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David Rainer Irianto Hutajulu; Pembimbing: Ede Surya Darmawan; Penguji: Adang Bachtiar, Dumilah Ayuningtyas, Desi Harviani, Citra Bakti Pangaribuan
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Penelitian ini bertujuan untuk (1) mengetahui posisi strategis RSIA Nabasa saat ini, (2) merekomendasikan alternatif strategi yang sesuai, (3) menerjemahkan strategi terpilih menjadi program kerja dengan pendekatan Balanced Scorecard, dan (4) mengusulkan rencana implementasi strategi. Penelitian ini menggunakan metode kualitatif dengan pendekatan studi kasus. Pengumpulan data dilakukan melalui wawancara mendalam, observasi, dan analisis dokumen. Keabsahan data diuji dengan metode triangulasi. Tahapan penelitian mencakup input stage menggunakan analisis EFAS dan IFAS, matching stage menggunakan matriks IE dan TOWS, serta decision stage menggunakan QSPM. Strategi terpilih kemudian diterjemahkan ke dalam sasaran strategis dan program kerja menggunakan kerangka Balanced Scorecard. Hasil penelitian menunjukkan posisi strategis RSIA Nabasa berada pada kuadran V (Hold and Maintain) matriks IE dan kuadran II (Internal Fix-It) matriks TOWS, yang mengarahkan pada strategi penetrasi pasar. Strategi ini dijabarkan ke dalam 12 sasaran strategis dan 31 program kerja dalam 4 perspektif Balanced Scorecard. Program kerja unggulan yang direkomendasikan antara lain peningkatan kualitas layanan, efisiensi biaya, pengembangan SDM, dan optimalisasi teknologi. Rencana implementasi strategi disusun untuk periode 5 tahun dengan roadmap, indikator kinerja, dan target yang jelas. Implikasi manajerial utama meliputi penguatan fungsi pemasaran, pengembangan sistem informasi, penyelarasan organisasi, serta monitoring dan evaluasi berkala. Penelitian ini juga merekomendasikan penerapan strategi omnichannel marketing untuk meningkatkan jangkauan pelanggan dan memberikan pengalaman layanan yang konsisten.
This study aims to (1) assess the current strategic position of RSIA Nabasa, (2) recommend suitable alternative strategies, (3) translate the chosen strategy into action plans using the Balanced Scorecard approach, and (4) propose a strategy implementation plan. This research employs a qualitative methodology with a case study approach. Data collection is conducted through in-depth interviews, observations, and document analysis. Data validity is examined using the triangulation method. The research stages include an input stage using EFAS and IFAS analysis, a matching stage using IE and TOWS matrices, and a decision stage using QSPM. The selected strategy is then translated into strategic objectives and action plans using the Balanced Scorecard framework. The findings reveal that RSIA Nabasa's strategic position lies in quadrant V (Hold and Maintain) of the IE matrix and quadrant II (Internal Fix-It) of the TOWS matrix, directing towards a market penetration strategy. This strategy is elaborated into 12 strategic objectives and 31 action plans across 4 perspectives of the Balanced Scorecard. The recommended flagship programs include service quality improvement, cost efficiency, human resource development, and technology optimization. The strategy implementation plan is developed for a 5-year period with a clear roadmap, performance indicators, and targets. Key managerial implications encompass strengthening the marketing function, developing an information system, organizational alignment, and regular monitoring and evaluation. This study also recommends the adoption of an omnichannel marketing strategy to enhance customer reach and deliver a consistent service experience. The results of this research contribute to the body of knowledge in strategic management, particularly in the context of healthcare organizations. The proposed strategic plan and implementation roadmap serve as a guiding framework for RSIA Nabasa to navigate the dynamic healthcare landscape, optimize its resources, and deliver superior value to its stakeholders. Furthermore, the recommendation to embrace omnichannel marketing highlights the importance of integrating digital and physical touchpoints to create a seamless patient experience in the digital era.
