Ditemukan 31983 dokumen yang sesuai dengan query :: Simpan CSV
Sherly Purnama Dewi; Pembimbing: Masyitoh; Penguji: Wachyu Sulistiadi, Rakhmi Savitri
Abstrak:
Latar belakang: Medical Check Up rutin sangat penting untuk deteksi dini masalah kesehatan akibat kerja, sejalan dengan regulasi K3 yang mewajibkan medical check up. Waktu tunggu yang lama dalam layanan medical check up dapat mengurangi efisiensi dan kepuasan pasien. Deteksi dini membantu mencegah risiko kesehatan serius, namun efisiensi waktu tunggu perlu diperbaiki untuk menjaga kualitas layanan. Pengelolaan waktu tunggu menjadi kunci menciptakan lingkungan kerja yang aman dan pelayanan yang optimal. Tujuan penelitian: penelitian ini bertujuan untuk mendapatkan hasil analisis waktu tunggu pada Medical Check Up menggunakan metode Lean Six Sigma di Klinik X Sudirman tahun 2024. Metodologi penelitian: penelitian ini menggunakan observasi dengan teknik time motion study, wawancara mendalam, dan telaah dokumen dengan pendekatan kuantitatif dan kualitatif. Sampel penelitian diambil menggunakan metode purposive sampling dengan jumlah 30 responden. Hasil penelitian: hasil penelitian ini menunjukkan non value added terbanyak pada tahapan treadmill selama 41 menit 44 detik (71%) pada jenis waste waiting dan transportation. Kedua pada tahapan EKG dengan non value added selama 34 menit 13 detik (70%) dengan jenis waste waiting. Ketiga pada tahapan urine selama 7 menit 53 detik (68%) dengan jenis waste waiting dan transportation dari keseluruhan kegiatan value-added sebesar 2 jam 10 menit 20 detik atau 56% dan kegiatan non value-added sebesar 2 jam 1 menit 20 detik atau 44%.
**Background:** Routine medical check-ups are essential for the early detection of health issues caused by work-related factors, in alignment with occupational health and safety (OHS) regulations that mandate medical check-ups. Long waiting times during medical check-up services can reduce efficiency and patient satisfaction. Early detection helps prevent serious health risks; however, waiting time efficiency needs improvement to maintain service quality. Managing waiting times is crucial to creating a safe working environment and delivering optimal services. **Research Objective:** This study aims to analyze waiting times during medical check-ups using the Lean Six Sigma method at Clinic X Sudirman in 2024. **Research Methodology:** The study uses observation with time-motion study techniques, in-depth interviews, and document review, adopting both quantitative and qualitative approaches. The research sample was selected using purposive sampling, consisting of 30 respondents. **Research Results:** The study found the highest non-value-added activity occurred in the treadmill phase, lasting 41 minutes and 44 seconds (71%) due to waiting and transportation waste. The second-highest was in the EKG phase, with 34 minutes and 13 seconds (70%) of non-value-added activities due to waiting waste. The third was in the urine phase, with 7 minutes and 53 seconds (68%) of non-value-added activities due to waiting and transportation waste. Overall, value-added activities accounted for 2 hours, 10 minutes, and 20 seconds (56%), while non-value-added activities totaled 2 hours, 1 minute, and 20 seconds (44%).
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**Background:** Routine medical check-ups are essential for the early detection of health issues caused by work-related factors, in alignment with occupational health and safety (OHS) regulations that mandate medical check-ups. Long waiting times during medical check-up services can reduce efficiency and patient satisfaction. Early detection helps prevent serious health risks; however, waiting time efficiency needs improvement to maintain service quality. Managing waiting times is crucial to creating a safe working environment and delivering optimal services. **Research Objective:** This study aims to analyze waiting times during medical check-ups using the Lean Six Sigma method at Clinic X Sudirman in 2024. **Research Methodology:** The study uses observation with time-motion study techniques, in-depth interviews, and document review, adopting both quantitative and qualitative approaches. The research sample was selected using purposive sampling, consisting of 30 respondents. **Research Results:** The study found the highest non-value-added activity occurred in the treadmill phase, lasting 41 minutes and 44 seconds (71%) due to waiting and transportation waste. The second-highest was in the EKG phase, with 34 minutes and 13 seconds (70%) of non-value-added activities due to waiting waste. The third was in the urine phase, with 7 minutes and 53 seconds (68%) of non-value-added activities due to waiting and transportation waste. Overall, value-added activities accounted for 2 hours, 10 minutes, and 20 seconds (56%), while non-value-added activities totaled 2 hours, 1 minute, and 20 seconds (44%).
