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Segment from Crystal Senter’s post: Six Sigma Six Sigma is a process that was developed by Motorola in the 1960’s with a goal to improve customer satisfaction, decrease product defects and increase efficiency (Satterlee, 2013). Six Sigma is completed in 5 steps involving a process known as DMAIC which is defined as: Define the purpose, Measure the process, Analyze the Data, Improve by modifying, Control the new process. The goal of Six Sigma is for companies to have processes and products that are produced at a rate of 3.4 defects per million opportunities. This level is considered a level which most companies do not operate at, but is a goal at the heart of those companies who tell their employees and the public that the company is Six Sigma certified.

People within those companies can also be certified at different levels within Six Sigma based on karate style belt colors. Those colors are: Yellow, Green, Black and Master Black Belts (Pyzdek, 2003). Each level is used to describe the knowledge on a particular project so that people within the project know how much knowledge and training a particular participant or leader within the project has. References: Pyzdek, T. (2003). The Six sigma handbook: A complete guide for green belts, black belts, and managers at all levels. New York: McGraw-Hill. Satterlee, A. (2013). Organizational Management & Leadership: A Christian Perspective (2nd ed.). Raleigh, NC: Synergistics International. Segment from Solomon Young-el’s post: Supply Chain Management One of the main issues to address with Supply Chain Management is its ability to be sustainable (Beske, 2014).

It incorporates all the activities from the procurement, to the development or transformation processes, and finally to providing the product or service to the end user. Managers try to “decrease costs, reduce risks, and ensure ethical behavior†in this part of their oversight of processes so that the organization can improve its effectiveness (Satterlee, 2013). From figuring out the adequate amount of suppliers to pursue, to the accurate assessment of any joint ventures, leadership has to be very methodical with every little detail (Satterlee, 2013). References: Beske, P., & Seuring, S. (2014). Putting sustainability into supply chain management. Supply Chain Management, 19(3), . Retrieved from . Satterlee, A. (2013). Organizational management and leadership: A Christian perspective. Second edition, Raleigh, NC: Synergistics Inc. Segment from Ashley Ralph’s post: Six Sigma Six Sigma was created by Motorola “with the goal to improve customer satisfaction, decrease product effects, and increase efficiency and effectiveness†(Satterlee, 2013, p. 226). This concept is a disciplined approach and it strives for perfection. They also use a color-coded belt system to classify an employee’s Six Sigma expertise. “It is uniquely driven by close understanding of customer needs of today and tomorrow, disciplined and systematic use of data to support decisions and diligent attention to managing and improving business processes†(Reosekar & Pohekar, 2014, p. 392). This concept is implemented in most of today’s top companies. References: Reosekar, R.,S., & Pohekar, S.,D. (2014). Six sigma methodology: A structured review. International Journal of Lean Six Sigma, 5(4), 392. Retrieved from . Satterlee, A. (2013). Organizational management and leadership: A Christian perspective. Second edition, Raleigh, NC: Synergistics Inc. My (Paul Verrey) segment: Project Management Project management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements (Satterlee, 2013).

A project is unique because it is not routine but consists of a specific set of operations designed to accomplish a specific or singular goal. A common example would be construction of bridge, building or railway line. Management of the project will therefore seek to ensure that the assignment is executed to achieve results which can be quantitative or qualitative. The processes involved in project management are, initiation stage, planning stage, implementation stage, monitoring and controlling stage and lastly the termination stage (Bonnal, 2012). References: Bonnal, P. (2012). Project Management. Construction Management & Economics, 30(3), . doi: 10.1080/.2012.655253. Satterlee, A. (2013). Organizational management and leadership: A Christian perspective. Second edition, Raleigh, NC: Synergistics Inc.