B-2470
Depok : FKM UI, 2024
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Firda Jusela; Pembimbing: Wiku Bakti Bawono Adisasmito; Penguji: Anhari Achadi, Puput Oktamianti, Dedy Waskita; Budi Hartono
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Latar Belakang: Perkembangan Rumah Sakit di Indonesia terus mengalami pertumbuhan yang signifikan dari tahun ke tahun. Pandemi COVID-19 pada tahun 2020 melanda Indonesia menyebabkan perubahan tatanan kesehatan indonesia. Rumah Sakit Pertamina Jaya berubah semula Rumah Sakit Umum menjadi Rumah Sakit Khusus Rujukan COVID. Pada tahun 2020, sebelum pandemi melanda Indonesia, Rumah Sakit Pertamina Jaya akan menambah layanan Center of Excellence (CoE) ibu dan anak, dimulai dengan membuat center layanan anak. Setelah pandemi COVID-19 berakhir, Rumah Sakit Pertamina Jaya kembali menjadi Rumah Sakit Umum dan meneruskan pengembangan CoE layanan ibu dan anak. Masalah yang muncul dalam Rumah Sakit Pertamina Jaya adalah belum adanya Perencanaan Strategis untuk pengembangan layanan anak. Tujuan Penelitian: Penelitian ini bertujuan untuk membuat perencanaan strategis pengembangan layanan anak di Rumah Sakit Pertamina Jaya periode tahun 2025-2029. Metodologi Penelitian: Penelitian ini menggunakan metode operational research dengan menggunakan data primer berupa wawancara mendalam kepada informan dan Consensus Decision Making Group (CDMG) bersama informan. Data sekunder menggunakan data rekam medis Rumah sakit, laporan kinerja, literatur, hasil penelitian dan dokumen lainnya. Kerangka konsep menggunakan pendekatan strategic management model dengan tiga tahapan yaitu input stage, matching stage dan decision stage. Hasil Penelitian: Dalam proses input dimana pada analisa lingkungan intermal didapatkan hasil Sumbe Daya Manusia, Standar Operasional Prosedur, Sistem Informasi merupakan kekuatan. Kelemahan Rumah Sakit adalah fasilitas umum, keuangan dan pemasaran. Peluang Rumah Sakit adalah kebijakan pemerintah, demografi, epidemiologi, teknologi dan pesaing. Ancaman rumah sakit adalah sosial ekonomi dan pelanggan. Pada matching stage posisi Rumah Sakit berada di kuadran II yaitu grow and build dimana alternatif strategi market penetration, market development and product development. Strategi yang akan diterapkan berdasarkan prioritas adalah pengembangan produk layanan tumbuh kembang anak, peningkatan kompetensi tenaga kesehatan layanan anak, revitalisasi dan perluasan banguanan Rumah Sakit Pertamina Jaya, brand awareness layanan anak, pengembangan teknologi, penetrasi pasar rujukan layanan anak pihak ke-III. Kesimpulan: Berdasarkan hasil penelitian didapatkan posisi rumah sakit adalah grow and build dengan prioritas utama adalah pengembangan produk layanan tumbuh kembang anak
Background: Hospital development in Indonesia continues to experience significant growth from year to year. The COVID-19 pandemic in 2020 hit Indonesia causing changes to Indonesia's health system. Pertamina Jaya Hospital was transformed from a General Hospital into a Special COVID Referral Hospital. In 2020, before the pandemic hit Indonesia, Pertamina Jaya Hospital will add center of excellence services for mothers and children, starting by creating a children's service center. After the COVID-19 pandemic ended, Pertamina Jaya Hospital returned to being a General Hospital and continued developing a center of excellence for maternal and child services. The problem that arises at Pertamina Jaya Hospital is that there is no Strategic Planning for the development of children's services. Objectives: This research aims to create a strategic plan for the development of children's services at Pertamina Jaya Hospital for the period 2025-2029. Methodology: This research uses operational research methods using primary data in the form of in-depth interviews with informants and the Consensus Decision Making Group (CDMG) with informants. Secondary data uses hospital medical record data, performance reports, literature, research results and other documents. The conceptual framework uses a strategic management model approach with three stages, namely input stage, matching stage and decision stage. Results: In the input process, the analysis of the internal environment shows that Human Resources, Standard Operating Procedures, Information Systems are strengths. Hospital weaknesses are public facilities, finance and marketing. Hospital Opportunities are government policy, demographics, epidemiology, technology and competitors. The threat to hospitals is socio-economic and customer. In the matching stage, the hospital's position is in quadrant II, namely grow and build, where alternative strategies are market penetration, market development and product development. The strategies that will be implemented based on priority are product development for child growth and development services, increasing the competency of child service health workers, revitalization and expansion of the Pertamina Jaya Hospital building, brand awareness for children's services, technology development, penetration of third party children's service referral markets. Conclusion: Based on the research results, it was found that the hospital's position is grow and build with the main priority being the development of child growth and development service products
