Latar Belakang: Kamar operasi menyerap 30–40% biaya operasional dan menyumbang 40–70% pendapatan rumah sakit sehingga efisiensinya menjadi krusial. Turnover Time (TOT), yaitu interval antara pasien keluar (wheels out) hingga pasien berikutnya masuk (wheels in), sering luput dari perhitungan efisiensi padahal dapat menyebabkan hingga 15% waktu kamar operasi terbuang setiap bulan. Central Operating Theatre (COT) Rumah Sakit Pendidikan Universitas Indonesia (RSP UI) melaksanakan 30–40 tindakan per hari dan sedang bertransformasi dari kelas B ke kelas A, namun belum memiliki data TOT yang valid untuk mendukung optimalisasi kapasitas dan mutu pelayanan.
Metode: Penelitian cross sectional dengan pendekatan mixed methods tipe sequential explanatory dilaksanakan pada April–Mei 2026. Pengukuran kuantitatif dilakukan terhadap durasi TOT dan lima sub-komponennya (EVS response time, EVS cleaning time, set-up response time, set-up time, dan time to room) pada TOT events operasi elektif di Lantai 3 COT RSP UI. Analisis menggunakan uji Shapiro-Wilk, Mann-Whitney, Kruskal-Wallis, dan Korelasi Spearman. Pendekatan kualitatif melalui wawancara mendalam dilakukan untuk menggali faktor human, operational, organizational, clinical/case, logistic, dan technological yang memengaruhi durasi TOT.
Hasil: Dari 207 observasi, 125 TOT events memenuhi kriteria analisis. Median TOT sebesar 29 menit 58 detik (IQR 12:48; rentang 11:02–59:21). Median TOT shift sore (31:42) lebih panjang dengan beda bermakna (Mann-Whitney p=0,049). Perbedaan antar ruangan juga bermakna (Kruskal-Wallis p=0,012): OT2 (23:15) dan OT1 (25:40) paling efisien, sedangkan OT6 (36:01), Cathlab (35:18), dan OT Hybrid (31:54) tercatat paling panjang. Seluruh komponen TOT berkorelasi bermakna terhadap total TOT dengan profil berbeda: set-up time merupakan kontributor waktu terbesar (31,04%), set-up response time menunjukkan korelasi terkuat (r=0,553), sementara EVS response time menjadi komponen paling tidak stabil (CV 111%). Temuan kualitatif menunjukkan bahwa durasi TOT dipengaruhi oleh interaksi faktor yang bersifat multidimensional, mencakup distribusi workload dan familiaritas tim, workflow turnover yang belum terintegrasi, belum diposisikannya TOT sebagai indikator mutu yang dikelola formal, kompleksitas tindakan dan kesiapan perioperatif pasien, kesiapan sterile supply serta ketergantungan vendor, dan sistem informasi yang belum berfungsi sebagai decision support real-time.
Kesimpulan: TOT di COT RSP UI dinilai masih baik dengan variasi bermakna antar shift dan antar ruangan. Tidak terdapat satu komponen yang dapat ditetapkan sebagai bottleneck tunggal sehingga perbaikan perlu dilakukan menyeluruh pada seluruh komponen turnover. Diperlukan integrasi TOT sebagai indikator mutu kamar operasi, standardisasi alur turnover lintas profesi termasuk completion point antara cleaning dan setup, penguatan kesiapan perioperatif pasien, perbaikan tata kelola logistik dan vendor, serta optimalisasi sistem informasi untuk mendukung efisiensi kamar operasi RSP UI yang berkelanjutan.
Background: Operating theatres absorb 30–40% of hospital operational costs and generate 40–70% of revenue, making their efficiency critical. Turnover Time (TOT) is the interval from wheels out to the next wheels in is often overlooked yet can waste up to 15% of operating room time each month. The Central Operating Theatre (COT) of Universitas Indonesia Teaching Hospital performs 30–40 procedures per day and is transitioning from Class B to Class A, but lacks valid TOT data to support capacity and quality optimisation. Methods: A cross-sectional, sequential explanatory mixed-methods study was conducted in April–May 2026. TOT and its five sub-components (EVS response time, EVS cleaning time, set-up response time, set-up time, time to room) were measured during elective TOT events on the 3rd floor of COT RSP UI, and analysed using Shapiro-Wilk, Mann-Whitney, Kruskal-Wallis, and Spearman correlation. In-depth interviews explored the human, operational, organisational, clinical/case, logistic, and technological factors influencing Turnover Time. Results: Of 207 observations, 125 TOT events met inclusion criteria. Median TOT was 29 min 58 s (IQR 12:48; range 11:02–59:21). The afternoon shift was significantly longer (31:42; p=0.049), and rooms differed significantly (p=0.012): OT2 (23:15) and OT1 (25:40) were most efficient, while OT6 (36:01), Cathlab (35:18), and OT Hybrid (31:54) were longest. All components correlated significantly with total TOT: set-up time was the largest contributor (31.04%), set-up response time showed the strongest correlation (r=0.553), and EVS response time was the most unstable (CV 111%). Qualitatively, TOT was shaped by interacting factors: workload distribution and team familiarity, a non-integrated turnover workflow, the absence of TOT as a formally managed quality indicator, case complexity and perioperative readiness, sterile-supply and vendor dependency, and an information system not yet functioning as real-time decision support. Conclusion: TOT at COT RSP UI remains acceptable but varies significantly by shift and room. With no single bottleneck, improvement must span all components: adopting TOT as a formal quality indicator, standardising the cross-professional turnover workflow with a clear cleaning-to-setup completion point, strengthening perioperative readiness, improving logistics and vendor governance, and optimising the information system for sustainable efficiency.