Lean Healthcare (LH) aims to increase patient value, enhance quality and reduce waste across processes. However, in hospital settings, the assimilation of LH into routine practice is impeded by multiple barriers that challenge both implementation and sustainability. This study aims to identify these barriers, explains their underlying causes and delineates potential resolutions (strategic pathways) through the lens of Organizational Learning (OL) theory.
A comprehensive systematic literature review (SLR) (Web of Science and Scopus) was conducted, followed by content analysis. Barriers and strategic pathways were coded and classified across OL theory and validated by experts.
By conducting an SLR, the authors have systematically categorized the impediments to LH across organizational, group/team and individual levels, elucidating their interconnected nature based on OL theory. In addition, this research systematizes pathways to address each barrier and group them by OL dimensions, offering a coherent mechanism linking barriers to targeted interventions.
The framework helps hospital leaders diagnose barrier profiles and choose mutually reinforcing learning pathways (e.g. leadership engagement, structured training, cross-functional teams, measurement and feedback) to accelerate and sustain LH initiatives.
This research, therefore, serves as a dual-purpose tool: it expands the theoretical application of OL Theory in healthcare and provides a pragmatic framework for healthcare professionals seeking to realize the full potential of LH.
