Ditemukan 29742 dokumen yang sesuai dengan query :: Simpan CSV
Mellisa Efiyanti; Pembimbing: Puiyanto; Penguji: Dumilah Ayuningtyas, Masyitoh, Sobari, Ekasari, Enny
B-1984
Depok : FKM-UI, 2018
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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I Nyoman Ari Wijaya; Pembimbing: Dumilah Ayuningtyas; Penguji: Ede Surya Darmawan, Pujiyanto, Heri Iswanto, Muhammad Baharuddin
Abstrak:
Pelayanan Farmasi merupakan pelayanan yang tidak dapat dipisahkan dari pelayanan rumah sakit. Lamanya waktu tunggu di farmasi akan memengaruhi mutu layanan di rumah sakit secara menyeluruh. Demikian juga di RSU Bali Royal, didapatkan waktu tunggu diatas dari standar pelayanan minimal rumah sakit. Lamanya waktu tunggu di farmasi rawat jalan disebabkan belum berjalannya manajemen mutu yang baik di RSU Bali Royal. Peneitian ini akan melihat bagaimana proses pelayanan farmasi rawat jalan dengan menggunakan metode lean, di tahun 2017 dengan observational action process research, dengan melakukan observasi terhadap 15 pasien dari bulan oktober 2017 sampai dengan Januari 2018 di farmasi rawat jalan RSU Bali Royal, dengan melihat waste yang ada. Ditemukan kegiatan yang bersifat value added sebesar 45,65% dan kegiatan non value added (waste) sebesar 54,28%. Waste yang banyak ditemukan adalah waste waiting dan waste defect. Eliminasi waste yang sudah ditemukan dengan implementasi intervensi antara lain: memindahkan konter kasir, merubah lay out farmasi, membuat loket antara konter farmasi dengan ruang pengerjaan obat mengunci pintu ruang farmasi dan merubah alur layanan farmasi rawat jalan, sehingga kegiatan non value added dapat di eliminasi menjadi 18,28% dan kegiatan value added menjadi 81,72%. Dari segi outcome dapat dilihat adanya perbaikan waktu tunggu, perbaikan kepuasan pelanggan, peningkatan kunjungan dan peningkatan omset di farmasi. Peneitian ini menyimpulkan adanya peningkatan mutu layanan setelah dilakukan perbaikan proses pelayanan farmasi rawat jalan dengan menggunakan metode lean.
Kata kunci : Mutu; Lean; Farmasi
Pharmaceutical Services is a service that cannot be separated from hospital services. The length of waiting time in the pharmacy will satisfy the overall quality of hospital services. Currently the waiting time in Bali Royal Hospital pharmacy for out patient is still above the standard waiting time, which is not in accordance with the hospital guidelines. The standard waiting time for outpatient pharmacy cannot be achieved due to lack of quality management at RSU Bali Royal. This study will look at how the process of outpatient pharmacy service using lean method, in 2017 with observational action process research, by observing 15 patients from October 2017 to January 2018 at outpatient pharmaceutical RSU Bali Royal, by looking at the waste. It is founded that there are 45.65% value added activities and non-value added activities (vaste) of 54.28%. Most of the wastes that are found are waste waiting and waste defect. Elimination of waste that has been done by the implementation of intervention, among others: moving cashier counters, changing the lay out of pharmacy, making counter between the pharmaceutical counter with space lock pharmaceutical door lock and change in outpatient pharmacy service, so that non value added activities can be eliminated to 18.28% and value added activities to 81.72%. In terms of outcome can be seen the improvement of waiting time, improvement of customer satisfaction, increased visits and increased turnover in pharmacy. This study concludes that there is a significant improvement of service quality after the refinement of outpatient pharmacy service process using lean method.
