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Cambridge, MA

Implementing Industry 4.0: Leading Change in Manufacturing and Operations

November 8-9, 2018

The term "Industry 4.0" refers to the combination of several major innovations in digital technology that are poised to transform the energy and manufacturing sectors. From advanced robotics and machine learning to software-as-a-service and the Industrial Internet of Things, these changes enable a powerful new way of organizing global operations. But how should executives lead this change within their own organizations so as to not negatively impact production, customer satisfaction, and corporate culture?


Implementing Industry 4.0: Leading Change in Manufacturing & Operations is a new program designed to help executives implement large scale technological change. Topics discussed include:

  • New business models and forms of operations that are currently being enabled by technological innovations such as the Industrial Internet of Things (IIoT)
  • The "hidden factory" that results from a counterproductive and unpredictable mix of old and new technologies. Over time, this results in an unknown "process" that delivers defect-laden products behind schedule.
  • The importance of decoding cultural and workforce factors prior to making an investment in new technologies
  • The overemphasis on visioning at the expense of fully understanding existing systems, the context in which those systems are operating, and the people who must use the technology
  • Ways to increase a factory?s "IQ," leading to more productive and safer operations
  • The role of the front-line leader in the adoption and successful execution of the new technology


* This course is not focused on the features or selection of specific Industrial Internet of Things/IIoT technology products or services. Instead, it is intended to help senior leaders in manufacturing and operations who are deploying Industrial Internet of Things technologies to obtain greater value from their businesses by diagnosing the states of their systems, measuring activities appropriately, and overcoming cultural obstacles to deployment of productive technologies.

In this program, executives and frontline managers will explore methods and tools that individuals, teams and organizations can use immediately to get the greatest value from technological change. Participants of this program will learn how to:

  • Identify current-state problems that need to be removed prior to the introduction of new technology
  • Eradicate "hidden factories" issues in process models and operations development of workforce skills
  • Successfully incorporate new technologies without disappointing customers, overburdening employees, and hurting short-term cash flow
  • Sequence the introduction of IIoT to accelerate adoption and time to cash flow
  • Use IIoT to leverage existing Lean/Six Sigma/continuous improvement efforts
  • Develop a coherent roadmap they can share with their entire company

One of a Series: MIT Holidays

MIT Closed - Veterans Day

November 12, 2018

Cambridge, MA

Developing a Leading Edge Operations Strategy

November 13-14, 2018

Enterprises are increasingly complex, with supply chains, manufacturing, and service delivery processes spanning cultures and time zones, geographies and geopolitical situations. To navigate this intricate world filled with new and different kinds of risk, executives need to know how to make the most efficient use of a company?s material, people, and processes; how to manage more complicated global networks; how to optimize service and quality levels of performance; and how to minimize risks yet maintain required capacities. This program will draw on real issues confronting manufacturing and service companies today, providing strategic frameworks to enable executives to make smart choices so their companies can deliver the high-quality products and services they are committed to providing their customers.


Many participants attend this program along with Supply Chain Strategy and Management.

In this program, senior managers will learn new approaches to operations strategy that were developed at MIT and based on best-practice research conducted among the world's leading service and manufacturing companies. Participants will gain an analytic view of operations and strategic insights into:


  • Vertical integration and the factors that affect strategic decisions
  • Process design and process engineering
  • Integration of people systems with technical systems
  • Global facility network strategies and the future of supply chain management
  • Strategic implications of process technologies
  • Capacity and risk management, including capacity factors, supply and demand management
  • Outsourcing, supplier power, and trends in supplier management

Cambridge, MA

Strategic Cost Analysis for Managers

November 13-14, 2018

This cost analysis course offers a unique opportunity for program and project managers to learn cost accounting-based management practices and strategies for making smart business decisions that justify outcomes and create value. Whereas financial accounting is used primarily to communicate the overall results for an entire organization to external parties, strategic cost analysis helps you answer the granular, day-to-day questions: How much does this product cost to make?  How should I price this service?  How do I use the budget process to help me plan better in the first place?  How do I evaluate the performance of my employees? Program material is drawn from our popular and highly rated MBA course on managerial accounting, and topics include product costing, activity based management, flexible budgeting, variance analysis, and performance measurement systems.

