From its origins in the automotive industry,Lean Thinkingis increasingly being seen as a solution to problems of efficiency and quality in other industries and sectors. In recent years attempts have been made to transferLeanprinciples and practice to the higher education sector, with indications of mixed consequences and debate over its suitability. This paper contributes to the debate by drawing evidence from 34 interviews conducted across two UK universities that have implementedLeanin some of their activities, and we pay particular attention to the role of the human resource function in facilitating its introduction. The findings suggest that there are problems in understanding, communicating and transferringLean Thinkingin the higher education context; despite human resource systems being vital facets ofLean, human resource professionals are excluded from participation; and as a consequence the depth and breadth ofLeanapplication in the two institutions is very limite