S-11862
Depok : FKM UI, 2025
S1 - Skripsi Pusat Informasi Kesehatan Masyarakat
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Patricia Kresnauli; Pembimbing: Vetty Yulianty Permanasari; Penguji: Wachyu Sulistiadi, Marchen Prasetyaningrum
Abstrak:
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Pelayanan Farmasi di Rumah Sakit XYZ bertujuan untuk meningkatkan kualitas layanan kesehatan dengan target 100% indikator waktu tunggu layanan terpenuhi. Namun, data dari laporan penjaminan mutu internal menunjukkan bahwa ketercapaian indikator mutu rata-rata waktu tunggu obat non-racikan di Depo Farmasi Rawat Jalan dengan sistem pembayaran BPJS masih diatas 30 menit, atau belum tercapai sesuai dengan standar yang ditetapkan oleh Kementerian Kesehatan Republik Indonesia. Oleh karena itu, penelitian ini bertujuan untuk mencari letak pemborosan, variasi, dan hambatan yang menyebabkan lamanya waktu tunggu pelayanan dengan pendekatan Constraint Lean Six Sigma. Berdasarkan hasil penelitian, ditemukan bahwa rata-rata lead time yang dibutuhkan dalam satu proses pelayanan resep obat non racikan adalah 80,27 menit dengan jenis kegiatan pemborosan yang paling banyak dengan total 94% dari keseluruhan waktu kegiatan Non-Value Added adalah waiting (3.790 sekon). Selain itu, terdapat tiga jenis pemborosan lainnya yaitu overproduction (89 sekon), poor process design (76 sekon), dan defects (67 sekon) yang masing-masing menyumbang 2% dari total waktu Non-Value Added yang ada dalam keseluruhan lead time. Hambatan terjadi pada proses dispensing dan serah obat karena terjadi penumpukan resep yang disebabkan oleh kurangnya jumlah tenaga teknis kefarmasian dan apoteker serta kurang maksimalnya sistem informasi dalam menunjang keseluruhan sistem proses. Melihat masalah ini, dibutuhkan tambahan tenaga kefarmasian dan juga pengembangan sistem informasi dengan keseluurhan data sudah terdigitalisasi dan terintegrasi agar lebih mudah untuk digunakan oleh seluruh tenaga kefarmasian dalam rangka mempercepat proses pelayanan resep obat non-racikan. Semakin cepat pelayanan resep, akan semakin meningkat juga kepuasan masyarakat terhadap pelayanan kesehatan yang diberikan.
Pharmacy services at XYZ Hospital aim to improve the quality of health services with a target of 100% service waiting time indicators being met. However, data from the internal quality assurance report shows that the achievement of the quality indicator of the average waiting time for non-compounded drugs at the Outpatient Pharmacy Depot with the BPJS payment system is still above 30 minutes, or has not been achieved in accordance with the standards set by the Ministry of Health of the Republic of Indonesia. Therefore, this research aims to find the location of waste, variations, and bottleneck that cause the long waiting time for services with the Constraint Lean Six Sigma approach. Based on the results of the study, it was found that the average lead time required in one non-compounded prescription service process was 80.27 minutes with the most wasteful activity type totaling 94% of the overall Non-Value Added activity time was waiting (3,790 seconds). In addition, there are three other types of waste, namely overproduction (89 seconds), poor process design (76 seconds), and defects (67 seconds), each of which accounts for 2% of the total Non-Value Added time in the overall lead time. Bottlenecks occur in the dispensing and drug handover process due to the accumulation of prescriptions caused by the lack of technical pharmaceutical personnel and pharmacists and not yet optimized information systems in supporting the entire process system. Seeing this problem, additional pharmaceutical personnel are needed and also the development of the information system with the entire data already digitalized and integrated so that it is easier to be used by all pharmaceutical personnel in order to speed up the process of non-prescription drug prescription services needed to be done. The faster the prescription service, the more patient satisfaction will increase.