B-2474
Depok : FKM UI, 2024
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Kristanti Diliasari; Pembimbing: Dumilah Ayuningtyas; Penguji: Pujiyanto, Purnawan Junadi, Yuliana dan Martha ML Siahaan
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Studi ini bertujuan untuk mengevaluasi penerapan Lean Six Sigma sebagai strategi untuk mengurangi waktu tunggu di klinik anak Rumah Sakit X, yang merupakan aspek kritis dalam memengaruhi kepuasan pasien dan mutu layanan rawat jalan. Waktu tunggu yang berkepanjangan telah menjadi isu utama yang perlu diperbaiki, terutama di klinik anak yang memiliki kunjungan tertinggi namun belum mencapai target Indikator Nasional Mutu (INM). Penelitian ini menggunakan pendekatan action research selama satu minggu dengan mengamati 60 pasien yang memiliki janji temu di klinik tersebut. Perbaikan seperti peningkatan waktu pemeriksaan dokter, pengaturan ulang ruang pengkajian dan pengurangan pemborosan telah signifikan dalam mengurangi waktu tunggu dari 55.94 menit menjadi 29.60 menit. Hasil dari penelitian ini menunjukkan bahwa implementasi Lean Six Sigma berhasil meningkatkan efisiensi dan kualitas layanan di Klinik Anak Rumah Sakit X. Langkah-langkah ini diharapkan dapat terus meningkatkan efisiensi operasional dan kualitas pelayanan di lingkungan Klinik Anak Rumah Sakit X serta menunjukkan potensi Lean Six Sigma dalam konteks pelayanan kesehatan.
This study aims to evaluate the implementation of Lean Six Sigma as a strategy to reduce waiting times at the pediatric clinic at X Hospital, which is a critical aspect in influencing patient satisfaction and the quality of outpatient services. Prolonged waiting times have become a major issue that needs to be improved, especially in pediatric's clinic which have the highest number of visits but have not yet reached the National Quality Indicator (INM) target. This study used an action research approach for one week by observing 60 patients who had appointments at the clinic. Improvements such as increasing doctor examination times, reorganizing assesment rooms, and reducing waste have been significant in reducing waiting times from 55.94 minutes to 29.60 minutes, The results of this research show that the implementation of Lean Six Sigma has succeeded in increasing the efficiency and quality of services at the pediatric's clinic at X Hospital. It is hoped that these steps will continue to improve operational efficiency and service quality in the pediatric clinic environment at X Hospital and demonstrate the potential of Lean Six Sigma in the context of heath services
B-2466
Depok : FKM UI, 2024
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Lastri Swastanita; Pembimbing: Amal Chalik Sjaaf; Penguji: Ede Surya Darmawan, Adang Bachtiar, Supriyantoro; Putri Nadia
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Rumah Sakit Umum Amira sebagai rumah sakit swasta profit kelas C di Kabupaten Purwakarta menghadapi berbagai peluang dan tantangan untuk mewujudkan visi dan misi demi keberlangsungan organisasi. Rencana strategis RSU Amira perlu dikembangkan untuk memberikan arah strategi guna mencapai tujuan rumah sakit. Penelitian ini bertujuan untuk menganalisis critical success factor dari lingkungan internal dan eksternal rumah sakit, menentukan di mana posisi strategis rumah sakit, merumuskan strategi alternatif, sasaran, dan indikator kinerja terukur untuk RSU Amira. Penelitian ini merupakan penelitian kualitatif dengan pengumpulan data dilakukan melalui wawancara mendalam, telaah dokumen, dan Conesus Decision Making Group (CDMG). Pada tahap input, analisis data menggunakan metode SWOT, matriks IFE dan EFE. Tahap pencocokan digunakan matriks IE dan matriks TOWS dan untuk memprioritaskan alternatif strategi dalam tahap pengambilan keputusan menggunakan matriks QSPM. Tahap implementasi rencana strategis tergambar dalam kanvas kerangka Business Model Canvas dan kerangka Balanced Scorecard. Penelitian dilakukan di RSU Amira pada Oktober hingga November 2022. RSU Amira berada pada tingkat respon menengah atau rata-rata dengan faktor kekuatan dan peluang lebih menonjol daripada kelemahan dan ancaman. RSU Amira berada dalam sel V (Hold and maintain) dengan alternatif strategi yang berfokus pada penetrasi pasar dan pengembangan produk. Dirumuskan 5 prioritas, 9 sasaran strategis dan 23 indikator kinerja utama.
