Lean management models in hotel chains: a review of operational and financial efficiency practices

Abstract

This study presents an integrative literature review on the implementation of lean management models in hotel chains and their impacts on operational efficiency and financial performance. A total of 10 studies published between 2015 and 2025 were analyzed across the Scopus, Web of Science, ScienceDirect, Emerald Insight, Taylor & Francis Online, and SciELO/Portal CAPES databases. The findings reveal a growing adoption of lean practices in the hotel sector over the past decade, particularly related to process standardization, waste reduction, workflow optimization, and enhanced service quality perception. Tools such as 5S, Kaizen, Value Stream Mapping (VSM), visual management, and Lean Six Sigma significantly contribute to reducing service time, improving process accuracy, and minimizing operational failures, especially when combined with continuous employee training. Regarding financial outcomes, lean practices demonstrated both direct effects, through cost reduction and resource optimization, and indirect effects, by enhancing guest experience and consequently improving revenue indicators such as RevPAR, occupancy rate, and GOPPAR. However, the literature still lacks standardized metrics for measuring financial results, particularly concerning return on investment (ROI) and cost reduction per process. It is concluded that lean management represents a relevant strategy for hotel chains, and future research should integrate hybrid approaches involving economic-operational measurement and digital technologies to strengthen empirical validation and promote lean maturity in the hospitality sector.