S-11705
Depok : FKM UI, 2024
S1 - Skripsi Pusat Informasi Kesehatan Masyarakat
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Kristanti Diliasari; Pembimbing: Dumilah Ayuningtyas; Penguji: Pujiyanto, Purnawan Junadi, Yuliana dan Martha ML Siahaan
Abstrak:
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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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Labbaika Nurmadani; Pembimbing: Masyitoh; Penguji: Puput Oktamianti, Basrin Harsono Sigalingging
Abstrak:
Pelayanan resep obat non racik via telemedicine merupakan serangkaian proses penerimaan resep, entri resep, penyiapan resep dan pengiriman obat. Pelayanan ini mulai dikembangkan pada saat terjadi Pandemi COVID-19 sebagai upaya menyediakan layanan farmasi yang tetap terjangkau bagi masyarakat dengan tetap mencegah penyebaran virus COVID-19. Penelitian ini bertujuan untuk menemukan usulan perbaikan yang tepat dengan menggunakan metode Lean Six Sigma sebagai upaya peningkatan efektivitas dan efisiensi pelayanan obat non racik via telemedicine. Desain penelitian merupakan penelitian kualitatif dengan melakukan observasi, telaah dokumen dan wawancara mendalam. Hasil pengamatan menunjukkan bahawa rata-rata waktu pelayanan obat non racik via telemedicine selama 1 jam 37 menit 11 detik dengan kegiatan value add selama 32 menit 39 detik (33,6%) dan non value add selama 1 jam 4 menit 32 detik (66,4%). Waste yang ditemukan yaitu overprocessing, waiting, motion dan defect sehingga usulan perbaikan yang diberikan menggunakan standarisasi kerja, perbaikan diagram alur, 5S, dan Kaizen.
Non-compounding drug service via telemedicine is a series of processes for receiving prescriptions, entering prescriptions, preparing prescriptions and delivering drugs. This service was developed during the COVID-19 pandemic as an effort to provide affordable pharmaceutical services for the community while preventing the spread of the COVID-19 virus. This study aims to find the right improvement suggestion using the Lean Six Sigma method as an effort to increase the effectiveness and efficiency of non-compounding drug services via telemedicine. The research design is a quantitative and qualitative research by conducting observations, reviewing documents and in-depth interviews. The results showed that the average service time for non-compounding drugs services via telemedicine was 1 hour 37 minutes 11 seconds with value add activities of 32 minutes 39 seconds (33.6%) and non value add for 1 hour 4 minutes 32 seconds (66, 4%). The wastes found are overprocessing, waiting, motion and defects so the suggested improvements are given using work standardization, flow chart improvement, 5S, and Kaizen.
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Non-compounding drug service via telemedicine is a series of processes for receiving prescriptions, entering prescriptions, preparing prescriptions and delivering drugs. This service was developed during the COVID-19 pandemic as an effort to provide affordable pharmaceutical services for the community while preventing the spread of the COVID-19 virus. This study aims to find the right improvement suggestion using the Lean Six Sigma method as an effort to increase the effectiveness and efficiency of non-compounding drug services via telemedicine. The research design is a quantitative and qualitative research by conducting observations, reviewing documents and in-depth interviews. The results showed that the average service time for non-compounding drugs services via telemedicine was 1 hour 37 minutes 11 seconds with value add activities of 32 minutes 39 seconds (33.6%) and non value add for 1 hour 4 minutes 32 seconds (66, 4%). The wastes found are overprocessing, waiting, motion and defects so the suggested improvements are given using work standardization, flow chart improvement, 5S, and Kaizen.