Amira General Hospital (RSU Amira) as a class C profit private hospital in Purwakarta Regency faces various opportunities and challenges to realize the vision and mission for the sustainability of the organization. RSU Amira strategic plan needs to be developed to provide strategic direction to achieve the hospital's goals. This study aims to analyze the critical success factors of the internal and external environment of the hospital, determine where the strategic position of the hospital is, formulate alternative strategies, goals, and measurable performance indicators for RSU Amira. This research is qualitative research with data collection conducted through in-depth interviews, document review, and Conesus Decision Making Group (CDMG). At the input stage, data analysis uses the SWOT method, IFE and EFE matrices. The matching stage is used IE matrix and TOWS matrix and to prioritize alternative strategies in the decision-making stage using the QSPM matrix. The implementation stage of the strategic plan is depicted in the Business Model Canvas and the Balanced Scorecard framework. The research was conducted at RSU Amira from October to November 2022. RSU Amira are at an intermediate or average response level with strengths and opportunities factor more stand out than weaknesses and threats. RSU Amira is in V cell (Hold and maintain) with an alternative strategy focused on market penetration and product development. In this research, 5 priorities, 9 strategic goals and 23 key performance indicators were formulated.
B-2307
Depok : FKM UI, 2023
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Osi Ramadia; Pembimbing: Puput Oktamianti; Penguji: Pujiyanto, Wachyu Sulistiadi, Indro Chayadi Saleh dan Novita Dwi Istanti
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Proses pemulangan pasien rawat inap adalah pelayanan rumah sakit untuk yang melibatkan DPJP, keperawatan, farmasi, administrasi dan pasien. Proses ini berimplikasi pada kepuasan pasien, penumpukan pasien IGD hingga efisiensi pelayanan. Metode lean merupakan metode yang dapat meningkatkan kualitas dan efisiensi pelayanan proses ini. Penelitian riset operasional dengan metode lean ini bertujuan untuk menganalisa proses pemulangan pasien rawat inap di RS Restu Kasih. Hasil penelitian: lead time pasien jaminan BPJS yaitu 5 jam 30 menit, jaminan asuransi 5 jam 10 menit dan non-jaminan 4 jam 1 menit. Persentase kegiatan NVA DPJP: 11% jaminan asuransi, 25% jaminan BPJS; keperawatan: 52% non-jaminan, 64% jaminan asuransi, 53% jaminan BPJS; farmasi: 16% non-jaminan, 22% jaminan asuransi, 23% jaminan BPJS; administrasi: 11% non-jaminan, 57% jaminan asuransi, 14% jaminan BPJS; pasien: 51% non-jaminan, 75% jaminan asuransi, 85% jaminan BPJS. Waste pada pasien non-jaminan yaitu 89% motion, 11% waiting; jaminan asuransi yaitu 42% waiting, 32% motion, 16% deffects, 11% inventory; jaminan BPJS yaitu 50% motion, 43% waiting, 7% inventory. Implementasi visual management dan berkoordinasi dengan unit terkait penugasan pada pasien jaminan BPJS menghasilkan penurunan lead time 45% menjadi 3 jam 3 menit dan penurunan kegiatan NVA sebesar 48% dari 2 jam 5 menit menjadi 1 jam 5 menit.
