Where Industry Meets Innovation

  • Contact Us
  • sign in Sign In
  • Sign in with certificate
mit campus

Calendar

Include past months.

  • View All
  • ILP Conferences
  • All Conferences
  • Sloan Executive Education
  • MIT Professional Education
  • All Courses
  • Lectures
  • Recruitment
  • Event Series:

Events that include:

122 Results | Prev | 1 | 2 | 3 | .. | 13 | 14 | Last Page
 

Design and Analysis of Experiments

July 30 - August 3, 2018

Planning Experiments, Doing Experiments, and Analyzing Experimental Data

This one-week program is planned for persons interested in the design, conduct and analysis of experiments in the physical, chemical, biological, medical, social, psychological, economic, engineering or industrial sciences. The course will examine how to design experiments, carry them out, and analyze the data they yield.

Various designs are discussed and their respective differences, advantages, and disadvantages are noted. In particular, factorial and fractional factorial designs are discussed in greater detail. These are designs in which two or more factors are varied simultaneously; the experimenter wishes to study not only the effect of each factor, but also how the effect of one factor changes as the levels of other factors change. The latter is generally referred to as an interaction effect among factors.

The fractional factorial design has been chosen for extra-detailed study in view of its considerable record of success over the last thirty years. It has been found to allow cost reduction, increase efficiency of experimentation, and often reveal the essential nature of a process. In addition, it is readily understood by those who are conducting the experiments, as well as those to whom the results are reported.

The program will be elementary in terms of mathematics. The course includes a review of the modest probability and statistics background necessary for conducting and analyzing scientific experimentation. With this background, we first discuss the logic of hypothesis testing and, in particular, the statistical techniques generally referred to as Analysis of Variance. A variety of software packages are illustrated, including Excel, SPSS, JMP, and other more specialized packages.

Throughout the program we emphasize applications, using real examples from the areas mentioned above, including such relatively new areas as experimentation in the social and economic sciences.

We discuss Taguchi methods and compare and contrast them with more traditional techniques. These methods, originating in Japan, have engendered significant interest in the United States.

Applicants need only have interest in experimentation. No previous training in probability and statistics is required, but any experience in these areas will be useful.

All participants receive a copy of the text, Experimental Design: with applications in management, engineering and the sciences, Duxbury Press, 2002, co-authored by Paul D. Berger and Robert E. Maurer, in addition to extensive PowerPoint-style notes.

Downstream Processing

July 30 - August 3, 2018

Continuing discoveries in molecular biology, genetics, and process science provide the foundation for new and improved processes and products in today's biochemical process industry. The production of therapeutic proteins, which is made possible by discoveries in biotechnology, will generate sales exceeding $300 billion in 2016. In addition, biotechnology has led to marked improvement and expansion in the traditional biochemical process industry for production of enzymes, diagnostics, chemicals, pharmaceuticals, and foods. Continued introduction of new technology necessitates innovation in process development scale-up and design. As a consequence, there is the need to design new, as well as to improve existing, processes. An integral and cost intensive part of these processes is associated with downstream processing for product isolation and purification.

Who Should Attend

The course covers fundamental principles of downstream processing with practical examples and case studies to illustrate the problems and solutions faced by the practitioner. It is intended to provide both insight into and an overview of downstream processing for individuals actively engaged in process research and development, as well as those who manage and innovate in the biochemical process industry. Increasingly, scientists and engineers engaged in fermentation and cell culture development attend the course to better understand the context of the whole process. Attendees include:

  • Engineers and scientists interested in design, economics, validation optimization and scale-up of biochemical product recovery;
  • Protein biochemists and chemists involved in design of recovery processes;
  • Managers responsible for biochemical process development;
  • Entrepreneurs, attorneys, and business leaders wanting an overview and insight into biochemical manufacturing.