The program offers a series of interactive lectures, cases, and small group exercises that will help participants better understand:


  • The language and mechanics of cost accounting that goes on within complex organizations
  • Cost allocation, absorption costing, and transfer pricing, and their effect on reported performance
  • How to identify good results even though the accounting numbers look bad, and bad results when the accounting numbers look good
  • Companies? internal metrics for evaluating management

"I came to this program with the goal of better understanding how businesses make financial decisions about the projects they invest in. The program met my expectations in every respect. Both the content and the instructor interaction helped me understand the bottom line." - Peter N., Past Participant


"Excellent course for managers to better understand cost accounting and how to build up strategies using cost accounting tools."- Nawaf A. Past Participant


"As a chartered accountant and a finance practitioner, I came with the mindset that it was going to be a refresher. I was wrong! Plus, the networking opportunities I gained from this class still serve me today." - Segun O. Past Participant

Cambridge, MA

Managing Complex Technical Projects

November 15-16, 2018

Managing complex technical projects is a massive integration effort at many levels. Product and production plans must be integrated into components, components into subsystems, subsystems into systems and systems into quality products.

Traditional project management does not provide the kind of detail required today to both accelerate product and service development and improve product and service quality in the 21st century. Managing Complex Technical Projects presents a revolutionary design structure matrix (DSM) that MIT researchers use to determine which tasks within each phase of a complex project should or should not be performed concurrently. The DSM method is already applied in a number of corporations.

MIT researchers developed the DSM modeling approach to learn how to solve problems facing large-scale projects. After field-testing DSM in dozens of organizations and industries around the world, they found that it successfully streamlined the development of a wide array of projects including:

  • Complex automotive components systems and subsystems
  • Aerospace configuration design
  • Concept development and program roll-out
  • Electronics and semi-conductor development
  • Equipment and machine tool development
  • Plant engineering
  • Construction projects
  • Complicated service development and delivery projects

Through lectures, exercises, interactive discussions, and teamwork, participants in the program learn how to use DSM to map complex and often highly-technical procedures into simple arrays. Most important, they learn how to solve five key problems that confound complex project management: iteration, overlapping tasks, architecture, decomposition and integration. In Managing Complex Technical Projects, participants learn to:

  • Better document existing procedures
  • Reduce complexity
  • Share data with confidence
  • Facilitate project flow
  • Expose constraints and conflicts
  • Design iteration strategically

Cambridge, MA

Supply Chain Strategy and Management

November 15-16, 2018

Led by world experts, this practice-oriented program investigates a robust MIT framework for better managing supply chains in today's rapidly changing markets. Participants will explore:

  • The next big trend in supply chain strategy, and the key skills required to be successful
  • How to better structure a company's supply-chain strategy
  • Guidelines for making strategic sourcing and make-buy decisions
  • How to integrate e-business thinking into supply chain strategy and management
  • How to blend recent developments in information systems and communication technology with sophisticated decision support systems and create a comprehensive strategy for manufacturing and logistics
  • "Clockspeed benchmarking," a tool for deriving critical business insights and management lessons from industries with the highest obsolescence rates of products, process technologies, and organizational structures (industrial "fruit flies")
  • How to assimilate sustainability into your supply chain strategy
  • Why all advantages in fast clockspeed environments are temporary

Many participants attend this program along with Developing a Leading Edge Operations Strategy.

In the past, supply chain practice has been primarily tactical, but this program presents a new and innovative approach to supply chain design, which will enable program participants to better understand:

  • The role of supply chain design in business strategy and why, if not linked, your supply chain design can undo a company's entire business strategy
  • Forces that influence supply chain structure?how supply chain structures change; how supply chain structures and industry structures overlap; and how these structures are affected by the speed of change in a given industry
  • Integrating supply chain design with product and process development
  • Connecting supply chain design with supply chain management and logistics
  • Supply chains in the age of e-business

One of a Series: MIT Holidays

MIT Closed - Thanksgiving Day

November 22, 2018

One of a Series: MIT Holidays

MIT Closed - Day after Thanksgiving Day

November 23, 2018

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