APS1012 Managing Business Innovation and Transformational Change

Managing Business Innovation and Transformational Change Course

The course will provide students with the core concepts of innovation including; strategic thinking, transformational change management, future state visioning, innovative enterprise design & development, new product development, business process management and sustaining a culture of innovation.  It has been designed for those who desire a career path leading to a role as a corporate change agent such as CEO, COO, Senior VP’s, C-Level Certified Management Consultants, or as entrepreneurs.  This seminar style course will equip students with the knowledge and the skills to manage innovation at strategic and operational levels. The management of innovation is interdisciplinary and multi-functional, requiring the alignment of market forces, technological systems and organizational change to improve the competitiveness and effectiveness of organizations and society. The process of innovation management is essentially generic, although organization, technological and market specific factors will guide strategic choices and actions. This course will incorporate both academic readings to provide the broad theory of innovation but most of the readings and discussions will be based on the instructors many years of hands on practical experience in innovation management in a variety of industry sectors. Here are past student team research Projects:

APS1013 Applying Innovation: Working with External Industrial Companies

APS1013 Applying Innovation: Working with External Industrial Companies

Applying Innovation is delivered in collaboration with external industry partners across many industry sectors.  It has been designed to develop practical management skills that can be applied in the workplace immediately.  Its purpose is to accelerate career advancement.   It has been designed for those who desire a career path leading to a role as a corporate change agent such as CEO, COO, Senior VP’s, C-Level Certified Management Consultants, or as entrepreneurs.  It will teach students the application of the tools and techniques of innovation management including; strategic and systems thinking, business process analysis, creativity and problem solving, solution design & implementation, effective organizational teamwork and project management. This seminar style course aims to equip students with the knowledge and skills to apply the tools of creativity and innovation to solve a real world technological business problem. Applying innovation will enable students in a team approach to actually use the tools in the class and on an industrial project either at their employer or an external enterprise. This course will also incorporate academic scholarly papers that will build on the readings in the Management of Business Innovation, and transformational Change APS1012 course. In addition the instructor will provide coaching based on many years of hands on practical experience solving technological problems in a variety of industry sectors. Though not mandatory it would be ideal if students have completed the course APS1012 – Management of Innovation that provides students with a conceptual understanding of the broad field of strategic innovation.  Here are past student team research projects:

  • Fall 2022 (100% Online – Full Semester)
  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
  • Fall 2023 (100% INCLASS Full Semester)
  1. Guidehouse Consulting – Guidehouse: Understanding Carbon Capture in the US Market
  2. Guidehouse Consulting – Decarbonizing Industrial Operations in Ontario
  3. Samco Machinery – Developing an automated Shop Package Management System
  4. Samco Machinery – Assessing AI Applications in the Enterprise Business Process to Enhance Efficiencies and Productivity


APS1018 The Engineer in Society; Ethics, History, Philosophy

APS1018 The Engineer in Society; Ethics, History, Philosophy

This course has been designed for the reflective engineer with experience in the workplace. Though those without real world industry experience are welcome. Designed by a professional engineer for engineers, technologists, applied scientists and engineering executives, it will help practitioners reflect on their role in society and understand how that role has been shaped and is constantly changing. Most of the world’s leading employers depend on engineers, technologists, and applied scientists to design new technological systems, products and services and effectively operate and sustains these systems. Human resource leaders are charged with attracting, motivating, developing, and retaining these individuals, as well as partnering with them on large-scale systems change. This course provides insider insight into the way engineers think and feel about the work they do. It begins by studying the history of medieval and modern technology and proceeds to explore the rise of engineering science, the engineering disciplines and 19th century professionalization. And finally we explore how engineering ethics, culture, philosophy and identity has been shaped and forged in various countries, and how this impacts the role of the engineer in society.  Each term we adapt themes across many aspects of society including, Military Industrial Security Complex, Big Pharma, Cyber Security, Technology and Privacy, Industry-Banking-Power-Politics, Globalization, Engineering Profession and Politics. We also look at futurism, and ethical implications – 4th industrial revolution and smart cities, telecommunications, mass media control, robotization of the military, biological engineering, transhumanism, war, business, and profit.

What also comes to mind for me is the concept “I wished I had known then what I know now”. This is often a sentiment by older people (50 plus) who look back on their careers or life in general and wish they had the “wisdom” to make a different decision or choose a different path but lacked the awareness at the time to explore other choices.  Here are past student team research projects:

  • Winter 2024 – 100% Online


APS1028 Operations and Production Management

APS1028 Operations and Production Management

Operations Management is the systematic approach and control of the processes that transform inputs (e.g. human resources, facilities, materials, processes, enterprise management information systems, etc.) into finished goods and services.  The operations function consists of the core wealth creation processes of a business and helps an organization to efficiently achieve its mission while constantly increasing productivity and quality. This course focuses on the role of operations management as a strategic element of the total organization.  We will cover classic and up-to-date tools and concepts used to support operational managerial decisions in variety of industry sectors both in manufacturing and the service sector.  The course covers areas such as strategy, product design, process design, plant location and plant layout, inventory management, role of technology in OM, HRM, Socio-Tech Systems, Group Technology, ERP / CIM, Quality Management, Maintenance Management.  The course is tailored for engineers that aspire to senior management positions starting as departmental / functional managers of operations or engineering, and then progressing to directors, VP Operations, VP Manufacturing and eventually becoming a Chief Operations Officer (COO) or C-Level Certified Management Consultants in small to large scale enterprises.  This course will incorporate academic scholarly readings to provide the broad theory of OM but most of the readings and discussions will be based on the instructors many years of hands on practical experience in OM in a variety of industry sectors. Here are past student team research Projects:

  • Fall 2015-Full Semester
    1. Supply Chain Management in Chemical Processes – Hazardous Waste
    2. JIT/Lean in Supply Chain Management
    3. Operational Management of Renewable Energy Systems
    4. ERP Systems in Electronics and ERP in Operations Oil and Gas Industry (Exploration, Drilling, Fracturing, Production, Transportation, Refining, Marketing)
    5. Process Improvements in the Automotive Industry – Plant Layout
    6. Maintenance Management in the Oil and Gas Industry
  • Winter 2021
  • Winter 2023 – 100% online
    1. Operations Management Strategies in Automotive Manufacturing: Shanghai Tesla Gigafactory & Adaptation to Canada
    2. Supply Chain and Operations for EV Battery Production: North American Perspective
    3. Operations Management of Grocery Industry: Trader Joe’s- Best Practices
    4. Strategic Plan for the Production & Operation of Canada’s Electricity Generation to be from 100% Non- Emitting Energy Sources.
    5. Impact of Autonomous Mobile Robot (AMR) on the Work Environment
  • Spring / Summer 2023 – 10 Day Inclass
    1. Analysis of Artificial Intelligence integration with ERP SYSTEMS: Applications, Implementation, and Risks
    2. Implementation of Artificial Intelligence Technologies in Operations and Manufacturing in the Chemical Engineering Industry
  • Winter 2024 – 100% online

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

APS1049 Management Consulting for Engineers – Working with Tier 1 MC Global Firms

Management Consulting will continue to be a significant career option for many graduate students, regardless of whether a student’s academic foundation is in business, engineering, or the basic sciences. Careers in Management Consulting often provide individuals an opportunity for challenging work, continued self-development, access to important social and professional networks, and, over time, significant financial rewards. This course is designed to enable graduate engineers explore, and prepare for a career in management consulting. The course is taught by Fellow Certified Management Consultant (FCMC), licensed professional engineer, and as an entrepreneur built and sustained a management consulting business over a period of 25 years. The Global Management Consulting Industry has grown in size and complexity particularly since the early 1990’s. Although there are many small niche firms, the industry is dominated by a relatively few very large global organizations that practice in a variety of business settings and business disciplines. In addition many businesses have developed internal consulting organizations to provide consulting related services within the organization and often in conjunction with external consulting services offered by third party firms. In this course we explore what it means to be a Management Consultant, and will introduce students to consulting frameworks and methods; simulate consulting project activities and situations using business cases; and network students with practicing consulting professionals from a variety of global and local firms. Within the context of this course, consulting is viewed broadly and is inclusive of a number of practice areas including Strategy , IT and Systems Integration, Marketing, Human Resource Management, Operational / Process / Supply Chain, Organizational Development, and the very specialized area of Engineering and Product Development Management. Consulting also cuts across a wide variety of industry sectors from public sector (government, health care, infrastructure, defense etc), to private sector (manufacturing, oil gas, natural resources), Course participants will be organized into teams and will have the opportunity to identify and complete a project on the practice of management consulting that is aligned to the emerging needs of the profession (collaborating with external partner firms). In addition students will wear an entrepreneurial hat, and will be required to develop an individual blue print, and business plan of their future management consulting business which might be in an emerging field of consulting such as life sciences, data analytics, cyber security, crowdsourcing and digital strategy.  Here are past student team research projects:

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

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.  

Aerospace is a broad field of technological activity. The course will focus on managing an aerospace enterprise with a specialization in aircraft engineering and production operations. Students in this course will work with industrial partners (past examples: DeHavilland Aircraft Canada – Q400 Operations – Downsview, Safran Lading Gear Systems – Ajax, and Bombardier Aerospace – Toronto and London UK, Pratt and Whitney Canada – Toronto) on live projects applying the theory learned in the course. Upon course completion, the participants will be able to apply the tools and methods of Aerospace Enterprise Management Sciences and will:

  • gain an understanding and appreciation of the principles and applications relevant to management of the Aerospace Business Enterprise;
  • develop skills necessary to effectively analyze and synthesize the issues aerospace companies must address to scale and advance their capabilities in the marketplace;
  • acquire the analytical skills, tools and methods to scale the enterprise including lean design, lean engineering and manufacturing, voice of customer, process management, integrated product development, group technology, concurrent engineering, programme management, phase/milestone, agility, knowledge based engineering, expert systems, and ERP for aerospace environments;
  • learn how to design and build a Lean Aerospace Enterprise Management System from order receipt to shipping, commissioning and ongoing customer support;
  • understand how to apply Lean Engineering and Manufacturing systems that are used in aerospace operations;
  • increase their knowledge and broaden their perspective of the aerospace world to which they will contribute their talents as leaders in aerospace business operations; and
  • understand the various engineering career path options available in the aerospace enterprise engineering and operations environment.

Here is a list of past student research projects:

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 

Fall 2023 – 100% INCLASS (Full Semester)

  1. Bombardier -Managing Cultural Change Due to Plant Relocation 
  2. Bombardier – The World of Aviation A Guide to Rules and Regulations
  3. Safran – Developing and Enterprise Wide Safety Management System and Through the Supply Chain
  4. Pratt & Whitney – Technology Scouting in Aircraft Engine Innovation

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