Keyword : Quality; Lean; Pharmacy
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Kata kunci : Mutu; Lean; Farmasi
Pharmaceutical Services is a service that cannot be separated from hospital services. The length of waiting time in the pharmacy will satisfy the overall quality of hospital services. Currently the waiting time in Bali Royal Hospital pharmacy for out patient is still above the standard waiting time, which is not in accordance with the hospital guidelines. The standard waiting time for outpatient pharmacy cannot be achieved due to lack of quality management at RSU Bali Royal. This study will look at how the process of outpatient pharmacy service using lean method, in 2017 with observational action process research, by observing 15 patients from October 2017 to January 2018 at outpatient pharmaceutical RSU Bali Royal, by looking at the waste. It is founded that there are 45.65% value added activities and non-value added activities (vaste) of 54.28%. Most of the wastes that are found are waste waiting and waste defect. Elimination of waste that has been done by the implementation of intervention, among others: moving cashier counters, changing the lay out of pharmacy, making counter between the pharmaceutical counter with space lock pharmaceutical door lock and change in outpatient pharmacy service, so that non value added activities can be eliminated to 18.28% and value added activities to 81.72%. In terms of outcome can be seen the improvement of waiting time, improvement of customer satisfaction, increased visits and increased turnover in pharmacy. This study concludes that there is a significant improvement of service quality after the refinement of outpatient pharmacy service process using lean method.
Keyword : Quality; Lean; Pharmacy
B-2003
Depok : FKM UI, 2018
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Veronica Yoseva; Pembimbing: Helen Andriani; Penguji: Masyitoh, Nadia Farhanah Syafhan, Renita Agustina, Teuku Nebrisa Zagladin
Abstrak:
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Pelayanan farmasi rawat jalan merupakan salah satu komponen penting dalam penyelenggaraan pelayanan rumah sakit yang berperan dalam menjamin mutu pelayanan, keselamatan pasien, serta tingkat kepuasan pasien. Salah satu indikator mutu pelayanan farmasi adalah waktu tunggu pelayanan resep. Hasil pengamatan awal di Instalasi Farmasi Rawat Jalan Charitas Hospital Palembang menunjukkan bahwa waktu tunggu pelayanan resep, khususnya resep racikan, masih belum memenuhi Standar Pelayanan Minimal (SPM) yang ditetapkan. Penelitian ini bertujuan untuk menganalisis penerapan Lean Hospital sebagai upaya meningkatkan efisiensi proses pelayanan dan menurunkan waktu tunggu pelayanan resep di Instalasi Farmasi Rawat Jalan Charitas Hospital Palembang. Penelitian ini merupakan studi operasional dengan pendekatan Lean Hospital. Pengumpulan data dilakukan melalui observasi langsung terhadap alur pelayanan resep dan pengukuran waktu pada setiap tahapan pelayanan. Sebanyak 200 resep dianalisis, yang terdiri atas 152 resep obat jadi dan 48 resep racikan. Analisis dilakukan menggunakan Value Stream Mapping (VSM), identifikasi pemborosan (waste) berdasarkan prinsip Lean dan fishbone diagram, serta pengukuran efisiensi proses melalui perhitungan Value Added Ratio (VAR). Hasil penelitian menunjukkan bahwa pada kondisi current state, lead time pelayanan resep obat jadi mencapai 34,5 menit yang terdiri atas Value Added Time (VAT) sebesar 16,8 menit dan Non-Value Added Time (NVAT) sebesar 17,8 menit. Sementara itu, lead time pelayanan resep racikan mencapai 74,3 menit dengan VAT sebesar 45,4 menit dan NVAT sebesar 29,1 menit. Analisis waste menunjukkan bahwa jenis pemborosan yang paling dominan adalah waiting waste, yaitu sebesar 61,8% pada pelayanan resep obat jadi dan 53,61% pada pelayanan resep racikan, diikuti oleh overprocessing waste. Berdasarkan hasil analisis penyebab waste, dilakukan berbagai intervensi perbaikan Lean yang meliputi penambahan Tenaga Teknis Kefarmasian (TTK) pada shift pagi dan siang, pemanfaatan WhatsApp Blast sebagai media pemberitahuan real-time kepada pasien terkait penyelesaian obat, penguatan koordinasi dengan pihak provider asuransi, penyediaan hand blender dan alat pengisi kapsul untuk mendukung proses peracikan, implementasi prinsip 5S, optimalisasi tata letak ruang pelayanan, penerapan visual management, serta penyesuaian jadwal praktik dokter spesialis dan peningkatan kepatuhan terhadap jadwal pelayanan. Hasil future state mapping menunjukkan adanya peningkatan efisiensi proses pelayanan. Lead time pelayanan resep obat jadi menurun menjadi 20,3 menit atau berkurang sebesar 41,2%, sedangkan lead time pelayanan resep racikan menurun menjadi 52,9 menit atau berkurang sebesar 28,8%. Selain itu, nilai VAR pada resep obat jadi meningkat dari 48,7% menjadi 49,75%, sedangkan nilai VAR pada resep racikan meningkat dari 61,1% menjadi 62,75%. Penelitian ini menyimpulkan bahwa penerapan Lean Hospital mampu mengidentifikasi dan mengeliminasi aktivitas yang tidak memberikan nilai tambah sehingga meningkatkan efisiensi proses pelayanan farmasi dan menurunkan waktu tunggu pelayanan resep di Instalasi Farmasi Rawat Jalan Charitas Hospital Palembang.
