APS1012 Management of Innovation

/0 Comments/in /by

Managing Business Innovation and Transformational Change Course

  • Winter 2020 – 100% Online
    • Tesla’s Cyber Truck: A Case Study of Market Disruption
    • Innovation in Health Care-An analysis of electronic health records in Canada – Aging population, sharing of patient data, connected technologies, remote care, snail’s pace development
    • The Toronto Transit Corp – Analysis and Innovative Solutions to the Identified Problems Plaguing the TTC.  
    • Optimizing Airline Ticketing Through Technology – how customers pay for
    • Climate Change and Innovation Initiatives
    • Small Nuclear Reactor– Drivers of change – lower cost energy, climate change, safety, regulation and licensing, public concern over old nuclear facilities.
  • Summer  2020 – 100% Online
    • Artificial Intelligence in Manufacturing 
    • The Innovation in Huawei’s Business Model
    • RIL-JIO: Transitioning Business in Digital Economies
       
  • Winter  2021- 100% Online

APS1013 Applying Innovation: Working with External Companies

/0 Comments/in /by

APS1018 The Engineer in Society; Ethics, History, Philosophy

/0 Comments/in /by

 

APS1028 Operations and Production Management

/0 Comments/in /by
  • Winter 2020
    • The Impact of Artificial Intelligence on Supply Chain Management
    • AI Digital Twins- “living” simulation model designed to mirror some physical system in the real world (i.e. an airport, manufacturing plant, etc.)
    • Alibaba-The Chinese Leading Disruptive Change
  • Summer 2020
    • Blockchain and Its Effect on the Food Industry
    • Manufacturing Ventilators in Canada During Covid-19.
    • A study and review of the operational methodologies for Waste management in Industrial Settings. 
    • Novell Cell phone recycling integration 
  • Winter 2021

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

/0 Comments/in /by

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)

  • Spring / Summer  2020 (Full Semester)
    • PWC  –Virtual remote collaboration tools adoption in times of crises  
    • PWC –Competitive Strategy for PWC after COVID-19 Pandemic
    • PWC – COVID-19 IMPLICATIONS FOR CANADA What sectors/ industries will experience a boom and decline after COVID-19 pandemic is on a decline?
    • Strategic Retreats Inc – Strategies for developing a footprint in Muskoka 
  • Fall 2020 – 100% Online 
    • PWC – Real Estate, GTA & COVID-19: An In-depth Analysis
    • PWC –Reimagining the Mid to Luxury Automotive Manufacturer: Lexus’ Roadmap to tackle emerging technologies & effects of COVID19
    • CAMC / ICMCI: Strategies to Enhance the Affiliation of Management Consultants with their Professional Institutes
    • Ceridian: A study on the value & market drivers in the outsourced Human Capital Management (HCM) sector amidst the CV-19 induced global shift
  •  

APS1203 Engineering Teaching and Learning for Prospective Professors

/0 Comments/in /by

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

/0 Comments/in /by

AER1601 –Aerospace Engineering & Operations Management-Working with Aerospace Industry

Fall 2017 – Bombardier Aerospace Projects 

Team 1-Work and Material Planning and Shop Floor Control

  • MPS/MRP
  • 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

Fall 2020 – 100% Online

  • Bombardier –Tooling-Management Systems 
  • Bombardier Aerospace–Evolution – from rise to fall to?
  • deHavilland – Rethinking the Aircraft Production Process
  • Lockheed Martin Case Study – Critical Success factors LM Skunk Works and Kelly Johnson
  • Safran  – Agile Product Development for Landing Gear Development

MIE459 Organizational Theory & Design

/0 Comments/in /by

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

/0 Comments/in /by

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