LEAN SIX SIGMA WORLD CONFERENCE
How to Get Over 90% Lean & Six Sigma Certification Rates!
Presenter: Angel Rivera, Director Continuous Improvement, Johnson & Johnson, Miami, FL, USA
Keywords:Lean and Six Sigma Certification Rates, Lean Communities of Practices, Six Sigma Knowledge Centers
Johnson & Johnson has had a good history of Continuous Improvement since 1999 but the programs needed to evolve to meet our Supply Chain and changing landscape for our customers. Due to the low certification rates (~40-50%); company restructuring, belts leaving the company, the Continuous Improvement Corporate team was disbanded in 2008. Then in 2015, The Johnson & Johnson Supply Chain Academy was formed to re-energize the organization and to provide foundational training, tools & best practices to drive World Class Continuous Improvement Skills to our associates. But our Continuous improvement educational programs had to be realigned with the new way of working within Supply Chain. ? Key results after key changes made were:
• High productivity savings year over year from in class participants
• 85-90% project completion rate – highest in industry! •
Strong pull from customers to build capability. Over 70 weeks of training per year!
• 20-25% knowledge lift after trainings
• Improved consistency of training delivery and employee mobility The key changes made to our programs were: 1. Re- alignment of our CI training approaches, tools, and education materials to our new strategic initiatives. 2. Created a Governance board to ensure alignment & accountability across J&J 3. Standardized educational material, training and tools across the enterprise 4. Certification requirements have evolved to include JJOS deployments 5. Creation of Lean
& Six Sigma Knowledge Centers where belts go to work and link to others.
6. Creation of Lean & Six Sigma Communities of practices to ensure legacy belts coach & mentor new belts 7. Sustaining education with innovative learning technology platforms & micro learnings. For evaluation, we used the 4 level Kirkpatrick model to measure our effectiveness of the programs. It is an industry standard, fits what we want to measure and simple for business partners to understand. 4 Levels were: Level 1 : Learner Feedback This feedback has been used to identify program improvements based on learner input and suggestions. It began as paper-based and recently transitioned to online surveys. Collected immediately at the conclusion of our face-to-face or virtual trainings. Level 2 Data :Knowledge Increase Post-testing is conducted at the conclusion of the face-to-face or virtual training engagement. We recently added pre-testing to enable reporting of the knowledge delta before and after training. It began as paper-based, then transitioned to be incorporated in our learning management system. ? - 30-40 questions depending on the course. Level 3 Data: Behavior Change Behavior change analysis includes review and approval of projects where they demonstrate application of what they have learned. Also, we recently implemented learner and manager surveys at fixed intervals to assess behavior change impacts. - Project Presentations are submitted online to a SharePoint site upon completion of the qualifying learner project. - Behavioral impact surveys are conducted online. Level 4 Data: Benefits/Value Benefit analysis allows us to quantify business outcomes in a way that demonstrates cost improvements, cost avoidances, compliance improvements, and revenue enhancement. The monetary results are reviewed by the Governance Board and are reported to Supply Chain Leadership. - Learners are required to include their financial/other benefits in their final project presentation. - Learners must also upload their achieved benefits into a centralized J&J tracking system. - Financials are tracked via monthly updates made by the learner for one year after submission. With these changes to the J&J Continuous Improvement programs, they have exceeded targets for each year; ? 2015 Target results exceed target by 60% ? 2016 Target results exceed target by 37% ? 2017 Target results exceed target by 25% ? 2018 Target results exceed target by 20% In addition our Lean & Six Sigma Certification rates went from 50% to 85-90% due to the Communities of Practices (Virtual Coaching) and Knowledge Centers. Finally, a key impact was in adoption of Lean/Six Sigma thinking, application of the tools and concepts to drive continuous improvement in their sites and business units. Lean & Six Sigma is now part of our DNA demonstrated through the behavior change assessments and reuse of the Lean & Six Sigma skills in subsequent projects. In summary, the J&J Supply Chain Academy CI educational programs were realigned with the new way of working within Supply Chain & J&J. ? Key impacts were: • High productivity savings year over year from in class participants • 85-90% project completion rate – highest in industry! • Strong pull from customers to build capability. Over 70 weeks of training per year! • 20-25% knowledge lift after trainings • Improved consistency of training delivery and employee mobility