Process of discharging inpatients is hospital service that involves doctors, nurses, pharmacy, administration and patient. This process have implications for patient satisfaction, stagnancy of ER patients and efficiency of services. Lean method could improve quality and efficiency of this process. This operational research study using a lean method approach aims to analyze the discharge process of inpatients at Restu Kasih Hospital. The results show, lead time for BPJS coverage is 5 hours 30 minutes, insurance coverage 5 hours 10 minutes and non-insurance 4 hours 1 minute. The percentage of non-value added activities of doctors: 11% insurance coverage, 25% BPJS coverage; nurses: 52% non-insurance, 64% insurance coverage, 53% BPJS coverage; pharmacy: 16% non-insurance, 22% insurance coverage, 23% BPJS coverage; administration: 11% non-insurance, 57% insurance coverage, 14% BPJS coverage; patient: 51% non-insurance, 75% insurance coverage, 85% BPJS coverage. Waste for non-insurance: 89% motion, 11% waiting; insurance coverage: 42% waiting, 32% motion, 16% defects, 11% inventory; BPJS coverage: 50% motion, 43% waiting,7% inventory. Visual management and coordinating with each unit implementation for BPJS coverage resulting on reducing lead time by 45% to 3 hours 3 minutes and reducing non-value added activity by 48% from 2 hours 5 minutes to 1 hour 5 minutes
T-6990
Depok : FKM UI, 2024
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Achmadi; Pemb. Adang Bachtiar Kantaatmadja; Penguji: Dumilah Ayuningtyas, Mieke Savitri, R. Suhasbagyo
B-1105
Depok : FKM UI, 2008
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Rumatha Veralisa Sihaloho; Pembimbing: Dumilah Ayuningtyas; Penguji: Adang Bachtiar, Wahyu Sulistiadi, Arfan Awaloeddin, Mutiara Arcan
Abstrak:
Dalam hal ini, skor nilai kelemahan RS Awal Bros Panam masih lebih besar dibandingkan dengan skor nilai kekuatan. RS Awal Bros Panam perlu untuk memfokuskan perbaikan dari sisi kelemahan yang dimiliki. Hal ini dilakukan dengan memfokuskan pada penguatan mutu kelembagaan dan pengembangan pasar dengan penjabaran KPI (key performace vii indicator) yang terukur, pembuatan program yang sesuai dengan arah strategis yang ditekankan dalam mewujudkan visi misinya hingga tahun 2023.
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B-2095
Depok : FKM-UI, 2019
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Sofi Indriani; Pembimbing: Wiku Bakti Bawono Adisasmito; Penguji: Anhari Achadi, Budi Hartono, Ede Surya Darmawan, Juanna Soehardy
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Latar belakang: Kementerian Kesehatan memperkenalkan Kelas Rawat Inap Standar (KRIS) untuk meningkatkan kualitas layanan kesehatan di rumah sakit. Untuk implementasi dan pengelolaan KRIS yang efektif, diperlukan pendekatan yang komprehensif seperti Balanced Scorecard (BSC). BSC menyediakan kerangka kerja holistik untuk mengukur dan mengelola kinerja rumah sakit dari perspektif keuangan, pelanggan, proses bisnis internal, serta pembelajaran dan pertumbuhan. Tujuan penelitian: Penelitian ini bertujuan untuk mengetahui strategi untuk meningkatkan pendapatan RS dalam penerapan KRIS- JKN di Rumah Sakit Budi Kemuliaan Batam. Metodologi penelitian: Penelitian ini menggunakan pendekatan kualitatif dengan desain studi kasus dengan tujuan memperoleh gambaran tentang strategi peningkatan pendapatan RS Budi Kemuliaan Batam dalam penerapan kebijakan KRIS-JKN dengan Metode Balanced Scorecard. Penelitian ini dilaksanakan dari bulan April 2024 hingga bulan Juni 2024. Hasil penelitian: Pada perspektif keuangan strategi yang diterapkan adalah pengelolaan biaya dan optimisasi pendapatan dari layanan JKN. Perspektif pelanggan menekankan pada peningkatan kualitas layanan dan kepuasan pasien, yang secara langsung berdampak pada peningkatan kunjungan serta memberikan pelatihan komunikasi efektif. Perspektif proses bisnis internal strateginya melakukan diversifikasi pelayanan dari pelayan yang sudah ada salah satunya adalah membuka poli eksekutif dan poli tumbuh kembang anak. Perspektif pembelajaran dan pertumbuhan melakukan pelatihan dan pengembangan kompetensi staf Kesimpulan: Penerapan Balanced Scorecard di rumah sakit Budi Kemuliaan Batam memberikan kerangka kerja yang komprehensif dan terukur untuk meningkatkan pendapatan rumah sakit. Ini melibatkan empat perspektif utama: keuangan, pelanggan, proses bisnis internal, serta pembelajaran dan pertumbuhan. Fokus utama adalah pengelolaan biaya dan optimisasi pendapatan, peningkatan kualitas layanan dan kepuasan pasien, efisiensi operasional dan peningkatan teknologi informasi, serta pelatihan dan pengembangan kompetensi staf. Diversifikasi layanan dan peningkatan pelayanan juga merupakan bagian penting dari strategi ini. Kata kunci: Balanced Scorecard, KRIS JKN, Keuangan, Pelanggan, Proses Bisnis Internal