S-11069
Depok : FKM-UI, 2022
S1 - Skripsi Pusat Informasi Kesehatan Masyarakat
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Indah Fatmawati El Hamid; Pembimbing: Mieke Savitri; Penguji: Kurnia Sari, Eka Putri Krishanty
Abstrak:
Jumlah pasien BPJS yang meningkat mempengaruhi lama waktu pelayanan di Instalasi rawat jalan pasien BPJS Rumah Sakit Hermina Bekasi. Masalah ndash; masalah yang mempengaruhi lama waktu pelayanan rawat jalan dapat diidentifikasi dengan mengetahui seluruh proses bisnis dalam proses pelayanan menggunakan metode Lean Six Sigma. Penelitian ini adalah penelitian kualitatif dengan desain deskriptif dengan tahapan DMAIC Define, Measure, Analize, Improve, dan Control. Hasil penelitian ini mengemukakan bahwa selama proses pelayanan , rata-rata lama proses pelayanan yaitu 200 menit dengan persentasi kegiatan yang bernilai value added sebesar 17 dan kegiatan NVA sebesar 83. Adapun waste terbesar yaitu waiting menunggu dalam perpindahan setiap tahap dalam pelayanan. Penyebab lamanya waktu tunggu antara lain kurangnya ketersediaan SDM, sistem informasi rumah sakit yang belum terintegrasi, serta sarana dan prasarana yang belum memedai. Penelitian ini juga memberikan usulan perbaikan berupa pengajuan sistem informasi terintegrasi untuk proses pendaftaran, melakukan perbaikan lingkungan kerja menggunakan metode 5 S, mengajukan pembuatan SPO untuk dokter, perubahan layout ruangan di depo farmasi, serta memasang jadwal jam pengambilan obat.
The increasing number of BPJS patients affects the length of service time in the outpatient installation of BPJS at Hermina Bekasi Hospital. Issues affecting the length of outpatient service can be identified by knowing all business processes in the service process using the Lean Six Sigma method. This research is a qualitative research with descriptive design with stages of DMAIC Define, Measure, Analize, Improve, and Control. The results of this study suggest that during the service process, the average length of service process is 200 minutes with a percentage of valuable activities value added of 17 and NVA activity of 83. The largest waste is waiting in the transfer of each stage in the service. Causes of long waiting time include lack of availability of human resources, hospital information systems that have not been integrated, and facilities and infrastructure that have not been adequate. The research also proposed improvements in the form of integrated information system application for registration process, improvement of work environment using 5 S method, proposed SPO making for doctors, room layout changes in pharmacy depot, and installing schedule of drug taking hours. Keywords Waiting time outpatient services lean six sigma.
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The increasing number of BPJS patients affects the length of service time in the outpatient installation of BPJS at Hermina Bekasi Hospital. Issues affecting the length of outpatient service can be identified by knowing all business processes in the service process using the Lean Six Sigma method. This research is a qualitative research with descriptive design with stages of DMAIC Define, Measure, Analize, Improve, and Control. The results of this study suggest that during the service process, the average length of service process is 200 minutes with a percentage of valuable activities value added of 17 and NVA activity of 83. The largest waste is waiting in the transfer of each stage in the service. Causes of long waiting time include lack of availability of human resources, hospital information systems that have not been integrated, and facilities and infrastructure that have not been adequate. The research also proposed improvements in the form of integrated information system application for registration process, improvement of work environment using 5 S method, proposed SPO making for doctors, room layout changes in pharmacy depot, and installing schedule of drug taking hours. Keywords Waiting time outpatient services lean six sigma.
S-9779
Depok : FKM UI, 2018
S1 - Skripsi Pusat Informasi Kesehatan Masyarakat
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Dita Fitriana Anggraeni; Pembimbing:Vetty Yulianty Permanasari; Penguji: Amal Chalik Sjaaf, Tahani
Abstrak:
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Penelitian proses supply chain obat dilakukan di RS XYZ yang memiliki ketercapaian indikator mutu di bawah target dalam proses pengadaan dan penerimaan obat dengan analisis kualitatif dan kuantitatif. Lingkup proses yang diteliti dalam penelitian ini mencakup proses perencanaan, pengadaan, penerimaan, penyimpanan, dan pendistribusian obat dengan menggunakan pendekatan lean six sigma untuk mengidentifikasi waste di dalam proses serta proses dengan tingkat kecacatan tertinggi. Hasil studi mendapatkan bahwa permasalahan utama dalam proses supply chain obat di RS XYZ adalah stok obat kosong. Beberapa faktor yang menyebabkan kosongnya stok obat di RS XYZ antara lain, penyelesaian dokumen purchase order dan kedatangan obat tidak sesuai dengan standar waktu yang telah ditetapkan, lock oleh vendor, kekosongan obat di principal, revisi purchase order dan faktur, serta variasi waktu approval purchase request. Bottleneck yang ditemukan dan menjadi salah satu penyebab stok obat kosong adalah proses penyelesaian dokumen purchase order yang merupakan proses dengan waktu terlama serta merupakan proses dengan nilai sigma paling rendah, yakni berada di rentang 1.2 hingga 1.8 di bulan Maret–Mei dan nilai defects per million yang cukup tinggi, yakni 365.714–580.000 di bulan Maret–Mei yang menunjukkan tingginya kecacatan berupa keterlambatan dalam proses penyelesaian dokumen purchase order. Tingginya variasi penyelesaian dokumen purchase order berdampak pada perencanaan penghitungan kebutuhan obat yang didasari pada penghitungan lead time.