Outpatient pharmacy services constitute an essential component of hospital healthcare delivery, playing a significant role in ensuring service quality, patient safety, and patient satisfaction. One of the key indicators of pharmacy service quality is prescription waiting time. Preliminary observations conducted at the Outpatient Pharmacy Department of Charitas Hospital Palembang indicated that prescription waiting times, particularly for compounded prescriptions, had not yet met the established Minimum Service Standards (MSS). This study aimed to analyze the implementation of Lean Hospital principles as an approach to improving service efficiency and reducing prescription waiting times at the Outpatient Pharmacy Department of Charitas Hospital Palembang. This study employed an operational research design using a Lean Hospital approach. Data were collected through direct observation of prescription service workflows and time measurements at each stage of the dispensing process. A total of 200 prescriptions were analyzed, comprising 152 non-compounded prescriptions and 48 compounded prescriptions. Data analysis was conducted using Value Stream Mapping (VSM), waste identification based on Lean principles and fishbone diagram analysis, as well as process efficiency assessment through the calculation of the Value Added Ratio (VAR). The findings revealed that, in the current state, the lead time for non-compounded prescriptions was 34.5 minutes, consisting of 16.8 minutes of Value Added Time (VAT) and 17.8 minutes of Non-Value Added Time (NVAT). Meanwhile, the lead time for compounded prescriptions was 74.3 minutes, comprising 45.4 minutes of VAT and 29,1 minutes of NVAT. Waste analysis demonstrated that waiting waste was the most dominant type of waste, accounting for 61.8% of total waste in non-compounded prescription services and 53.61% in compounded prescription services, followed by overprocessing waste. Based on the analysis of waste causes, several Lean improvement interventions were implemented, including the addition of pharmacy technicians during morning and afternoon shifts, the utilization of WhatsApp Blast as a real-time notification system to inform patients when medications were ready for collection, enhanced coordination with insurance providers, the provision of hand blenders and capsule-filling devices to support compounding activities, implementation of the 5S methodology, optimization of pharmacy layout, application of visual management techniques, and adjustment of specialist physicians’ practice schedules along with improved compliance with service schedules. The future state mapping demonstrated improved process efficiency. The lead time for non-compounded prescriptions decreased to 20.3 minutes, representing a 41.2% reduction, while the lead time for compounded prescriptions decreased to 52.9 minutes, representing a 28.8% reduction. Furthermore, the VAR for non-compounded prescriptions increased from 48.7% to 49.75%, whereas the VAR for compounded prescriptions increased from 61.1% to 62.75%. This study concludes that the implementation of Lean Hospital principles effectively identified and eliminated non-value-added activities, thereby improving pharmacy service efficiency and reducing prescription waiting times at the Outpatient Pharmacy Department of Charitas Hospital Palembang.
