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:

• Winter 2010
  1. The 4 quadrants of Innovation
  2. The Management Consultant Versus Management Engineer
  3. Project Scope: Sustainability Through Green Engineering
  4. Innovation Strategies and How to Apply Within Dormant Organizations
  5. Scope “The 7 Deadly Innovator Sins of An Innovator”
  6. Regulation and Innovation
  7. Profit Growth Through Innovation
• Fall 2010
  1. The Commercialization of Academic Research in Post Secondary Institutions
  2. Innovations in Sustainable Infrastructure
  3. Innovation in the Product Development Process: The Engineer versus Industrial Designer
  4. Innovation in Space Propulsion Systems; Technological, Economical, Political Analysis
  5. Innovations in manufacturing
• Winter 2011
  1. Innovation Ranking of Nations
  2. Engineers and Ecology
  3. Avoiding Innovation Failures
  4. Engineers as Entrepreneurs
  5. Creativity in Engineering and Applied Science
• Fall 2011
  1. What Stops Small Companies getting Big
  2. Corporate Culture and Innovation
  3. Competitions that Drive Innovations
  4. S Curves in the Cold Roll Forming Industry
  5. Patent Law in Innovation Projects
  6. Innovation in Biotechnology
  7. Innovations USA
  8. Environmental Decisions – Global Impact
• Winter 2012 (100% Online)
  1. Mars Exploration Managing Innovation through Economic and Political Dilemmas
  2. Green Engineering
  3. Boeing / deHavilland / Bombardier / Messier Business Transformation
  4. Resistance to Innovation
• Spring 2012 – 10 day Version
  1. Innovation in Money
  2. Leadership Characteristics of Innovation
  3. SpaceX Privatization
  4. Rolls Royce – History of an Innovator
• Winter 2013 (100% Online)
  1. C2C Innovations
  2. How Radical Innovation Negatively Impacts Company Performance
  3. High Tech Amazon
  4. Acquisitions of Innovation Startups
  5. Innovation in Sustainable Buildings
  6. Innovations in Oil Sands
  7. Innovations in the Automotive Industry
  8. Healthcare and Engineering
  9. Corp Social Responsibilities
• Spring 2013 – 10 Day Version
  1. Quality Improvement Healthcare
  2. Disasters that Shape Innovation
  3. How Nature Shapes Innovation – Biomimicry
  4. Wearable Electronics
  5. Global Sustainability
• Winter 2014 (100% Online)
  1. The Effects of 3D Printing on the Manufacturing Industry
  2. Innovation in Retail
  3. Small Water Systems
  4. Innovation Failures in Energy
  5. Innovative Methods of Funding Pharmaceutical Research
  6. Confucianism and Management Philosophy in China
• Spring 2014- 10 Day Version
  1. Innovations in Utility Policy: Adapting to the Growth in Solar Energy
  2. Technology Diffusion in Developing Countries – Case Study on Water and Energy
  3. Diffusion of Innovations in Communication in Developing Countries
  4. High-speed Rail between Montreal and New York City – Analyzing and Applying the Chinese CRH Experience
• Fall 2014 (100% Online)
  1. Alibaba: The rise of an innovative e-commerce company in China
  2. Residential Solar Sustainability in China
  3. Best Practice for Mobile Phone Manufacturers
  4. Innovation Diffusion – Innovative Solar Power Plant – Substituting Ammonia for Water
• Winter 2015 (100% Online)
  1. How Apple Innovates
  2. Space Exploration
  3. Traffic Congestion in Toronto
  4. Smart Cities
  5. Disruptive Innovation
  6. Tesla Electric Car
  7. Myths of Innovation
• Spring 2015 – 10 Day Version
  1. Driveless Cars
  2. Impact of Innovation on the Quality of Life in Nordic Countries
  3. Impact of Drone Innovation
  4. Impact of Artificial Intelligence
• Fall 2015 – 100% Online
  1. The Innovation journey of Nokia- Lessons Learned
  2. Next Generation Robotics – Humanoid Robots
  3. Artificial Intelligence: From Erica and Watson to the Future
  4. Future Wearable Technologies
• Spring 2016 – 10 Day Version
  1. Innovation disruptions (AI) in Healthcare
  2. Innovation disruptions in Education
  3. Innovation disruptions in Management Consulting
  4. Innovation disruptions in Engineering
  5. Innovation disruptions Transportation
• Fall 2016-100% Online
  1. GE Digital Revolution
  2. Autonomous Vehicles
  3. Innovation in Chemical Industry
  4. Government and Innovation

• Spring 2017 – 10 Day Version                                                                
  1. Space Manufacturing
  2. The Information of Tomorrow -The Future of Information Diffusion
  3. The Future of Aerospace