This research used qualitative and quantitative analysis conducted at XYZ Hospital, which achieved quality indicators below the target in the supply chain process, specifically in the procurement and receiving of drugs. The scope of the processes examined in this study includes the planning, procurement, receiving, storage, and distribution of drugs using the Lean Six Sigma approach to identify waste within the processes and those with the highest defect rates. The study found that the main issue in the drug supply chain process at XYZ Hospital is drug stockouts. Several factors causing drug stockouts at XYZ Hospital include the completion of purchase order documents and drug arrivals not meeting the established time standards, vendor lock, drug shortages at the principal, purchase order and invoice revisions, and variations in the approval time for purchase requests. A bottleneck identified as one of the causes of drug stockouts is the process of completing purchase order documents, which is the longest process and has the lowest sigma value, ranging from 1.2 to 1.8 in March–May, with a high defects per million value of 365,714-580,000 in March–May, indicating a high defect rate in the form of delays in the purchase order document completion process. The high variation in the completion of purchase order documents impacts the planning of drug requirements calculation, which is based on lead time calculations.
S-11642
Depok : FKM-UI, 2024
S1 - Skripsi Pusat Informasi Kesehatan Masyarakat
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Figlia Gracia Wijaya; Pembimbing: Helen Andriani; Penguji: Vetty Yulianty Permanasari, Arief Wahyu Mulyana
Abstrak:
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Kunjungan layanan MCU di Klinik Medika Occupational Health Center mengalami penurunan pada tiga tahun terakhir. Jumlah perusahaan/instansi yang bekerjasama untuk melakukan MCU karyawan cenderung stagnan, juga banyak ditemukan perusahaan/instansi tidak melanjutkan kerjasama di tahun berikutnya. Menurunya jumlah kunjungan menjadi salah satu tanda bahwa strategi pemasaran bermasalah. Bauran pemasaran menjadi alat pemasaran yang terdiri dari kombinasi variabel yang dapat dikendalikan oleh perusahaan untuk mempengaruhi reaksi para pembeli atau konsumen. Penelitian ini bertujuan untuk mengetahun gambaran bauran pemasaran pada layanan Medical Check Up di Klinik Medika Occupational Health Center tahun 2023. Penelitian ini dilakukan pada Bulan Maret sampai Juni 2023. Jenis penelitian yang dilakukan adalah penelitian kualitatif dengan metode wawancara mendalam, telaah dokumen, dan observasi. Hasil penelitian menunjukkan bahwa bauran penasaran product: paket layanan MCU dikategorikan menjadi MCU umum non massal, MCU persyaratan khusus non massal, dan MCU massal. Place: letak klinik cukup strategis, mudah diakses, dan tidak berdekatan dengan kompetitor, ruangan layanan pemeriksaan MCU cukup strategis dan memiliki akses yang mudah, namun lahan parkir kurang memadai. Price: tarif layanan MCU tergolong standar, tidak murah namun relatif juga tidak mahal. Promotion: Promosi dilakukan melalui melalui website, media sosial, brosur, serta Whatssapp dan e-mail untuk melalukan broadcast messages. Promosi dan pemasaran kurang optimal dan belum efektif, tenaga SDM marketing kurang kompeten di bidangnya. Professional: terdiri dari dokter umum, perawat, analis, radiographer, dan dokter spesialis, ketetersediaannya cukup memadai. People: terdiri dari resepsionis, kasir, bagian marketing, dan petugas kebersihan, ketersediannya memadai. Public: masyarakatnya memiliki kelas sosial menengah, baik menengah ke atas maupun menengah ke bawah, sedangkan pasien MCU umum di klinik umumnya berada di kelas sosial mengengah ke atas. Power: cukup baik, sudah memiliki dokumen-dokumen legalitas dan sertifikasi tambahan, namun belum melakukan akreditasi. Pressure: klinik bertanggungjawab terhadap pelaksanaan MCU sampai hasil MCU diterima. Performance: cukup baik, pasien cukup puas terhadap layanan yang diberikan, umumnya pasien memberikan nilai 4 dan 5 pada survei kepuasan. Disimpulkan bahwa melalui variabel 10P, bauran pemasaran klinik dapat tergambar dengan baik. Saran pada penelitian ini dibagi menjadi saran yang ditujukan untuk manajemen klinik, bagian pemasaran, dan bagian kepegawaian. Saran yang diberikan peneliti diharapkan dapat bermanfaat bagi klinik untuk mengambil kebijakan dan mengembangkan strategi pemasaran yang optimal dan efektif.