Background: The Ministry of Health has introduced the Standard Inpatient Class (KRIS) to improve the quality of healthcare services in hospitals. For effective implementation and management of KRIS, a comprehensive approach such as the Balanced Scorecard (BSC) is needed. BSC provides a holistic framework for measuring and managing hospital performance from the perspectives of finance, customer, internal business processes, and learning and growth. Objective:. This study aims to identify strategies to increase hospital revenue in the implementation of KRIS-JKN at Budi Kemuliaan Hospital Batam. Methode: This research uses a qualitative approach with a case study design to obtain an overview of the revenue enhancement strategies at Budi Kemuliaan Hospital Batam in the implementation of the KRIS-JKN policy using the Balanced Scorecard Method. The study was conducted from April 2024 to June 2024 Results: In the financial perspective, the strategies implemented are cost management and revenue optimization from JKN services. The customer perspective emphasizes improving service quality and patient satisfaction, which directly impacts increased visits and includes providing effective communication training. The internal business processes perspective involves diversifying services from existing ones, such as opening an executive clinic and a child development clinic. The learning and growth perspective focuses on training and developing staff competencies Conclusion: The implementation of the Balanced Scorecard at Budi Kemuliaan Hospital Batam provides a comprehensive and measurable framework to increase hospital revenue. It involves four main perspectives: financial, customer, internal business processes, and learning and growth. The primary focus is on cost management and revenue optimization, improving service quality and patient satisfaction, operational efficiency and information technology enhancement, as well as staff training and competency development. Service diversification and enhancement are also crucial parts of this strategy Keyword: Balanced Scorecard, KRIS JKN, Financial, Customer, Internal Business Processes
B-2481
Depok : FKM UI, 2024
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Sri Rahmayani w. Joenoes; Pembimbing: Adang Bachtiar
B-822
Depok : FKM-UI, 2004
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Nurul Mufti; Pembimbing: Dumilah Ayuningtyas; Penguji: Wahyu Sulistiadi, M. Hafizurrachman, Rahmi Rahim
Abstrak:
Penelitian ini bertujuan menyusun rencana strategis Rumah Sakit Budhi Graha (RSBG) Jambi tahun 2006-2010 dengan menggunakan pendekatan balanced scorecard (BSC). Lingkup penelitian meliputi formulasi strategi dan penyusunan action plan dengan BSC. Metode penelitian ini adalah action research. Pengambilan keputusan melibatkan staf RSBG yang dikumpulkan dalam Consensus Decision Making Group (CDMG). Data primer diperoleh melalui wawancara mendalam serta kuesioner terhadap staf RSBG. Data sekunder diperoleh dari data internal RSBG, Dinkes/Depkes, BPS serta literatur. Data primer dan sekunder yang didapat dipaparkan kepada anggota CDMG. Selanjutnya dilakukan analisis lingkungan eksternal dengan EFE dan lingkungan internal dengan IFE. Tujuan jangka panjang ditentukan secara konsensus, dilanjutkan dengan menentukan strategi alternatif dengan matriks TOWS dan matriks IE. Strategi terpilih ditentukan secara konsensus. Dengan kuesioner dan teknik delphi ditentukan tema-tema strategis yang penting untuk keberhasilan RSBG. Berdasarkan tema-tema strategis ditentukan tujuan, ukuran, target dan inisiatif dari keempat perspektif BSC yaitu perspektif keuangan, konsumen, proses bisnis internal dan pertumbuhan dan perkembangan. Selanjutnya ditentukan peta strategi berdasarkan BSC. Skor EFE = 1,66 menunjukkan respons RSBG terhadap peluang dan ancaman di bawah rata-rata atau cenderung tidak berespons. Skor IFE = 2,30 menunjukkan posisi RSBG secara internal lemah. Penentuan strategi alternatif dengan matriks TOWS dan IE menghasilkan satu strategi yaitu restrukturisasi. Strategi terpilih yang ditetapkan secara konsensus adalah restrukturisasi. Kemudian disusun berbagai tujuan, ukuran, target dan inisiatif sesuai BSC. RSBG disarankan untuk mengimplementasikan sistem manajemen strategis BSC secara menyeluruh dan lebih memperhatikan inisiatif-inisiatif perspektif pertumbuhan dan pembelajaran untuk mencapai keuntungan dalam jangka panjang. Kata kunci : rencana strategis, balanced scorecard, action research, consensus decision making group, restrukturisasi, peta strategi
