The New York City Health and Hospitals Corporation (HHC), the largest municipal hospital and healthcare system in the country, is a $6.3 billion public benefit corporation. HHC serves 1.3 million New Yorkers every year and 450,000 of them are uninsured. HHC provides medical, mental health and substance abuse services through its 11 acute care hospitals, four skilled nursing facilities, six large diagnostic and treatment centers, and more than 80 community-based clinics. HHC adopted Lean in late 2007 to significantly accelerate the pace of improvement across its system. Rollout of Lean activities at 14 sites, and the corporate headquarters, resulted in over $30 million in new revenue and cost savings, a reduction of more than 40,000 minutes of patient and staff waiting times, and tremendous improvements in 11 Value Streams. Hear how this Lean approach has spread across the HHC system and sites. Learn how the roles of HHC site and central leaders in enterprise and local guidance evolved over the last three years. Find out about the lessons learned from their efforts in preoperative services and charge capture Value Streams. Learn how HHC applied specific tools and strategies to achieve success. Find out how you can apply these strategies and tools to your business

Lessons and outcomes from the adoption of Lean in a large public multi-hospital system.