The country's largest public health system, the New York City Health and Hospitals Corporation has two Lean healthcare jobs available and they've asked me to post them here.
Carlos Scholz writes:
We have 2 open positions for Lean Facilitators/Trainers at New York City Health and Hospitals Corporation. If you know about anyone, please forward these two job descriptions and ask them to contact me directly, my info is below. We are trying to fill these positions internally, but we don't mind interviewing from the outside, even if it means relocation. We need people with enough experience in lean (3+ years), preferably in healthcare, but it's not necessary; also, good understanding of A3 thinking, and preferably someone with excellent training skills, both to develop and conduct training.
Please see the attachments and let me know if you can help us with this request, maybe post it on your blog, or just communicate people you may know.
Please contact Carlos:
Carlos Scholz
Sr. Director, Breakthrough
New York City Health and Hospitals Corporation
carlos.scholz (at) nychhc.org
The job postings (see .doc attachments):
Breakthrough Facilitator and Trainer (Director) Organizational Innovation and Effectiveness
Director.facilitator trainer.2 21 12
Breakthrough Facilitator and Trainer (Assistant Director) Organizational Innovation and Effectiveness
Assistant Director.facilitator trainer.2 21 12
Read about the NYC HHC “Breakthrough” program, which is heavy (as are the job postings) on “RIEs” or Rapid Improvement Events, 5S methodology, A3 problem solving, and other core Lean methodologies and mindsets.
From the job postings, about Breakthrough:
Breakthrough (Lean/Toyota Production System) is HHC's fundamental approach to problem solving and improvement. In late 2007, HHC initiated the use of Lean to achieve exponential improvements across clinical, operational and financial dimensions of the system. To date, $217 million in cost savings and new revenue have been generated through 840 rapid improvement events at 15 sites, including the corporate office. Achievements in perioperative services, emergency departments, ambulatory care, behavioral health and more than twenty additional value streams are replete throughout the system.
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