B-2616
Depok : FKM-UI, 2026
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Selvi Relita Fitri; Pembimbing: Mieke Savitri; Penguji: Wahyu Sulistiadi, Eko Budi Santoso, Purwanti Aminingsih
B-1714
Depok : FKM UI, 2015
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
☉
Theryoto; Pembimbing: Mardiati Nadjib; Penguji: Adik Wibowo, Surya Ede Darmawan, Tri Novianti, Adib Abdullah Yahya
Abstrak:
Pelaksanaan Program Jaminan Kesehatan Nasional (JKN) menyebabkan peningkatan kunjungan pasien IGD dan angka pasien boarding sehingga terjadi penumpukan (stagnasi) pasien di IGD. RSUD Koja telah menerapkan manajemen tempat tidur dalam rangka mereduksi waktu boarding pasien IGD tetapi belum optimal, sehingga dilakukan upaya untuk membantu mereduksi waktu boarding pasien IGD ke rawat inap dalam rangka perbaikan yang berkelanjutan sesuai prinsip lean thinking. Penelitian operasional ini mencakup intervensi dengan siklus PDCA (plan, do, check, action). Hasil penelitian menunjukkan penerapan lean thinking dapat mereduksi waktu boarding pasien IGD ke rawat inap dari rata-rata 4 jam 45 menit 18 detik (34,92 %) menjadi 3 jam 25 menit 59 detik (68,25 %) dan menurunkan aktivitas non value added sebesar 2,02% (dari 93,16% menjadi 91,14%). Delapan jenis waste yang teridentifikasi dapat dieliminasi kecuali waste jenis waiting. Dalam rangka perbaikan yang berkelanjutan selanjutnya manajemen tempat tidur perlu ditetapkan sebagai persyaratan standard kerja untuk menuju waktu boarding rata-rata menjadi 1 jam 45 menit 45 detik dengan aktivitas non value added kurang dari 89,83% di masa mendatang.
Kata kunci : waktu boarding, manajemen tempat tidur, lean thinking
The implementation of the National Health Insurance Program (Program JKN) affects the increased number of patients to emergency unit and boarding patients that resulting crowding in the emergency unit. Koja Hospital has implemented bed management in order to reduce the boarding time of emergency unit patients but has not succeeded, so an effort to help reducing the boarding time of emergency unit patients to inpatient in order to continuous improvement was done using the lean thinking principle. This research uses operational research method and intervention with PDCA (Plan, Do, Check, Action) cycle. The study revealed that lean thinking approach could reduce the boarding time of emergency unit patients to hospitalization from the average of 4 hours 45 minutes 18 seconds (34.92%) to 3 hours 25 minutes 59 seconds (68.25%) and decrease the activity of non value added at 2.02% (from 93.16% to 91.14%). Eight types of waste identified can be eliminated except waiting. In order to continuous improvement, bed management should be set as standardized work for the goal of average boarding time of 1 hour 45 minutes 45 seconds with non value added activities less than 89.83% in the future.
Key words : boarding time, bed management, lean thinkin
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Kata kunci : waktu boarding, manajemen tempat tidur, lean thinking
The implementation of the National Health Insurance Program (Program JKN) affects the increased number of patients to emergency unit and boarding patients that resulting crowding in the emergency unit. Koja Hospital has implemented bed management in order to reduce the boarding time of emergency unit patients but has not succeeded, so an effort to help reducing the boarding time of emergency unit patients to inpatient in order to continuous improvement was done using the lean thinking principle. This research uses operational research method and intervention with PDCA (Plan, Do, Check, Action) cycle. The study revealed that lean thinking approach could reduce the boarding time of emergency unit patients to hospitalization from the average of 4 hours 45 minutes 18 seconds (34.92%) to 3 hours 25 minutes 59 seconds (68.25%) and decrease the activity of non value added at 2.02% (from 93.16% to 91.14%). Eight types of waste identified can be eliminated except waiting. In order to continuous improvement, bed management should be set as standardized work for the goal of average boarding time of 1 hour 45 minutes 45 seconds with non value added activities less than 89.83% in the future.