Product Platform and Product Family Design: From Strategy to Implementation

July 30 - August 3, 2018

This course explores how product architecture, platforms and commonality can help a firm deploy and manage a family of products in a competitive manner. We will examine both strategic as well as implementation aspects of this challenge. A key strategy is to develop and manufacture a family of product variants derived from a common platform and/or modular architecture. Reuse of components, processes and design solutions leads to advantages in learning curves and economies of scale, which have to be carefully balanced against the desire for product customization and competitive pressures. Additionally, platform strategies can lead to innovation and generation of new revenue growth, by intelligently leveraging existing brands, modules, and sub-system technologies. We will present the latest theory as well as a number of case studies and industrial examples on this important topic. We will engage the course participants through interactive discussion and hands-on activities. Recent strategic issues such as embedding flexibility in product platforms as well as the effect of platforms on a firm's cost structure, organization, and market segmentation will also be presented.

WHO SHOULD ATTEND
This course is targeted towards executive decision makers, product managers, marketing managers, product line strategists, product architects, as well as platform and systems engineers in industrial and government contexts. Such individuals will have to strategically position their products and systems in a competitive marketplace and define modular and scalable product architectures, utilizing standardization, commonalization, customization and platform leveraging strategies to maximize cost savings while increasing the capability to offer a variety of customized systems and products. A basic background in mechanical and/or electrical engineering, as well as some business and accounting experience is beneficial but not required.

The Invention Process: Invention in the Context of Innovation

July 30 - August 3, 2018

The goal of this course is to expose participants to the culture and methodology of the inventor, starting from the conviction that everyone can improve their ability to invent. The focus of the course will be on invention in an engineering context, although additional lessons will be drawn from other fields including science, the visual arts, architecture, and more. The primary learning tool will be invention itself, both in and out of the classroom. Lectures and assignments will present methodology and context. Invention will also be discussed in the context of its role in competitive strategy and as a distinct and recurring aspect of innovation. Essential elements of Intellectual Property (IP) law and patent writing will be taught and practiced. The relative roles of patents and trade secrets will be reviewed, especially in view of current challenges in protecting IP.

Who Should Attend

This program is designed primarily for those working in industry, specifically mechanical, electrical, and materials science engineering. Executives, CTOs, and project managers in product design, R&D, and manufacturing will benefit from attending this course. .

Online.

Business Process Design for Strategic Management (self-paced online)

August 7 - September 28, 2018

Based on our highly-rated Implementing Improvement Strategies program, this six-week online course broadens access to the knowledge of industry thought leaders such as Nelson Repenning and Donald Kieffer, who integrated decades of industry practice and academic investigation to create Dynamic Work Design. The online program offers those who would previously be limited in accessing the on-campus course the opportunity to engage with a portion of the content in a flexible and personalized way, through a highly collaborative and supportive online environment. You?ll learn to implement improvement strategies naturally in your everyday work, not from a prescribed list, but from a deep personal understanding of the principles.


Unplanned events happen in all businesses - from communication breakdowns and the rise and fall of costs, to tighter turnaround times and employee disengagement. Use these pain points to lead improvement strategies and innovation in your organization with this online program which will expose you to the principles and development of Dynamic Work Design from the very creators of this sustainable operations improvement methodology. This program aims to teach you how to implement continuous improvement strategies into your organization?s work design, as well as change the way you think about your own work and role as a leader within a particular area of improvement.


You?ll develop an understanding of how to go about implementing improvement strategies; why improvement strategies usually fail; the psychological reasons behind learning, change, and motivation; principles of good work design; and how to go about problem solving effectively. The program culminates in the identification of issues within your organization and the development of a structured problem-solving document based on the A3 approach to continuous improvement which was first employed at Toyota and successfully adopted by many companies.

One of a Series: MIT Holidays

MIT Closed - Labor Day

September 3, 2018

Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain

September 16-21, 2018

How do the most successful innovators generate more than their fair share of smart ideas? How do they unleash the creative talent of their people? How do they move ideas through their organizations and supply chains that are not only creative but fast to market? The answers to these key questions form the core of this program for business leaders and entrepreneurs who are determined to position their companies for future growth.

Offered jointly with IMD, this program will combine marketing, product development, technology assessment, value-chain design, project execution, and talent management in an end-to-end roadmap for achieving breakthrough performance. Using a dynamic and integrative value-chain framework created at MIT, participants will gain the capability to position their organizations for future growth.

