Latar Belakang: Proses pemulangan pasien rawat inap merupakan salah satu indikator mutu pelayanan rumah sakit yang mencerminkan efisiensi dan ketepatan waktu layanan. Keterlambatan discharge dapat menyebabkan penumpukan tempat tidur, meningkatnya waktu tunggu pasien baru, dan menurunnya kepuasan pasien. Standar pelayanan minimal waktu tunggu pemulangan pasien rawat inap menurut Kementerian Kesehatan RI adalah kurang dari 2 jam. Pada tahun 2025, capaian waktu tunggu pemulangan pasien rawat inap di Rumah Sakit Pusat Pertamina masih belum memenuhi standar tersebut dan hasil observasi peneliti pada saat PBL 3 rata-rata waktu tunggu mencapai 4 Jam 18 Menit. Tujuan: Menganalisis proses pemulangan pasien rawat inap menggunakan pendekatan Lean Six Sigma untuk mengidentifikasi waste, variasi proses, akar masalah, serta merumuskan usulan perbaikan. Metode: Penelitian ini menggunakan desain cross sectional dengan pendekatan kuantitatif dan kualitatif. Data dikumpulkan melalui observasi menggunakan time motion study dan wawancara mendalam terhadap informan terpilih. Sampel dipilih secara purposif pada pasien rawat inap reguler berdasarkan lantai perawatan dan jenis penjaminan. Hasil: Penelitian menunjukkan rata-rata lead time pemulangan pasien rawat inap di RSPP sebesar 5 Jam 08 Menit 02 Detik. Aktivitas non-value added (69,4%) didominasi oleh waste of waiting selama 2 Jam 14 Menit 22 Detik. Bottleneck terletak pada menunggu perawat mengantarkan obat pulang dan edukasi pasien, menunggu perawat mengisi resume keperawatan, menunggu pasien keluar kamar, menunggu DPJP dan dokter GP mengisi e-prescribing, serta menunggu perawat lapor pulang ke petugas administrasi. Usulan perbaikan mencakup penyempurnaan SPO, Sosialisasi terstruktur, Cheat Sheet daftar formularium dan cakupan penjamin, checklist board discharge, reminder batas waktu keluar kamar, Integrasi SIMRS, penyediaan discharge lounge. Kesimpulan: Proses pemulangan pasien rawat inap di RSPP masih belum memenuhi standar nasional. Pendekatan Lean Six Sigma mampu mengidentifikasi sumber inefisiensi dan menghasilkan rekomendasi perbaikan yang terukur untuk meningkatkan efisiensi pelayanan.

Background: The discharge process for inpatients is one of the indicators of hospital service quality that reflects the efficiency and timeliness of care. Delayed discharges can lead to bed occupancy, increased wait times for new patients, and decreased patient satisfaction. According to the Indonesian Ministry of Health, the minimum service standard for the wait time for inpatient discharge is less than 2 hours. In 2025, the discharge waiting time at Pertamina Central Hospital still did not meet this standard, and the researchers’ observations during PBL 3 showed that the average waiting time reached 4 hours and 18 minutes. Objective: To analyze the inpatient discharge process using the Lean Six Sigma approach to identify waste, process variation, root causes, and formulate improvement proposals. Methods: This study used a cross-sectional design with quantitative and qualitative approaches. Data were collected through observation using a time-motion study and in-depth interviews with selected informants. The sample was purposively selected from regular inpatients based on care floor and type of insurance coverage. Results: The study found that the average lead time for discharging inpatients at RSPP was 5 hours, 8 minutes, and 2 seconds. Non-value-added activities (69.4%) were dominated by waiting time, totaling 2 hours, 14 minutes, and 22 seconds. Bottlenecks included waiting for nurses to deliver discharge medications and provide patient education, waiting for nurses to complete nursing summaries, waiting for patients to vacate their rooms, waiting for attending physicians and general practitioners to complete e-prescriptions, and waiting for nurses to report discharges to administrative staff. Proposed improvements include refining SPOs, structured training sessions, a cheat sheet listing the formulary and insurance coverage, a discharge checklist board, reminders regarding room exit deadlines, SIMRS integration, and the provision of a discharge lounge. Conclusion: The inpatient discharge process at RSPP still does not meet national standards. The Lean Six Sigma approach was able to identify sources of inefficiency and generate measurable improvement recommendations to enhance service efficiency.