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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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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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Sri Rahmayani w. Joenoes; Pembimbing: Adang Bachtiar
B-822
Depok : FKM-UI, 2004
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Winardini; Pembimbing: Wiku Bakti Bawono Adisamito; Penguji: Amilla Megraini, Wachyu Sulistiadi, Yuli
Prapanca Satar
B-1034
Depok : FKM-UI, 2007
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Adhika Putra Marsaban; Pembimbing: Mardiati Nadjib; Penguji: Masyitoh, Lia Gardenia Partakusuma, Veronica Fridawati
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Rumah Sakit Pusat Pertamina (RSPP) menghadapi tantangan operasional dalam sistem penyediaan darahnya, yang ditandai dengan tingginya angka pembatalan darah, waktu tunggu layanan yang lama, dan biaya pengadaan eksternal yang signifikan, yang berpotensi menghambat pengembangan layanan unggulan. Penelitian ini bertujuan untuk melakukan analisis pra-kelayakan yang komprehensif terhadap rencana pendirian Unit Pengelola Darah (UPD) di RSPP guna memberikan rekomendasi strategis berbasis bukti. Penelitian ini menggunakan metode studi kasus kualitatif dengan dukungan data kuantitatif. Pengumpulan data dilakukan melalui analisis dokumen, wawancara mendalam dengan pemangku kepentingan utama, dan observasi langsung. Hasil analisis menunjukkan bahwa pendirian UPD dengan klasifikasi Madya sangat layak untuk dilaksanakan. Terdapat potensi permintaan yang sangat besar, dengan proyeksi volume gabungan untuk RSPP dan RS PELNI mencapai 28.093 kantong pada tahun 2025. Proyek ini memerlukan estimasi biaya investasi (CAPEX) sebesar Rp 10,65 miliar dan biaya operasional (OPEX) tahunan sekitar Rp 6,46 miliar. Meskipun memerlukan investasi besar, analisis finansial awal menunjukkan kelayakan yang sangat kuat dengan periode pengembalian (Payback Period) 3,22 tahun, Net Present Value (NPV) positif sebesar Rp 30,05 miliar, dan Internal Rate of Return (IRR) mencapai 34,22%. Disimpulkan bahwa proyek ini layak untuk dilanjutkan ke tahap studi kelayakan (FS) penuh, dengan fokus pada penyusunan desain teknis rinci, analisis finansial mendalam, rencana induk SDM, dan mitigasi risiko utama terkait pendanaan, teknis, sumber daya manusia, dan keberlanjutan pasokan donor.
Pertamina Central Hospital (RSPP) faces operational challenges in its blood supply system, characterized by high blood cancellation rates, long service turnaround times, and significant external procurement costs, which potentially hinder the development of its centers of excellence. This study aims to conduct a comprehensive pre-feasibility analysis of the plan to establish a Blood Management Unit (UPD) at RSPP to provide evidence-based strategic recommendations. This research employed a qualitative case study method supported by quantitative data. Data was collected through document analysis, in-depth interviews with key stakeholders, and direct observation. The results indicate that the establishment of an Intermediate (Madya) classification UPD is highly feasible. There is significant potential demand, with a projected combined volume for RSPP and PELNI Hospital reaching 28,093 bags in 2025. The project requires an estimated investment cost (CAPEX) of IDR 10.65 billion and annual operational costs (OPEX) of approximately IDR 6.46 billion. Despite the large investment, the preliminary financial analysis shows very strong viability with a Payback Period of 3.22 years, a positive Net Present Value (NPV) of IDR 30.05 billion, and an Internal Rate of Return (IRR) of 34.22%. It is concluded that the project is feasible to proceed to a full Feasibility Study (FS) stage, with a focus on detailed engineering design, in-depth financial analysis, a human resources master plan, and mitigation of key risks related to funding, technical aspects, human resources, and the sustainability of donor supply.
Pertamina Central Hospital (RSPP) faces operational challenges in its blood supply system, characterized by high blood cancellation rates, long service turnaround times, and significant external procurement costs, which potentially hinder the development of its centers of excellence. This study aims to conduct a comprehensive pre-feasibility analysis of the plan to establish a Blood Management Unit (UPD) at RSPP to provide evidence-based strategic recommendations. This research employed a qualitative case study method supported by quantitative data. Data was collected through document analysis, in-depth interviews with key stakeholders, and direct observation. The results indicate that the establishment of an Intermediate (Madya) classification UPD is highly feasible. There is significant potential demand, with a projected combined volume for RSPP and PELNI Hospital reaching 28,093 bags in 2025. The project requires an estimated investment cost (CAPEX) of IDR 10.65 billion and annual operational costs (OPEX) of approximately IDR 6.46 billion. Despite the large investment, the preliminary financial analysis shows very strong viability with a Payback Period of 3.22 years, a positive Net Present Value (NPV) of IDR 30.05 billion, and an Internal Rate of Return (IRR) of 34.22%. It is concluded that the project is feasible to proceed to a full Feasibility Study (FS) stage, with a focus on detailed engineering design, in-depth financial analysis, a human resources master plan, and mitigation of key risks related to funding, technical aspects, human resources, and the sustainability of donor supply.