Participants will leave this program armed with the knowledge of how to influence corporate culture, alter the way their organization responds to the challenge of innovation, and strengthen relationships with partners along the value chain. This intensive learning experience will deliver long-term value, helping business leaders to:

  • Meet technology challenges, from R&D to manufacturing, project management to engineering
  • Link technology decisions with business strategy
  • Integrate product development, process developments, and value-chain strategy
  • Develop organization and supply-chain strategies to position the company for future growth
  • Leverage learning and innovation collaboration with customers, lead users, and suppliers, maximizing the value of research
  • Understand how technologies and markets evolve and how they are linked
  • Outperform the competition by generating breakthrough ideas
  • Cope with shorter product life cycles, while delivering greater customer satisfaction
  • Optimize sourcing and ?make-buy? decisions
  • Integrate supply-chain design with concurrent engineering
  • Engage talent within the organization and across the value chain

Cambridge, MA

Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making

September 24-26, 2018

A few days spent away is precious little time to make a difference in your leadership capability, but Leadership and the Lens makes the most of that time by immersing participants into a different world of dynamic possibilities. Co-taught by MIT?s Hal Gregersen (The Innovator?s DNA) and Sam Abell (The Life of a Photograph), this workshop uses a familiar tool?the camera?to explore how unseen opportunities reveal themselves?and how the most effective leaders spot them, before it?s too late.


Gregersen and Abell discovered for themselves the deep resonance of their work when they met at the Santa Fe Photographic Workshops. Expecting Abell?s mentorship to make him a better photographer, Gregersen was surprised to find it also enriched his own research on leadership. His interviews with 200+ senior executives of the world?s most innovative companies?people like Salesforce.com CEO Marc Benioff and Cirque du Soleil CEO Daniel Lamarre?had led him to see that groundbreaking solutions start with catalytic questions. Now he saw that his core advice on how to reimagine organizational strategies and cultures mapped directly onto what Abell has taught for decades about creating photographs worthy of National Geographic.


To frame better questions, most leaders need to check habits and beliefs they have gained over life-long careers?for example, that they must always be confidently right and quick to call others to action. Seeing new possibilities for an organization often demands the opposite: an eagerness to find what one is dead wrong about, a willingness to step back and quietly listen, and a patience to take in the dynamics of a situation, especially an uncomfortable one. By putting themselves in contexts that compel them to adopt these new attitudes, leaders raise their odds of surfacing questions that can unlock entirely new avenues of value creation. In the same way, the best photographers commit themselves to daily habits that develop deep seeing skills. They patiently ?compose and wait? out in the field, where vulnerability often leads to inevitable, powerful images. They learn to study their settings as deeply as their subjects, and as they do, images (and life itself) light up.


Gregersen and Abell lead this workshop with all the enthusiasm that comes from their discovery of a novel, hybrid method of learning. Past participants have called it a transformative experience. To approach the world with eyes wide open and a camera in hand is to be inquisitive. It provokes questions like: What surprises will I encounter? How will I capture them? What message am I trying to share?and what will the images I produce say about me and my values as a leader? Spend these few days in Cambridge, and discover what new capabilities might develop in you.


This program is offered in association with Santa Fe Photographic Workshops, and is limited to 15 participants. Registered participants will be asked to submit 10-15 photographs they have taken, as valuable input to the instruction.


Please note: The program was formerly known as "Innovation and Images: Exploring the Intersections of Leadership and Photography."

Expect to leave this program with new insights regarding:

  • How leaders of the world?s most innovative organizations approach their work differently.
  • Why some questions prove especially ?catalytic?? capable of breaking down barriers and accelerating progress in new directions.
  • How exploring the intersection of two disciplines that combine art and science?leadership and photography?enhances creativity in both.
  • How simple changes in behavior and perspective increase your chances of encountering assumption-challenging input and exploring its implications.
  • Why the quest to uncover ?what you don?t know you don?t know? is central to both game-changing innovation and great image-making.
  • What prevailing conditions, deliberately sought or constructed by the leader, cause fresh questions to arise continually and productively?

calendar