Learn How J&J Uses Process Mining to Amplify and Accelerate Lean Six Sigma

Industry: Healthcare

Keywords: Process Mining, Artificial Intelligence, AI, Process Intelligence, Intelligent Automation, Digital

Level: Advanced

LinkedIn: linkedin.com/in/tony-verbeck-a66691

Process Mining is a game-changing capability that integrates perfectly with the Lean Six Sigma methodology. Remember the days when in order to map the current state of any process you had to get a room full of people together and ask them questions? With Process Mining, your current state process is mapped automatically – not only the way it is supposed to run, but all of the various ways it actually runs.

The variability and complexity of the current state is visualized in compelling graphics. Beyond process mapping, in this session we will demonstrate how Process Mining is a powerful capability that supports every step of the DMAIC model from powerful analytical tools to automation solutions to ongoing metrics to keep your process in control. The result is that your Lean Six Sigma projects will run faster, your solutions will be better, and the benefits to the business will be larger. Finally, we will share overviews of some real J&J use cases that will bring these concepts to life and demonstrate how Process Mining has driven real benefits across the business and across multiple process areas.

Two examples:

⦁ How we used Process Mining to improve upstream data quality coming from upstream Human Resources processes that resulted in downstream improvements in our Payroll function

⦁ How we used Process Mining to automate month-end and quarter-end financial reconciliation processes to maintain control over these critical processes

The audience will leave the session with a real-world understanding of how Lean Six Sigma and Process Mining are a powerful combination that can be leveraged across any business.

Tony Verbeck

Tony Verbeck, Sr. Director Service & Continuous Improvement, Johnson & Johnson, Miami, FL, USA

Tony is currently the Senior Director of Continuous Improvement for J&J’s Global Services division. Global Services supports J&J’s 130,000 employees with services ranging from Human Resources, Procurement, Finance, to Data Privacy.

Prior to bringing the Lean Six Sigma approach to Global Services, Tony worked in multiple roles across J&J’s supply chain for over 20 years including distribution, manufacturing, and supply chain planning. He was involved in some of J&J’s earliest Lean Manufacturing projects starting in the late ‘90s and has continued to apply those principles throughout his career.

Tony holds an undergraduate degree in Finance from the University of Virginia and an MBA from Duke University.