Can't speak for lawyers or commercial pilots, but doctors absolutely have "methodologies" or processes. And processes that each individual hospital dept sets up last for years.
They're usually different across depts and hospitals though.
Oh man, our provincial health region recently went through a “Lean” transformation. Talking to people on the inside, it had some positive efficiencies come out of it, but it also resulted in some pretty terrible negative consequences. For example, medication shortages in rural areas, because they figured it would be better to send it to areas that needed it Just In Time. Except... some of those areas only get weekly deliveries, or worse.
Similar story with diagnostic medicine. Smaller laboratories shut down because they were redundant, and then lead times for blood work etc go up because of travel time. We used to have a provincial bus/courier system in place, but the govt shut that down because it was losing money, and the health care system suffered for it. Last I heard, rush samples between major centres are currently being shipped by 3-hour taxi cab rides.
You get into a funny position because management philosophies, Lean included, are basically defined as "Do things that work, don't do things that don't work. Only spend money on things that add value".
So basically anything that spectacularly doesn't work is usually not 'actual' [insert method here]. Management failures are rarely obscure even in foresight.
They're usually different across depts and hospitals though.