Framework for implementing autonomous lean healthcare six sigma via yellow belt training

Purpose The purpose of this paper is to validate autonomous lean healthcare through the Shingo Model in a hospital environment, to modify the organizational culture. The research has shown that Lean Healthcare Six Sigma (LSS) using the Shingo Model, through training to empower employees and its drive to self-led LSS projects, is capable of directing process improvements. Design/methodology/approach These tools use hybrid DMAIC and PDCA to explore the use of yellow belt training to empower employees, considering their behavior and drive self-led lean healthcare through The Shingo Model, aiming at sustainability performance, while addressing challenges in delivering quality care and minimizing waste and process variability. Findings The project results led to sustainability and cultural change, which promoted a continuous improvement mindset. There was a significant reduction of 24.8% in the Length of Stay, reducing to 18.5 h in hospitalization, in addition to reducing variability, increasing the sigma level from 1.7 to 2.0. Practical implications The project was presented in a way that other hospitals can replicate using their own human capital, while promoting and strengthening a culture of continuous improvement and, consequently, fostering committed teamwork. Originality/value The research considered all hospital areas and a new approach for LSS using the Shingo Model, using the behavior of the employees to conduce better action plan. The proposed framework facilitates and allows other hospitals to implement it based on the successes and issues presented in the project.