This research was purposed to arrange a strategic plan for Budhi Graha Hospital (BGH) Jambi using balanced scorecard (BSC) approach. The scope was strategy formulation and action plan arrangement. This was an action research. Decision taking was done by BGH staffs whom jointed to Consensus Decision Making Group (CDMG). Primary data was collected by deep interview and questioner. Secondary data was collected from internal data of BGH, Local Health Agency, Department of Health, Central for Statistical Bureau, and literatures. It was analyzed the environment using EFE and IFE. Alternative strategies generated using TOWS and IE matrix. Decision strategy was decided by consensus. It was collected the strategic themes which were important to BGH as critical success factors. Based on the strategic them, it was developed objectives, measures, targets and inisiatives of the four BSC?s perspectives, namely financial, costumer, internal bussiness process, growth and learning perspective. Then the strategy map drawed based on BSC. The EFE score = 1,66 meaned the respond to opportunities and threats was below average or went to no respond tendency. IFE score = 2,30 showed the position internally was weak. The generation of alternative strategies resulted to one strategy namely restructurization and was taken by consensus as the decision strategy. Then it was arranged objectives, measures, targets and inisiatives according to BSC. BGH was suggested to implement BSC as strategic management system comprehensively to all unit, and more concern to inisiatives in growth and learning perspective in order to get advantage in long-term. Keywords : strategic plan, balanced scorecard, action research, consensus decision making group, restructurization, strategy map
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This research was purposed to arrange a strategic plan for Budhi Graha Hospital (BGH) Jambi using balanced scorecard (BSC) approach. The scope was strategy formulation and action plan arrangement. This was an action research. Decision taking was done by BGH staffs whom jointed to Consensus Decision Making Group (CDMG). Primary data was collected by deep interview and questioner. Secondary data was collected from internal data of BGH, Local Health Agency, Department of Health, Central for Statistical Bureau, and literatures. It was analyzed the environment using EFE and IFE. Alternative strategies generated using TOWS and IE matrix. Decision strategy was decided by consensus. It was collected the strategic themes which were important to BGH as critical success factors. Based on the strategic them, it was developed objectives, measures, targets and inisiatives of the four BSC?s perspectives, namely financial, costumer, internal bussiness process, growth and learning perspective. Then the strategy map drawed based on BSC. The EFE score = 1,66 meaned the respond to opportunities and threats was below average or went to no respond tendency. IFE score = 2,30 showed the position internally was weak. The generation of alternative strategies resulted to one strategy namely restructurization and was taken by consensus as the decision strategy. Then it was arranged objectives, measures, targets and inisiatives according to BSC. BGH was suggested to implement BSC as strategic management system comprehensively to all unit, and more concern to inisiatives in growth and learning perspective in order to get advantage in long-term. Keywords : strategic plan, balanced scorecard, action research, consensus decision making group, restructurization, strategy map
B-898
Depok : FKM UI, 2005
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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