MCU service visits at Medika Occupational Health Center Clinic have decreased in the last three years. The number of companies that cooperate tends to be stagnant, it is also found that many companies do not continue cooperation in the following year. Decreased number of visits is a sign that the marketing strategy is problematic. The marketing mix as a marketing tool consists of a combination of variables that can be controlled by the company to influence the reactions of buyers or consumers. This study aims to find out the description of the marketing mix for Medical Check Up services at Medika Occupational Health Center Clinic in 2023. This research was conducted from March to June 2023. The research conducted in this study is qualitative research with in-depth interview methods, document review, and observation. The results, product: service package MCUs are categorized into non-mass general MCUs, non-mass specific requirements MCUs, and mass MCU. Place: the location of the clinic is quite strategic, easy to access, and not close to competitors, the MCU examination service room is quite strategic and has easy access. Price: MCU service rates are standard, not cheap but relatively inexpensive too. Promotion: promotion and marketing are not optimal and not yet effective, marketing staff are less competent in their fields. Professional: consisting of doctors, nurses, analysts, radiographers, and specialist doctors, the availability is sufficient but needs additional analysts staff. People: consisting of receptionists, cashiers and cleaners, the availability is sufficient. Public: the public has a middle social class, both upper middle and lower middle class, while general MCU patients in clinics are generally in the upper middle social class. Power: quite good, already has additional legality and certification documents, but has not yet carried out accreditation. Pressure: the clinic is responsible for implementing the MCU until the MCU results are received. Performance: quite good, patients are quite satisfied with the services provided, generally patients give scores of 4 and 5 on the satisfaction survey. It is concluded that through the 10P variable, the marketing mix of Medika Occupational Health Center Clinic can be described well. Reccomendations in this study are divided into recommendations addressed to the management, marketing division, and human resources division of Medika Occupational Health Center Clinic. The recommendation given is expected to be useful for clinic to make policies and develop optimal and effective marketing strategies.
S-11389
Depok : FKM-UI, 2023
S1 - Skripsi Pusat Informasi Kesehatan Masyarakat
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Sekar Inas Pratiwi; Pembimbing: Masyitoh; Penguji: Purnawan Junadi, Reny Fitri
Abstrak:
Bed Occupancy Ratio (BOR) Rumah Sakit Hermina Bekasi setiap tahunnya mengalami peningkatan, begitupula dengan jumlah pasien yang masuk rawat inap melalui instalasi gawat darurat. Peningkatan ini menyebabkan adanya penumpukan pasien boarding di instalasi gawat darurat yang belum dapat ditransfer ke ruang rawat inap. Penelitian ini menganalisis proses boarding dan transfer pasien dari IGD ke rawat inap melalui pendekatan lean six-sigma dengan teknik time motion study kepada 30 pasien. Pendekatan lean memperlihatkan persentase aktivitas value added dan non value added sedangkan six sigma memberikan gambaran variasi kegiatan pada proses. Hasil penelitian menunjukkan bahwa pasien membutuhkan waktu selama 2 jam 31 menit 48 detik dalam proses boarding dan transfer dengan persentase aktivitas value added 20,77% dan non value added 79,23%. Berdasarkan analisis 5whys didapatkan akar penyebab masalah yaitu pemulangan pasien yang belum terencana.