T-7384
Depok : FKM UI, 2025
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Ghulam Mustafa; Pembimbing: Ede Surya Darmawan; Penguji: Dumilah Ayuningtyas, Helen Andriani, Adang Bachtiar,Rakhmad Hidayat
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Penelitian ini menggunakan desain kuantitatif, non-eksperimental, dan observasional untuk menilai kepuasan pasien mahasiswa internasional terhadap layanan kesehatan di Rumah Sakit Universitas Indonesia (RSUI), sebuah rumah sakit pendidikan utama yang berkomitmen memberikan KEYWORDS: International student satisfaction, Universitas Indonesia Hospital, service quality, healthcare quality, patient-centred care) pelayanan berkualitas tinggi dan berpusat pada pasien. Dengan meningkatnya jumlah mahasiswa internasional yang mengandalkan RSUI, pemahaman terhadap pengalaman mereka sangat penting untuk meningkatkan kualitas layanan dan menyelaraskan standar dengan praktik global. Kuesioner terstruktur digunakan dengan menggabungkan model SERVQUAL (tangibles, reliability, responsiveness, assurance, empathy) dan HEALTHQUAL (safety, efficiency, care improvement), serta dimensi komunikasi dan sensitivitas budaya. Sebanyak 100 pasien mahasiswa internasional berpartisipasi dalam penelitian ini selama periode April hingga Mei 2025. Data dianalisis menggunakan statistik deskriptif, crosstabulation, dan regresi logistik. Hasil penelitian menunjukkan tingkat kepuasan tinggi pada dimensi tangibles, assurance, dan safety. Namun, empathy dan komunikasi memiliki pengaruh negatif terhadap kepuasan secara keseluruhan, menunjukkan perlunya perbaikan dalam aspek-aspek tersebut. Terdapat hubungan signifikan antara kualitas layanan, komunikasi, dan kepuasan pasien (p < 0,05). Temuan ini menyoroti pentingnya penguatan layanan penerjemah, pelatihan staf dalam kompetensi budaya dan komunikasi, serta perbaikan alur pelayanan. Studi ini mengisi kesenjangan literatur terkait kepuasan pasien asing di Indonesia dan memberikan rekomendasi strategis bagi RSUI dalam mencapai keunggulan layanan bagi pasien internasional.
This study used a quantitative, non-experimental, observational design to assess international student patient satisfaction with healthcare services at Universitas Indonesia Hospital (RSUI), a major academic hospital committed to high-quality, patient-centred care. With a growing international student population relying on RSUI, understanding their service experiences is critical to enhancing care delivery and aligning with international standards. A structured questionnaire was used, combining the SERVQUAL (tangibles, reliability, responsiveness, assurance, empathy) and HEALTHQUAL (safety, efficiency, care improvement) models, along with communication and cultural sensitivity dimensions. A total of 100 international student patients participated between April and May 2025. Data were analysed using descriptive statistics, crosstabulation, and logistic regression. The results showed high satisfaction in the dimensions of tangibility, assurance, and safety. However, empathy and communication were found to have a negative influence on overall satisfaction, indicating key areas that require improvement. A significant relationship was observed between service quality, communication, and patient satisfaction (p < 0.05). These findings underscore the need for strengthening interpreter services, implementing staff training in cultural and communication competence, and improving service workflows. This study contributes new insights to the limited literature on foreign patient satisfaction in Indonesia and offers strategic recommendations to support RSUI in achieving service excellence for international patients.
