Thomas Kraft explores the extent to which the principles of Lean Management, which have already proven to be an effective concept for process-oriented quality assurance while simultaneously increasing efficiency in industry, can be applied to the management, support, and core processes in hospitals. He tests his theoretical model in selected practical projects to derive three success-relevant recommendations for the implementation of Lean projects in hospitals: a hospital-oriented change management, a procedural strategy for process-oriented organizational development, and an approach to operationalizing initial Lean projects.