5. PWC – Current (Post Covid) Automation Trends in Retail and CPG Sectors
    6. PWC – Shifts in Supply Chain Labor Markets

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)

Fall 2019 – Inclass Semester

  1. Bombardier Bay 2–Optimization Aerostructures line Global 5000/5500 & 6000/65
  2. Bombardier Work Center Optimization Bay 4 – Final Assembly Li
  3. deHavilland – Work Centre 710 Operations Optimization
  4. deHavilland – Assembly Line Work Center 610 Final Project Report
  5. Safran- Enterprise Wide Relational Database Governance model
  6. Safran– Factory of the Future project – technology management and change

Fall 2020 – 100% Online

  1. BombardierTooling-Management Systems 
  2. Bombardier AerospaceEvolution – from rise to fall to?
  3. deHavilland – Rethinking the Aircraft Production Process
  4. Lockheed Martin Case Study – Critical Success factors LM Skunk Works and Kelly Johnson
  5. Safran  – Agile Product Development for Landing Gear Development

Fall 2021 – 100% Online (Full Semester)

  1. Bombardier Aerospace London, UK – Expanding hanger operations and planning a facilities move
  2. Bombardier Aerospace London, UK– Optimizing Operation in Maintenance Stores – How to Improve Flow
  3. deHavilland Aircraft Developing a Parallel Superstation Assembly 
  4. Bombardier Toronto – Developing a Pre-Flight Status Tracking System
  5. Bombardier Toronto – Developing a Pre-flight Crew Handover system
  6. Safran  – Developing a Digitization strategy for an aerospace enterprise

Fall 2022 – 100% Online (Full Semester)

  1. deHavilland – Implementing a manufacturing operating system for the new DHC-515 Water Bomber 
  2. Pratt & Whitney – Technology Maturation Process Improvement 
  3. Safran – Assessing the disconnect between the innovation funnel and innovation implementation strategy 
  4. Bombardier – Developing Operations Monitoring System to Improve Visibility and Pre-flight Operations Planning 

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.

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