Tarannum¹, Arti Rauthan² and Jhuma Samanta³✉![]()
¹Healthcare Management, Jigyasa University, Dehradun-248197, Uttarakhand, India
²Sai Institute of Paramedical and Allied Science, Dehradun, Uttarakhand, India
³School of Pharmaceutical Sciences, Jigyasa University, Dehradun-248197, Uttarakhand, India
Received: Aug 2, 2025/ Revised: Sept 20, 2025/Accepted: Sept 29, 2025
(✉) Corresponding Author: jhmsamanta02@gmail.com
Abstract
The healthcare industry faces a global challenge of balancing rising costs with the demand for high-quality, patient-centered care. This review systematically synthesizes the literature on the application of Lean management principles in healthcare. The analysis reveals that Lean interventions are highly effective at improving operational efficiency, particularly by reducing patient waiting times and enhancing patient flow in high-volume areas such as emergency and surgical departments. These operational gains often translate into significant improvements in patient satisfaction and perceived service quality, as studies show a direct link between Lean practices and better patient experience. Additionally, by reducing daily frustrations and non-productive activities, Lean initiatives can positively impact staff engagement and satisfaction. Beyond humanistic and operational benefits, the implementation of Lean has also been shown to contribute to cost containment and improved financial performance in healthcare organizations. The success of these initiatives, however, is not a given. The literature demonstrates that effective implementation is critically dependent on a balanced socio-technical approach, where “hard” process-oriented factors are supported by “soft” people-centric ones. Key enablers include strong leadership, a supportive organizational culture, and a holistic view of the system. Conversely, barriers such as resistance to change and the misapplication of Lean as a simple cost-cutting tool can impede progress. This paper concludes by proposing a conceptual framework that integrates these multi-dimensional outcomes and mediating factors, providing a roadmap for future research and practice. It identifies a pressing need for long-term longitudinal studies to assess the sustainability of Lean’s benefits.
Keywords: Lean Management, Healthcare, Operational Efficiency, Patient Satisfaction, Socio-Technical Systems
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How to cite this article
Tarannum, T., Rauthan, A., & Samanta, J. (2025). Lean management in healthcare: A critical review of socio-technical implementation, operational performance and patient-centric outcomes. Science Archives, 6 (3), 14–23. https://doi.org/10.47587/SA.2025.6301
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