• Fall 2017 – 100% Online
  1. Movie Industry and Its Technological Innovations
  2. Medical and Health Care Innovations
  3. Innovations in Transportation
  4. Innovations In Retail
  5. Innovations in Banking Services

• Fall 2018 – 100% Online
  1. How Innovation Gets Financed, and Sourced in Different Cultures (incorporating micro-financing)
  2. Bed-In-A-Box: Innovation in The Mattress Industry
  3. Blockchain technology and Its Impact Across Various Industries
  4. 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.
  5. High Speed Rail
  6. Innovation in Smart Cites

• Spring 2019-Inclass- (10 day version)
  1. Innovation in Education and the Disruption in Higher Educational Institutions
  2. Ford F-150 34 years best-selling vehicle and in the United States, a deep analysis
  3. Implementing and Managing Innovations that Impact Municipal Processes

• Winter 2020 – 100% Online (Full Semester)
  1. Tesla’s Cyber Truck: A Case Study of Market Disruption
  2. 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
  3. The Toronto Transit Corp – Analysis and Innovative Solutions to the Identified Problems Plaguing the TTC.  
  4. Optimizing Airline Ticketing Through Technology – how customers pay for
  5. Climate Change and Innovation Initiatives
  6. 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 (full semester)
  1. Artificial Intelligence in Manufacturing 
  2. The Innovation in Huawei’s Business Model
  3. RIL-JIO: Transitioning Business in Digital Economies
      
• Winter  2021- 100% Online (full semester)
  1. Framework to Manage Technological Innovation in Large Complex Ecosystems (LCE): Case Study on Development of Portable Nuclear Energy
  2. Dr Artificial Intelligence – AI in Healthcare– Medical Diagnoses
  3. Smart Sustainable Cities

• Summer  2021 – 100% Online (full semester)
  1. Innovation in Higher Education 
  2. Application of the Agile Methodology for Innovation Management

• Winter 2022-100% Online (Full Semester)
  1. Machine Learning in Healthcare (COVID-19)
  2. Sustainable Aviation with Innovations in Electric Aircraft
  3. Innovation in Self-driving and Autonomous Cars
  4. Electric Vehicle in Public Transportation

•  

 

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:

• Fall 2012 – Engineering Profession in China
  1. An Analysis of Engineering Education in China versus the West
  2. The Role of the Engineer in Society – China versus the West

• Fall 2013
  1. Green Management Strategy and Best Practices learned from Sinopec China, Bombardier Canada, and Cemex Mexico
  2. Environmental Policy for Sustainability in China
  3. Shortage of Engineers in UK and Lessons Learned for China
  4. The Role of Nuclear Technology for China’s future Energy and Environmental

• Summer 2014 – Engineering Culture in Various Countries
  1. Engineers and Policy – Social and Moral Requirements
  2. Engineering education and culture UK versus Canada
  3. Engineering Culture in Islamic Countries
  4. Training Engineers and Executives through Apprenticeships – UK Case Study

• Summer 2015 – Engineering Impact on Business and Society
  1. Apollo Program-The Social, Political, & Technological Impact of the Man on the Moon
  2. Dam Engineering-The Social, Political, & Technological Impact of Dams on Society
  3. Big Science -Social, Political, & Technological Impact of Big Science and Big Engineering Behind it
  4. Transportation Projects – Highways: Intersections of Engineering, Business and Society
  5. Transportation and the Passive Society- The Role of Engineer in Society
  6. Development of Commercial Aviation-The Social, Political, & Technological Impact on Society

• Summer 2016 – Engineering Disasters – Lessons to be Learned – Dedicated to the late Don Lawson
  1. Hyatt Regency Walkway Collapse
  2. Tacoma Narrows Bridge Collapse
  3. Hurricane Katrina – New Orleans
  4. Deepwater Horizon Explosion/Oil Spill
  5. Artificial Intelligence – decision making given to machines – uncontrolled power of a software malfunction
  6. Skylab Failure

• Summer 2017 
  1. Information Security (This project was conducted before the Facebook scandal broke)
  2. Artificial Intelligence and it’s implications (Policy, Strategic Drivers, moral and ethical considerations, Impact on Engineering
  3. Policy and Innovation: Can Governments Regulate, Legislate, and Spend their Way to Technological Progress?
  4. Collaborative Engineering Design
  5. 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
  1. Ethics of Bio-augmentation
  2. Designer Babies
  3. “Human expansion into space – The only way forward to save us from extinction”
  4. Transhumanism and Engineering Education
  5. The Future of Food, the ethics and capabilities of genetic engineering to solve global food/overpopulation crisis.

• Winter 2019
  1. “The Automation of Everything”
  2. “The Role of Engineers in Sustainable Developments”.
  3. “Morandi Bridge Collapse in Italy and Corinthians Stadium in Brazil”
  4. “Innovation in Wireless Communication and 5G”
  5. The Female Non-Engineer’s Perspective on Engineering.

