Operations Management: Credential Report and Skills Summary

This report presents a student's credentials and skills in operations management, positioning them for a consulting role. The student details their coursework, including projects on flowchart improvement, automation of accounts payable, statistical process control, and lean techniques, with a focus on the BMW case study. They demonstrate proficiency in DMAIC methodology, accounting software, and various process improvement strategies. The report summarizes business cases, outlines accomplishments, and estimates potential impacts on businesses, highlighting the student's theoretical knowledge and practical application of operations management principles. The student also mentions the use of case studies on Payless Shoe Store and the application of forecasting models with U.S. air passenger miles data, showcasing a well-rounded understanding of the field.

Operation management
I, ABC, presenting my credentials here. I hereby declare that all the information furnished below
is true to the best of my knowledge.

I have made many flowcharts related to operations management during the course of my study. I
am aware of the flowchart improvement process. It shows the invoice in the accounts payable
department. The current flowchart process followed by employees is older. I am familiar with the
several new accounting software programs which are the time-saving process and can improve
the speed of the process.
I use the DMAIC ( define, measure, analyze, improve and central) improvement technique. It is
the 5 steps method of the payment process (Lindström, Löfstrand, Karlberg, & Karlsson, 2012).
It has effect on environment as electronic mode of payment is used that reduces the paperwork.
Thus, it can produce a paperless environment for a particular organization.
The current accounts payable process consists of four steps. In the first step, the invoice is
received. The second step is the approval step (KevinLinderman & AravindChandrasekaran,
2010). After that, there is the third that is the review step. In this after the review finally checks
are signed and payments are processed. The last and the fourth step is the distribution of the
checks. I am aware of all these processes and have theoretical knowledge about all these issues.
The teamwork done by me in the class so as to learn the process of electronic payment has
yielded exemplary results.
I have made an assignment on the operation consulting. I have done the case study on payless
shoe store which was established in 1956. As far as the payment process is concerned I have
worked on the topic of automation with the organization named as avidxange that has helped the
organization go paperless and improve efficiency in the finance department leading to reduced
wastage.
I have knowledge about the statistical process control method. In today`s digital world
automating the payable process is very popular (K. Singhal &J. Singhal, 2012). Automating

payable system is very helpful in saving the money and the time. Thus it can improve the overall
growth rate of the particular organization. The aim of automating the accounts payable
department is to reduce the use of the paper. In addition to this, the invoice approval and tracking
process can also be simplified with the help of the accounts payable department (Protopappa-
Sieke & Seifert, 2011). Such theoretical knowledge of the employees which I possess will
always be good for any organization.
Next step for automating the accounts payable department is tracking of the invoice that is also
electronic. It is now the central space where everything can be stored. With the help of this
visibility is also increased and it is easy to find. Another advantage of the automating the
accounts payable department is the reporting process. A large amount of reporting can be done
and improve the visibility of the outstanding bills which are entered before and after. My
automation knowledge can be used for the above-mentioned purposes. Plus, there is the benefit
of fraud protection which is getting increased day by day.
I am aware of SPC as well as I have studied about it in class lectures and also written a test for
the same. Statistical process control (SPC) method is a method of measuring and controlling
quality with the help of monitoring the manufacturing process (R.Meredith, D.Steward, &
R.Lewis, 2011). Firstly the quality data is assembled in the form of the product by the separate
machines or instruments. Then the collected data is used to evaluate, monitor and control a
process. Another new technology which I am aware of is six sigma technology. Six Sigma
technique can be helpful in eliminating waste; it can also increase the employees productivity
and the overall profit of the company.
I am also aware of the lean technique. According to the lean technique, the organization gets
more benefit by using the less amount of product, labor, time, money and space (Azadeh,

Ghaderi, Mirjalili, & Moghaddam, 2010). It is useful in eliminating the waste, increase the
production and simplify the procedure.
BMW an automobile organization mainly uses the lean technique. The company makes its
products according to the demands of its customers and dealers. For example, in 2008, 70% of
products of the BMW were made according to the customers’ demand.
I also have knowledge about the operations forecasting. For describing this I used the data of
U.S. air passenger miles that corresponded to the period of 2003 to 2012 in my class studies.
Forecasting models are generally classified into three categories that is time series models, causal
models, qualitative models. I have learnt all these 3 models in class and proficient in them as far
as theoretical knowledge is concerned.
Thus, my theoretical knowledge can be very helpful for any organization I function or associate
with. I have learned many other technical and non- technical skills which are useful in
performing the role of operations consultant.

References
Azadeh, A., Ghaderi, S. F., Mirjalili, M., & Moghaddam, M. (2010). A DEA approach for
ranking and optimisation of technical and management efficiency of a large bank based
on financial indicators. International Journal of Operational Research, 56-76.
K. Singhal, & J. Singhal. (2012). Opportunities for developing the science of operations and
supply-chain management. Journal of Operations Management, 245-252.
KevinLinderman, & AravindChandrasekaran. (2010). The scholarly exchange of knowledge in
Operations Management. Journal of Operations Management, 357-366.
Lindström, J., Löfstrand, M., Karlberg, M., & Karlsson, L. (2012). A development process for
Functional Products: hardware, software, service support system and management of
operation. International Journal of Product Development, 23-29.
Protopappa-Sieke, M., & Seifert, R. W. (2011). Interrelating operational and financial
performance measurements in a multiproduct inventory system. International Journal of
Services and Operations Management, 34-45.
R.Meredith, J., D.Steward, M., & R.Lewis, B. (2011). Knowledge dissemination in operations
management: Published perceptions versus academic reality. Omega, 435-446.