Key words : boarding time, bed management, lean thinkin
B-1899
Depok : FKM UI, 2017
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
☉
Danyel Suryana; Pembimbing: Adang Bachtiar; Penguji: Puput Oktamianti, Amal Chalik Sjaaf, Hinarto Satryana, Andi Heryono
Abstrak:
Salah satu cara untuk melakukan efisiensi, meningkatkan mutu pelayanan dan meningkatkan keselamatan pasien di Amerika dengan menggunakan konsep Lean Thinking yang diterapkan di rumah sakit menjadi Lean Hospital. Di Rumah Sakit Atma Jaya yang merupakan Rumah Sakit Swata Kelas B Pendidikan, penelitian ini menganalisis alur pelayanan resep di Instalasi Farmasi Rawat Jalan sebagai data untuk perbaikan. Dengan menggunakan Root Cause Analysis (RCA), metodologi penelitian operational research, dilakukan observasi dan wawancara mendalam memperlihatkan bahwa kegiatan non value added bisa sampai 85% dan kegiatan value added hanya 15% pada penyiapan obat non racikan. Sedangkan untuk obat racikan kegiatan non value added sekitar 68% dan value added sebesar 32% nilainya. Data tersebut menunjukan bahwa telah terjadi pemborosan (waste). Usulan perbaikan untuk mengurangi pemborosan antara lain penggantian SIM RS yang baru dan menggiatkan fungsi Tim Kendali Mutu di Instalasi Farmasi. Bila perbaikan ini telah di implementasi, diharapakan terjadi peningkatan efisiensi di Instalasi Farmasi Rawat Jalan dan meningkatkan kepuasan pasien. Kata kunci: Konsep Lean, Lean Thinking, Lean Hospital, Resep, waktu tunggu obat, rawat jalan, pemborosan, analisis akar masalah One option to increase efficiency, service quality and patient safety in the United States of America is by using the Lean Thinking concept, which are implemented in Hospitals to become a Lean Hospital. In Atma Jaya Hospital, a class B study private hospital, the research analyses the workflow of prescription sevice in outpatient pharmacy departement to act as data for improvement analysis. Also, by utilizing Root Cause Analysis (RCA), operational research methology, indepth observation and interviews are conducted at compounding and noncompounding medicine storage of Outpatient Patient Departement, the result shows non-value added activities reaches 85%, while value added activities are only 15% on non-compounding medicine storage. While, on compounding medicine storage, non-value added and value added activities are at 68% and 32% respectively. These data clearly shows that great inefficiencies has occurred. Solution is suggested to increase the efficiency in the department, changing Hospital Information System and activate the Quality Control Team function. If these steps are implemented, we can expect the overall efficiency in the Outpatient Pharmacy Departement to improve significantly and resulted in higher patient satisfaction. Keywords: Concepts Lean, Lean Thinking, Lean Hospital, Prescription, drug waiting time, outpatient, waste, Root Cause Analysis
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B-1877
Depok : FKM-UI, 2017
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Angga Perdana Kusumah; Pembimbing: Anhari Achadi; Penguji: Masyitoh, Adik Wibowo, Dedi Wahyudi, Muhammad Bascharul Asana
Abstrak:
Rumah sakit memiliki kewajiban untuk memberikan pelayanan kesehatan yang aman, bermutu, anti diskriminatif dan efektif. Salah satunya adalah pelayanan kefarmasian yang merupakan bagian integral sistem pelayanan RS yang bertanggung jawab memastikan ketersediaan obat yang aman, bermutu dan berkhasiat. KMK 129/Menkes/SK/II/2008 menyebutkan bahwa RS wajib memenuhi Standar Pelayanan Minimal (SPM) yang salah satunya adalah Waktu Tunggu Pelayanan Obat. RS Jantung Hasna Medika Cirebon melayani 4000-5000 kunjungan rawat jalan setiap bulan dengan 92% diantaranya pasien BPJS Kesehatan. Rerata pencapaian waktu tunggu obat racikan hanya tercapai ≤ 72% dan obat jadi ≤40%. Tujuan penelitian ini adalah untuk meningkatkan kecepatan pelayanan resep rawat jalan pasien BPJS Kesehatan di instalasi farmasi RS Jantung Hasna Medika Cirebon menggunakan Lean Hospital. Metode penelitian ini adalah operational research dengan pendekatan kualitatif dengan sumber data primer diambil melalui observasi langsung dengan teknik time and motion study, telaah dokumen, wawancara mendalam dan Focus Group Discussion (FGD). Hasil penelitian ditemukan 2 jenis waste yaitu 99,31% waste waiting dan 0,69% waste motion, setelah dilakukan intervensi berupa optimalisasi e-resep, 5S dan visual management serta continuous flow dan process balancing terjadi penurunan lead time dari 01:24:47 menjadi 00:25:30 detik atau menurun sebesar 59 menit 17 detik (69,93%). Kesimpulan penelitian ini bahwa Lean Hospital merupakan metode atau tool yang tepat untuk meningkatkan value to waste ratio dengan mengurangi pemborosan dan meningkatkan nilai tambah untuk pasien. Penelitian ini belum maksimal dikarenakan pilihan lean hospital tools sangat terbatas mengingat waktu yang juga terbatas. Sehingga saran peneliti adalah meminta manajemen RS untuk menjadikan penelitian ini sebagai langkah awal continuous improvement untuk dapat dilanjutkan menggunakan tools lain dan di unit pelayanan yang berbeda