• Summer 2019
  1. More Than Just an Engineer
  2. The Engineer in Warfare
  3. Impacts of Politics on Engineering
  4. Airplane and Society – How one Impacts the other?

• Winter 2020 – 100% Online
  1. The Impact of the Development of the Transistor on Society
  2. Saving Lives and Making Money: The Ethics Involved in Creating Breakthrough Medical Technologies
  3. Engineering Positive or Negative Impact on Society

• Summer 2020 – 100% Online
  1. The Societal Impacts of Credentialism and Educational Inflation: How Academia and Professional Industry Continue to Diverge into the 21st Century
  2. Cross-Silo Leadership: breaking down silos to help engineers collaborate across boundaries
  3. The Union Station UP Express YYZ Network

• Winter 2022 – 100% Online
  1. The effects of Covid-19 on the workplace environment 
  2. China’s Strategy for Global Hegemony and it’s Relation with the World Economic Forums (WEF) “Great Reset”

• Winter 2023 – 100% Online
  1. The Impact of Crypto Currency on Society – Adoption, Utility, Culture and Ethics – An engineering Perspective
  2. The Engineering of Social Media Addiction: Strategies, Impact, and Policy Recommendations

 

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)

• 1. 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
  2. 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
  3. PWC 3 – Driving the right performance in a Tier 1 management Consulting Firm
  4. 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.
  5. 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
  6. Deloitte 3 – Customers are in the driving seat of digital transformation – how should MC companies respond.

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

• 1. PWC 1 –Implications of Emerging Technologies to the Consulting Industry
     – Understand the implications of emerging technologies on the management consulting industry
  2.  PWC 2- Start Ups are the Giants of Tomorrow – Road Map for Success for Management Consulting Firms 
     – How to Connect existing Services to Startups and also identify new services
  3. PWC 3 –Climate Change and Management Consulting  –Regardless of whether the causes of climate change are natural or man-made, the real and perceived impacts from climate change are felt across the economy by all industries. As such, G7 Consulting was tasked with enhancing PwC’s current offerings to enable its Canadian clients to gain competitive advantage in an economy impacted by ongoing climate change
  4. Deloitte 1–Rethinking the Partnership Structure for the 21st Century  – Analyze the various organizational structures and their applicability to a Management Consulting Firm.
  5. Deloitte 2 – Artificial Intelligence (AI) in Management Consulting  – Focus on targeting Automotive and Transport and Logistics industries by providing Data Consulting and AI Aware Organizational Transformation as new services. The next steps require hiring AI experts and creating teams that can support these services
  6. Leadership Intelligence Inc & Strategic Retreats – Determine and develop best practical business model of an a networked virtual management consulting firm    -Make recommendations on four aspects: 1) Business development 2) Technologies 3) Financial models 4) Characteristics of the community

• Spring 2019 (4 weeks  Intense)
  1. CAMC – The Role of MC in 21st Century
  2. Aquitaine Innovation Advisors-Applications of AI for management consultants and their Clients
  3. Leadership Intelligence -The Virtual Management Consulting Firm
  4. CAMC – Implications of the 4th Industrial Revolution (4IR) on Management Consulting

• Fall 2019 (Full Semester)
  1. PWC – Executive Summary – Diversity in Workplace
  2. PWC – Strategic Growth Using a Hybrid Business Model
  3. Deloitte – AIRS Technology Foresighting
  4. Deloitte – Growth in Exponential Technologies and their Impact on Talent Portfolio of Management Consulting Firms
  5. CAMC – Assessing the disruption brought about by AI on the Management Consulting profession

• Spring / Summer  2020 (Full Semester)
  1. PWC  –Virtual remote collaboration tools adoption in times of crises  
  2. PWC –Competitive Strategy for PWC after COVID-19 Pandemic
  3. PWC – COVID-19 IMPLICATIONS FOR CANADA What sectors/ industries will experience a boom and decline after COVID-19 pandemic is on a decline?
  4. Strategic Retreats Inc – Strategies for developing a footprint in Muskoka 

• Fall 2020 – 100% Online (Full Semester)
  1. PWC – Real Estate, GTA & COVID-19: An In-depth Analysis
  2. PWC –Reimagining the Mid to Luxury Automotive Manufacturer: Lexus’ Roadmap to tackle emerging technologies & effects of COVID19
  3. CAMC / ICMCI: Strategies to Enhance the Affiliation of Management Consultants with their Professional Institutes
  4. Ceridian: A study on the value & market drivers in the outsourced Human Capital Management (HCM) sector amidst the CV-19 induced global shift

 

• Spring / Summer 2024 – 100% 10 Day INCLASS 

1.  

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

• 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

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. Bombardier –Tooling-Management Systems 
2. Bombardier Aerospace–Evolution – 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