The Johnson and Johnson medical device sector has undergone high impact transformation over the past 48 months. Approximately 10 separate operating companies have been harmonized into one customer facing entity now known as Johnson and Johnson Medical Device(JJMD). The impetus for this effort was to ensure more synergy within our medical device companies and provide a wider range of end-to-end product and procedural solutions to improve patient outcomes.  This poster presentation will be focused on a Support Center of Excellence, Global Education Solutions (GES), and the transformation work happening within the Professional Relations and Operations department (PRO).

GES’s departmental mission is to provide best-in-class internal and external training and education on the safe and efficacious use of JJMD products. Within GES there is an operations group, Professional Relations and Operations (PR&O), that owns the backend logistical/operational support for all of GES. This support includes but is not limited to: Health Care Professional Contracting and Payments, Event Management and Registration Support, Spend Management and Tracking, Transparency Reporting, Copy Review/Compliant Communication, Litigation Support, Educational Grants and Donations, and Business Systems Support.

This poster presentation will focus on operational excellence and efficiency gains in organizational rebuild/talent management (People), transactional automation (Systems), and lean process improvement (Process) in the Professional Relations and Operations Department over the past 48 months.  Specifically, we will look at the spend management and tracking, attendance tracking, and transparency reporting regarding educational events for Health Care Professionals.

Vision: All educational events reconciled seamlessly, without defects, so that all data and documentation is retained for the business and reported to the Federal Government on time.

Issue Statement:  In 2017 we had too many closure failures that resulted in delayed reconciliation, resource strain, and additional churn on the business. Had we ignored this problem; compliance confidence could have been damaged, resources increased to handle cascading problems, and we could have missed critical reporting deadlines which could have resulted in damaged confidence in our controls. (The government can levy significant penalties (>$1mil) for inaccurate or unreported data)

Method: We used our Kaizen Blitz methodology, DMAIIC and DMADV skills in evaluating our structure, process, and technology enablers and drove efficiency and effectiveness gains back into the process

Outcomes:

• $1.126 Million Dollars Recouped in 2018 (220% Increase over PY through improved reconciliation timing, and improved Chargeback model)
• 62% Reduction in Closure Event Cycle (135 Days vs 52 Days)
• Elimination of 1 Outsourced FTE
  • $75k in Cost Avoidance – 16% Reduction in Cost
• Reduction in Time Spent on Business Partner Churn
• Improved Business Partner Satisfaction
• Optimal Health Care Compliance Data Delivery Cadence
• Updated Work Instructions/ Job Aides