This study aims to explore the implementation effect of using lean management theory to optimize nursing staff allocation based on the perspective of general practice nurses, so as to provide empirical evidence for the refined management of nursing human resources in primary and comprehensive medical institutions. Nursing staff and inpatients in the Department of General Practice and related linked departments of a general hospital were selected as research subjects. The traditional nursing staff allocation model was adopted before the intervention, while after the intervention, the service concept of general practice nurses was integrated and lean management optimization strategies were implemented, including value stream sorting, hierarchical staffing, flexible scheduling, process reengineering and continuous improvement. Differences in nursing staff utilization efficiency, nursing quality indicators, nurses’ job burnout level, and patient and nurse satisfaction before and after the intervention were compared. Results After the intervention, the balance of nursing staff allocation and per capita effective nursing working hours were significantly improved, and the proportion of non-value-added working time decreased; the incidence of adverse nursing events decreased, and the qualified rate of basic nursing and implementation rate of specialized nursing increased; nurses’ job burnout scores decreased, and both nurses’ job satisfaction and patient nursing satisfaction were significantly higher than those before the intervention (p < 0.05). Lean management from the perspective of general practice nurses can accurately match nursing service needs with human resource supply, reduce resource waste, improve nursing efficiency and quality, and improve nurses’ practice experience and patients’ medical experience. It is a scientific and feasible model for optimizing nursing staff allocation.