B-2547
Depok : FKM UI, 2025
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Wirdah; Pembimbing: Prastuti Soewondo; Penguji: Mardiati Nadjib, Pujiyanto, Amal Chalik Sjaaf, Endah Kartika Dewi
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Layanan radioterapi sebagai modalitas penanganan kasus kanker secara komprehensif menjadi permasalahan global atas sebaran yang belum merata dan pengembangan layanan yang memerlukan investasi sumberdaya manusia serta sarana dan prasarana berbiaya tinggi. Pemanfaatan layanan radioterapi yang optimal diharapkan dapat menjadikan layanan tersebut sustainable dan mandiri dalam pembiayaannya. Penelitian ini bertujuan untuk mengetahui strategi optimalisasi pemanfaatan layanan radioterapi yang dikembangkan dalam suatu rencana aksi. Dengan pendekatan kualitatif dilakukan pengolahan data primer dan sekunder melalui tahap input stage dengan matriks IFE dan EFE, matching stage dengan matriks SWOT dan IE Matriks, serta decission stage dengan matriks QSPM. Hasil penelitian didapatkan strategi terpilih meliputi product development, market penetration dan market development. Strategi product development meliputi pengembangan layanan okologi terpadu dalam kemampuan diagnostik, layanan kanker sistemik (kemoterapi) pengembangan cakupan layanan pembedahan dan penyinaran (radiasi), serta penyusunan layanan radioterapi eksekutif. Strategi market penetration meliputi penyusunan jejaring rujukan kanker dan penyusunan kesepakatan kerja sama rujukan radioterapi pada RSUD di Jakarta dan rumah sakit jejaring rujukan. Strategi market development yang dipilih adalah pengembangan pemasaran radioterapi dengan digital marketing, pengukuran capaian pemasaran radioterapi serta promosi layanan rasioterapi dengan menggunakan sistem informasi estimasi waktu tunggu layanan. Rekomendasi hasil penelitian menitik beratkan pada perlunya pengkajian pemanfaatan SDM unit radioterapi dalam penelitian selanjutnya.
Radiotherapy services as a comprehensive cancer case treatment modality are a global problem due to uneven distribution and service development that requires investment in human resources and high-cost facilities and infrastructure. Optimal utilization of radiotherapy services is expected to make these services sustainable and independent in their financing. This study aims to determine the strategy for optimizing the utilization of radiotherapy services developed in an action plan. With a qualitative approach, primary and secondary data processing was carried out through the input stage with the IFE and EFE matrices, the matching stage with the SWOT and IE matrices, and the decision stage with the QSPM matrix. The results of the study obtained selected strategies including product development, namely market penetration and market development. The product development strategy includes the development of integrated oncology services in diagnostic capabilities, systemic cancer services (chemotherapy), development of surgical and radiation (radiation) service coverage, and the preparation of executive radiotherapy services. The market penetration strategy includes the preparation of a cancer referral network and the preparation of a radiotherapy referral cooperation agreement at regional hospitals in Jakarta and referral network hospitals. The chosen market development strategy is the development of radiotherapy marketing with digital marketing, measurement of radiotherapy marketing achievements and promotion of ratiotherapy services using a service waiting time estimation information system. The recommendations of the research results emphasize the need for an assessment of the utilization of radiotherapy unit human resources in further research.
B-2542
Depok : FKM UI, 2025
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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Ingrid Amadea Sucipto; Pembimbing: Helen Andriani; Penguji: Vetty Yulianty Permanasari, Purnawan Junadi, Mohammad Budiman, Teuku Teuku Nebrisa Zagladin
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Manajemen farmasi yang efektif berperan krusial bagi operasional rumah sakit, serta memengaruhi statusnya sebagai cost center atau revenue center. Rumah Sakit Utama merupakan rumah sakit di wilayah kepulauan yang sering menghadapi tantangan dalam variabilitas waktu pengiriman obat, sehingga IFRS Utama memerlukan sistem logistik farmasi yang baik untuk menjamin ketersediaan obat secara efisien. Penelitian ini menganalisis sistem perencanaan dan pengendalian obat di RS Utama saat ini, sekaligus mengevaluasi potensi peningkatannya dengan mensimulasikan penerapan metode ABC Indeks Kritis (yang mengklasifikasikan obat menjadi kategori A, B, C berdasarkan data penggunaan periode Oktober 2024 – Maret 2025) yang dikombinasikan dengan perhitungan safety stock, reorder point, dan economic order quantity secara spesifik untuk obat Kategori A. Model perencanaan dan pengendalian perbekalan farmasi usulan ini kemudian disimulasikan dan kinerjanya dibandingkan dengan metode yang saat ini digunakan oleh rumah sakit, dengan evaluasi terfokus pada dampaknya terhadap nilai persediaan dan Inventory Turnover Ratio (ITOR) obat kategori A Indeks Kritis. Hasil simulasi menunjukkan bahwa metode yang diusulkan, berpotensi menghasilkan penurunan substansial pada rata-rata nilai persediaan serta peningkatan ITOR . Penelitian ini diharapkan memberikan kontribusi empiris dan landasan strategis bagi RS Utama dalam upaya optimalisasi sistem manajemen logistik farmasi, guna meningkatkan efisiensi operasional dan menjamin ketersediaan obat secara lebih efektif.
Kata kunci : ABC Indeks Kritis, safety stock, reorder point, economic order quantity, nilai persediaan, inventory turn over.
