Caring for Customers

Johnson & Johnson’s care for our customers specifically manifests itself in our pursuit of quality, focusing on the particular needs of Chinese customers and supporting our supply chain partners.

Caring through quality products

At Johnson & Johnson, the quality and safety of our company’s products is our top priority. Every product we sell must meet our rigorous standards for purity, safety and efficacy. Product quality and safety processes begin during the design of our products and in ensuring that ingredients to meet internal and external standards. We employ pharmacists, toxicologists, laboratory analysts and other health scientists to conduct thorough evaluations before any raw material or ingredient is used. The safety and quality of these materials is critical to protecting our customers and to the success of the final products.

Johnson & Johnson global Quality Policy

Our global quality policy requires each Johnson & Johnson operating company to:

  • Ensure that products meet safety and quality requirements and perform as required throughout their shelf-life.
  • Ensure that all products we purchase from suppliers meet our requirements.
  • Ensure that changes to materials, product labeling, packaging, processes, systems, facilities, methods and equipment are reviewed and approved before they are made.
  • Establish procedures to prevent diversion of product from its intended distribution channel and protect it from counterfeit product.
  • Establish or link to a system for handling product complaints and adverse events as the law requires.

Caring for Chinese Customers

For the Chinese market, Johnson & Johnson has consistently delivered a diverse mix of quality products to care for Chinese customers.

China has a large population, but the healthcare services in most regions can only meet people’s most basic needs, and diseases not covered by the basic medical insurance can often cause heavy financial burdens to patients. In light of this, Johnson & Johnson has adopted a different business model that provides a combination of suitable technologies and products that satisfy the needs of grass-root hospitals performing surgical operations common to their local regions. Through this approach, high-quality and affordable products are developed to benefit patients who would otherwise be unable to get access to new technologies.

Carrying on the Responsibility

Beyond our company’s own manufacturing, we also rely on other firms to produce finished goods and ingredients. The Johnson & Johnson Standards for Responsible External Manufacturing help us select partners who operate in a manner consistent with our values and standards, and they help our manufacturing partners understand our expectations. Since the Standards were implemented in 2006, 98% of Johnson & Johnson's external manufacturers have been evaluated to ensure that they always abide by our standards. In the future, we plan to extend the Standards to all of our partners in the supply chain, covering more than 50,000 suppliers globally.

Standards for Responsible external manufacturing

Johnson & Johnson and our external manufactures share a common commitment to:

  • Comply with applicable legal requirements,li>
  • Behave ethically and with integrity,
  • Integrate quality into business processes,
  • Treat people with dignity and respect,
  • Promote the safety, health and well-being of employees,
  • Operate in an environmentally responsible manner and,
  • Implement management systems to ensure ongoing performance and continual improvement.

supplier Maturity Ladder

J&J considers suppliers to be extensions of itself rather than outside parties. As such, J&J holds its suppliers to very high standards. For many first-time Chinese J&J suppliers, the initial gap between J&J quality, EHS, and sustainability standards and their performance was very large. Faced with the long list of stringent J&J standards, many were unsure where to start to fulfill these requirements. To help suppliers build capacity to meet J&J standards, J&J introduced the concept of a Maturity Ladder to its supply chain management. The Maturity Ladder breaks down a supplier's natural learning curve into discrete steps, with each step representing a progressively higher level of ‘maturity' on the way to achieving J&J's expectations of its suppliers. J&J has seen external manufactures progress from initial steps to advanced performance in 2-3 years.