Improving Emergency Department Staff Satisfaction Through Lean Thinking: Evidence From a Mixed Study

Aims To compare job satisfaction among emergency department staff before and after the implementation of Lean Thinking and to explore staff experiences regarding this methodology, identifying associated satisfaction factors. Background Lean Thinking, originally developed in the automotive industry, is increasingly applied in healthcare to optimise processes and improve patient care. Staff engagement and perceptions are key determinants of successful implementation. Methods A mixed‐methods pre–post design was conducted. The Font‐Roja job satisfaction questionnaire was administered preintervention and 1 year postimplementation, and semistructured interviews were conducted with emergency department staff. Results Overall job satisfaction increased (3.31–3.43; p = 0.029), with significant improvements in job monotony (3.30–3.64; p = 0.038) and physical work setting (3.31–3.75; p = 0.007). Qualitative analysis revealed ten subthemes including improved organisation and teamwork, a more methodical workflow, the need for adaptation, and concerns about potential dehumanisation. Conclusion Lean Thinking increased job satisfaction in the emergency department, favouring structured work and better interprofessional communication. The professionals supported its continuity and highlighted the need for follow‐up meetings and constant improvements.