Effective pharmaceutical management is vital, determining whether the pharmacy as a cost or revenue center. For Utama Hospital, operating in an archipelagic region with variable drug delivery times, a highly efficient pharmaceutical logistics system at its Pharmacy Installation is essential for ensuring consistent and efficient drug availability. This study, therefore, analyzes Utama Hospital's current drug planning and control system, exploring potential improvements by simulating a new model that integrates an ABC-Criticality Index classification with calculations for safety stock, reorder point, and economic order quantity (EOQ). To achieve this, the research methodology involved analyzing drug usage data (October 2024 – March 2025), classifying drugs into categories A, B, and C using an ABC-Criticality Index approach, and then calculating key inventory parameters—safety stock, reorder point, and EOQ—specifically for Category A drugs. The proposed pharmaceutical supply planning and control model, incorporating these parameters, was subsequently simulated. Its performance was then benchmarked against the hospital's current methods, with a focused evaluation on changes to inventory value and the Inventory Turnover Ratio (ITOR) for these critical Category A drugs. The simulation revealed that the proposed method holds strong potential for substantially decreasing average inventory value while significantly boosting the ITOR. This research aims to offer an empirical contribution and strategic framework, enabling Utama Hospital to optimize its pharmaceutical logistics for enhanced operational efficiency and more effective, timely drug availability. Keywords: ABC-Criticality Index, safety stock, reorder point, economic order quantity, inventory value, inventory turnover
B-2543
Depok : FKM UI, 2025
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Danil Anugrah Jaya; Pembimbing: Ede Surya Darmawan; Penguji: Ascobat Gani, Dumilah Ayuningtyas, Dewi Sri Rachmawati, Hariyadi Wibowo
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Latar Belakang: Keselamatan pasien merupakan prioritas utama dalam pelayanan kesehatan. Rendahnya tingkat pelaporan insiden keselamatan pasien di Rumah Sakit Harapan Jayakarta menjadi perhatian serius. Leadership WalkArounds diimplementasikan sebagai upaya untuk meningkatkan pelaporan insiden dan memperkuat budaya keselamatan pasien. Tujuan: Penelitian ini bertujuan untuk mengevaluasi efektivitas implementasi Leadership WalkArounds di Rumah Sakit Harapan Jayakarta terhadap persepsi staf tentang komunikasi terbuka, respon tidak menghukum, frekuensi pelaporan insiden, dan umpan balik terkait kesalahan, serta mengidentifikasi hambatan yang mungkin terjadi. Metode: Penelitian ini menggunakan metode campuran dengan pendekatan sequential explanatory. Tahap pertama melibatkan survei kuantitatif terhadap 47 staf Rumah Sakit Harapan Jayakarta untuk mengukur persepsi mereka. Tahap kedua melibatkan wawancara mendalam dengan 5 informan kunci dan telaah dokumen untuk mendapatkan pemahaman yang lebih mendalam. Hasil: Hasil survei menunjukkan bahwa Leadership WalkArounds efektif dalam meningkatkan persepsi staf tentang komunikasi terbuka, respon tidak menghukum, frekuensi pelaporan insiden, dan umpan balik terkait kesalahan. Wawancara dan telaah dokumen mengungkapkan bahwa rendahnya partisipasi dokter, inkonsistensi jadwal pelaksanaan, ketiadaan daftar pertanyaan terstruktur, sistem pelaporan insiden yang masih manual, dan belum optimalnya komposisi dewan pengawas menjadi hambatan dalam implementasi Leadership WalkArounds. Kesimpulan: Leadership WalkArounds efektif dalam meningkatkan budaya keselamatan pasien di Rumah Sakit Harapan Jayakarta. Namun, beberapa hambatan perlu diatasi untuk mengoptimalkan efektivitasnya.
Background: Patient safety is a top priority in healthcare. The low rate of patient safety incident reporting at Harapan Jayakarta Hospital is a serious concern. Leadership WalkArounds were implemented as an effort to improve incident reporting and strengthen the patient safety culture. Objectives: This study aims to evaluate the effectiveness of Leadership WalkArounds implementation at Harapan Jayakarta Hospital on staff perceptions of open communication, non-punitive response, incident reporting frequency, and feedback related to errors, as well as to identify potential barriers. Methods: This study uses a mixed-methods approach with a sequential explanatory design. The first stage involves a quantitative survey of 47 staff at Harapan Jayakarta Hospital to measure their perceptions. The second stage involves in-depth interviews with 5 key informants and document reviews to gain a deeper understanding Results: The survey results show that Leadership WalkArounds are effective in improving staff perceptions of open communication, non-punitive response, incident reporting frequency, and feedback related to errors. Interviews and document reviews reveal that low physician participation, inconsistent implementation schedules, lack of structured question lists, manual incident reporting systems, and a suboptimal board of supervisors composition are barriers to Leadership WalkArounds implementation. Conclusion: Leadership WalkArounds are effective in improving the patient safety culture at Harapan Jayakarta Hospital. However, several barriers need to be addressed to optimize their effectiveness. Keywords: Leadership WalkArounds, patient safety, safety culture, open communication, non-punitive response, incident reporting.
B-2471
Depok : FKM UI, 2024
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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