Hospitals have an obligation to provide safe, high quality, anti-discriminatory and effective services. One of them is pharmacy services as an integral part of the hospital service system that is responsible for ensuring the availability of safe, high quality and efficacious drugs. KMK 129/Menkes/SK/II/2008 states that hospitals are required to meet the Standards of Minimum Services (SPM), one of which is the Waiting Time for Drug Services. RS Jantung Hasna Medika Cirebon serves 4000-5000 outpatient visits every month with 92% of them being BPJS Kesehatan patients. The average waiting time for concoction drugs was only achieved by 72% and non-concoction drugs achieved by 40%. The purpose of this study was to increase the speed of outpatient prescription services for BPJS Kesehatan patients at the pharmacy installation of the RS Jantung Hasna Medika Cirebon using Lean Hospital. This research method is operational research with a qualitative approach. Primary data sources taken through direct observation with time and motion study techniques, in-depth interviews and Focus Group Discussion (FGD). The results of the study found 2 types of waste, namely 99.31% waiting waste and 0.69% motion waste, after intervention in the form of optimizing e-prescription, 5S and visual management as well as continuous flow and process balancing there was a decrease in lead time from 01:24:47 to 00:25:30 or decreased by 59 minutes 17 seconds (69.93%). The conclusion of this study is that Lean Hospital is the right method or tool to increase the value to waste ratio by reducing wasting time and increasing additional value for patients. This research has not been maximized because the choice of lean hospital tools is very limited considering the time is short. The researcher's suggestion is to encourage the hospital management to use this research as the first step of continuous improvement by using other tools in another service units
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Hospitals have an obligation to provide safe, high quality, anti-discriminatory and effective services. One of them is pharmacy services as an integral part of the hospital service system that is responsible for ensuring the availability of safe, high quality and efficacious drugs. KMK 129/Menkes/SK/II/2008 states that hospitals are required to meet the Standards of Minimum Services (SPM), one of which is the Waiting Time for Drug Services. RS Jantung Hasna Medika Cirebon serves 4000-5000 outpatient visits every month with 92% of them being BPJS Kesehatan patients. The average waiting time for concoction drugs was only achieved by 72% and non-concoction drugs achieved by 40%. The purpose of this study was to increase the speed of outpatient prescription services for BPJS Kesehatan patients at the pharmacy installation of the RS Jantung Hasna Medika Cirebon using Lean Hospital. This research method is operational research with a qualitative approach. Primary data sources taken through direct observation with time and motion study techniques, in-depth interviews and Focus Group Discussion (FGD). The results of the study found 2 types of waste, namely 99.31% waiting waste and 0.69% motion waste, after intervention in the form of optimizing e-prescription, 5S and visual management as well as continuous flow and process balancing there was a decrease in lead time from 01:24:47 to 00:25:30 or decreased by 59 minutes 17 seconds (69.93%). The conclusion of this study is that Lean Hospital is the right method or tool to increase the value to waste ratio by reducing wasting time and increasing additional value for patients. This research has not been maximized because the choice of lean hospital tools is very limited considering the time is short. The researcher's suggestion is to encourage the hospital management to use this research as the first step of continuous improvement by using other tools in another service units
B-2224
Depok : FKM-UI, 2021
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
☉
Taufik Santoso; Pembimbing: Amal Chalik Sjaaf; Penguji: Wachyu Sulistiadi, Ede Surya Darmawan, Suprijanto Rijadi, Yulkanti Ruadewi
B-1778
Depok : FKM-UI, 2016
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
☉
Annisaa Perica Rasyid; Pembimbing: Vetty Yulianty Permanasari; Penguji: Jaslis Ilyas, Wahyu Sulistiadi, Netry Listriani, Khafifah Any
Abstrak:
Waktu tunggu yang lama pada pelayanan resep obat akan mengurangi kepuasan pelanggan dan menyebabkan pelayanan tidak efisien. Lean merupakan salah satu metodologi yang dapat digunakan untuk menangani ketidakefisienan dalam pelayanan kesehatan. Penelitian ini bertujuan untuk menganalisis penerapan metode lean dalam mengurangi waktu tunggu pelayanan resep obat pada instalasi farmasi rawat jalan RSUD Pasar Minggu tahun 2017.
