Higher Education Institutions (HEIs) face mounting global pressures, including international competition, funding restrictions, and the demand for enhanced service quality. In response, many have turned to Lean and Lean Six Sigma (LSS) methodologies, which are proven in industry for maximising value and eliminating waste. This systematic review synthesises the literature from 2001 to 2025 to understand this adoption in Engineering universities. Following the PRISMA guidelines, a systematic search of the Web of Science and Scopus databases was conducted. Studies focusing on the application of Lean, LSS, or continuous improvement in university settings across various disciplines except health and medical sciences were included Data on application areas, methods, outcomes, and critical success factors were extracted and synthesised narratively. The findings reveal a significant and growing body of evidence. LSS, particularly the DMAIC (Define, Measure, Analyse, Improve, Control) framework, is predominantly applied to administrative processes such as admissions, library services, and grant applications, yielding measurable improvements in efficiency and stakeholder satisfaction. Applications are also emerging in core academic functions like curriculum design and student retention. The literature strongly identifies critical success factors, including top management commitment, a focus on cultural change over mere tool application, and effective stakeholder education.

The evidence demonstrates that Lean principles are a viable and effective strategy for HEIs to address operational challenges and improve service quality. Successful adoption, however, is not universal and depends heavily on a strategic, culturally sensitive implementation that is championed by leadership and involves all stakeholders.