Penelitian ini menggunakan metode penelitian kualitatif (analitik observasional) untuk melihat alur pelayanan resep obat dan mengidentifikasi pemborosan pelayanan resep obat. Dan didukung oleh penelitian kuantitatif (analisis deskriptif) untuk memperoleh data perhitungan waktu setiap tahapan proses pelayanan resep obat.
Berdasarkan hasil penelitian diketahui rata-rata waktu tunggu pelayanan resep obat non racikan selama 89.6 menit (88.17% kegiatan menunggu) dan 124.70 menit (82.10% kegiatan menunggu) pada pelayanan resep obat racikan.
Hasil penelitian mengidentifikasi bahwa terdapat 8 jenis pemborosan (DOWNTIME) pada pelayanan resep obat. Usulan perbaikan dengan metode lean diharapkan dapat menurunkan waktu tunggu menjadi 66.67% pada pelayanan resep obat non racikan dan 56.67% pada pelayanan resep obat racikan.
Kata kunci : farmasi; metode lean; pemborosan; waktu tunggu
Long waiting times on prescription services will reduce patient satisfaction and lead to inefficient services. Lean is one of the methodologies that can be used to deal with inefficiencies in health services. This study aims to analyze the application of lean method in reducing waiting time of outpatient prescription services at Pasar Minggu public hospital in 2017.
This study used qualitative research methods (observational analytics) to examine the flow and identify waste of prescription drug services. And also supported by quantitative research (descriptive analysis) to get the exact calculation of every step of prescription drug services.
Based on the result of the research, it is known that the average waiting time of medicine prescription services is 89.6 minutes (88.17% waiting activity) and 124.70 minutes (82.10% waiting activity) of personalized medicine prescription services.
The study identified that there were 8 types of waste (DOWNTIME) in prescription services. The future improvement by lean method is expected to reduce waiting time to 66.67% on medicine prescription services and 56.67% on personalized medicine prescription services.
Keywords : pharmacy; lean methode; waste; waiting times
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Penelitian ini menggunakan metode penelitian kualitatif (analitik observasional) untuk melihat alur pelayanan resep obat dan mengidentifikasi pemborosan pelayanan resep obat. Dan didukung oleh penelitian kuantitatif (analisis deskriptif) untuk memperoleh data perhitungan waktu setiap tahapan proses pelayanan resep obat.
Berdasarkan hasil penelitian diketahui rata-rata waktu tunggu pelayanan resep obat non racikan selama 89.6 menit (88.17% kegiatan menunggu) dan 124.70 menit (82.10% kegiatan menunggu) pada pelayanan resep obat racikan.
Hasil penelitian mengidentifikasi bahwa terdapat 8 jenis pemborosan (DOWNTIME) pada pelayanan resep obat. Usulan perbaikan dengan metode lean diharapkan dapat menurunkan waktu tunggu menjadi 66.67% pada pelayanan resep obat non racikan dan 56.67% pada pelayanan resep obat racikan.
Kata kunci : farmasi; metode lean; pemborosan; waktu tunggu
Long waiting times on prescription services will reduce patient satisfaction and lead to inefficient services. Lean is one of the methodologies that can be used to deal with inefficiencies in health services. This study aims to analyze the application of lean method in reducing waiting time of outpatient prescription services at Pasar Minggu public hospital in 2017.
This study used qualitative research methods (observational analytics) to examine the flow and identify waste of prescription drug services. And also supported by quantitative research (descriptive analysis) to get the exact calculation of every step of prescription drug services.
Based on the result of the research, it is known that the average waiting time of medicine prescription services is 89.6 minutes (88.17% waiting activity) and 124.70 minutes (82.10% waiting activity) of personalized medicine prescription services.
The study identified that there were 8 types of waste (DOWNTIME) in prescription services. The future improvement by lean method is expected to reduce waiting time to 66.67% on medicine prescription services and 56.67% on personalized medicine prescription services.
Keywords : pharmacy; lean methode; waste; waiting times
B-1897
Depok : FKM UI, 2017
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Ni Wayan Ari Anindita Sari; Pembimbing: Helen Andriani; Penguji: Pujiyanto, Purnawan Junadi, I Putu Oka Dharmawan, Dewa Ayu Swastini
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Lamanya waktu tunggu di pelayanan di instalasi farmasi rawat jalan Rumah Sakit Ari Canti masih belum sesuai target Standar Pelayanan Minimal, dimana standar pelayanan minimal (SPM) mewajibkan waktu tunggu obat non racikan ≤30 menit dan obat racikan ≤60 menit. Penelitian ini bertujuan untuk menganalisis waktu tunggu pelayanan obat rawat jalan JKN dengan lean hospital di RS Ari Canti Tahun 2023. Desain penelitian ini adalah operational research (OR). Tempat dari penelitian adalah Depo Farmasi Rawat Jalan di RS Ari Canti saat hari kerja pada bulan Mei – Juni 2023. Sampel dalam penelitian ini diambil sebanyak 98 resep obat yang dibagi ke dalam beberapa poliklinik di RS Ari Canti. Pengamatan langsung menggunakan lembar observasi VSM dan lembar waste, wawancara mendalam dengan infoman menggunakan lembar wawancara. Hasil penelitian menunjukkan bahwa total waktu dalam pelayanan kefarmasian pada kondisi current state adalah 53 menit 12 detik. Lead time untuk obat racikan selama 1 jam 2 menit 28 detik sedangkan pada resep obat non-recikan selama 51 menit 41 detik. Setelah dilakukan pengkajian ditemukan 10 aktivitas waste yang terdiri dari 56,89% waste waiting, 20,75% waste defect, 15,53% waste motion, dan 6,83%waste overprocessing. Setelah dilakukannya intervensi lean hospital berupa 5S, visual management, heijunka borda pareto dan PDCA terjadi penurunan lead time dari 53 menit 12 detik menjadi 19 menit 47 detik dengan persentase penurunan sebesar 62,80%. Kemudian lead time berdasarkan resep obat racikan pasca intervensi selama 42 menit 7 detik, sedangkan lead time resep obat non racikan selama 18 menit 47 detik. Nilai value to waste ratio juga terjadi peningkatan dari sebelumnya pre intervensi sebesar 40,90% menjadi 88,32% pasca intervensi. Kesimpulan penelitian ini alalah Lean Hospital merupakan metode atau tool yang tepat untuk meningkatkan value to waste ratio dengan mengurangi pemborosan dan meningkatkan nilai tambah untuk pasien. Manajemen dapat melakukan langkah awal continuous improvement seperti menghitung kebutuhan obat secara berkala untuk dapat memproyeksikan persiapan obat sesuai dengan permintaan.
The length of time waiting for service at the outpatient pharmacy installation at Ari Canti Hospital is still not in accordance with the Minimum Service Standard target, where the minimum service standard (SPM) requires waiting time for non-concoction drugs ≤30 minutes and for mixed drugs ≤60 minutes. This study aims to analyze the waiting time for JKN outpatient drug services with lean hospital at Ari Canti Hospital in 2023. The design of this research is operational research (OR). The location of the research was the Outpatient Pharmacy Depot at Ari Canti Hospital during weekdays from May to June 2023. The sample in this study was taken as many as 98 drug prescriptions which were divided into several polyclinics at Ari Canti Hospital. Direct observation using VSM observation sheets and waste sheets, in-depth interviews with informants using interview sheets. The results showed that the total time in pharmaceutical services in the current state was 53 minutes 12 seconds. The lead time for concoction drugs is 1 hour 2 minutes 28 seconds while for non-recipe drug prescriptions it is 51 minutes 12 seconds. After conducting the study, it was found that 9 waste activities consisted of 56,89% waste waiting, 20,75% waste defects, 15,53% waste motion, and 6,83% waste overprocessing. After the lean hospital intervention in the form of 5S, visual management, heijunka borda pareto and PDCA, the lead time decreased from 53 minutes 12 seconds to 19 minutes 47 seconds with a decrease percentage of 62.80%. Then the lead time based on post-intervention concoction drug prescription was 42 minutes 7 seconds, while the non-concoction drug prescription lead time was 18 minutes 47 seconds. The value to waste ratio also increased from the previous pre-intervention of 40.90% to 88.32% post-intervention. The conclusion of this study is that Lean Hospital is the right method or tool to increase the value to waste ratio by reducing waste and increasing added value for patients. Management can take initial steps for continuous improvement, such as calculating drug needs on a regular basis to be able to project drug preparations according to demand.
B-2390
Depok : FKM-UI, 2023
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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