Kata kunci: boarding, transfer, lean six sigma, Instalasi Gawat Darurat Every year,
Bed Occupancy Ratio (BOR) of Hermina Hospital Bekasi has increased, as well as the number of patients who admitted to the hospital through emergency room. This increase leads to the buildup of boarding patients at emergency departments that can not be transferred to the inpatient room. This study analyzes the boarding and transfer of patients from ED to inpatient room through lean six-sigma approach with time motion study from 30 patients. The lean approach shows the percentage of value added and non value added activities while six sigma provides an overview of the activity variations in the process. The results showed that the patient took 2 hours 31 minutes 48 seconds in the process of boarding and transfer with the percentage of value added activities 20.77% and non value added activities 79.23%. Based on 5whys analysis, the root cause of the problem is the unplanned discharge patient.
Keywords: boarding, transfer, lean six sigma, Emergency Department
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Kata kunci: boarding, transfer, lean six sigma, Instalasi Gawat Darurat Every year,
Bed Occupancy Ratio (BOR) of Hermina Hospital Bekasi has increased, as well as the number of patients who admitted to the hospital through emergency room. This increase leads to the buildup of boarding patients at emergency departments that can not be transferred to the inpatient room. This study analyzes the boarding and transfer of patients from ED to inpatient room through lean six-sigma approach with time motion study from 30 patients. The lean approach shows the percentage of value added and non value added activities while six sigma provides an overview of the activity variations in the process. The results showed that the patient took 2 hours 31 minutes 48 seconds in the process of boarding and transfer with the percentage of value added activities 20.77% and non value added activities 79.23%. Based on 5whys analysis, the root cause of the problem is the unplanned discharge patient.
Keywords: boarding, transfer, lean six sigma, Emergency Department
S-9672
Depok : FKM UI, 2018
S1 - Skripsi Pusat Informasi Kesehatan Masyarakat
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Thasya Sabilla Putri Rojak; Pembimbing: Masyitoh; Penguji: Puput Oktamianti, Winarto
Abstrak:
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Pelayanan ambulans terdiri dari kegiatan memproses panggilan ambulans, tim ambulans bersiap, observasi pasien, pencarian rumah sakit rujukan oleh petugas call center CCA, sampai transfer pasien ke instalasi gawat darurat. Desain pada penelitian ini merupakan analisa kuantitatif dan kualitatif yang berdasar pada DMAI (Define, Measure, Analyze, dan Improve). Desain penelitian dilakukan dengan observasi, telaah dokumen, dan wawancara mandalam. Hasil dari penelitian ini yaitu didapatkan bahwa rata-rata pelayanan ambulans 4 jam 30 menit. Dengan waste yang ditemukan yaitu motion, transportation, defect, waiting, overprocessing, overproduction sehingga usulan perbaikan yang diberikan yaitu menggunakan kaizen board, adanya pelatihan dan Pendidikan bagi petugas terkait, adanya sosialisasi mengenai SISRUTE, serta meninjau kembali terkait dengan instruksi kerja yang telah dibuat.
Ambulance services consist of processing ambulance calls, ambulance teams preparing, observing patients, searching for referral hospitals by CCA call center officers, and transferring patients to the emergency department. The design in this study is a quantitative and qualitative analysis based on DMAI (Define, Measure, Analyze, and Improve). The research design was carried out by observation, document review, and in-depth interviews. The results showed that the average ambulance services was 4 hours 30 minutes. The wastes found are motion, transportation, defects, waiting, overprocessing, overproduction so the suggested improvement are given using kaizen board, training for expert, socialization about SISRUTE, and revising standard operating procedure.
S-11421
Depok : FKM-UI, 2023
S1 - Skripsi Pusat Informasi Kesehatan Masyarakat
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Khansa Aidah; Pembimbing: Masyitoh; Penguji: Wibowo Adik, Dede Setyadi
Abstrak:
Penelitian bertujuan untuk mengidentifikasi alur proses pelayanan dengan menggunakan pendekatan lean six sigma dan memberikan usulan perbaikan di Instalasi Radiologi RS Hermina Tangerang. Penelitian ini merupakan penelitian operasional (operational research) dengan desain penelitian kuantitatif dan kualitatif yang didapatkan dari hasil observasi, wawancara mendalam, dan telaah dokumen. Sasaran penelitian adalah pemeriksaan radiologi konvensional sebanyak 31 sampel. Hasil yang didapatkan dari pengukuran value stream mapping (VSM) adalah rata-rata lead time per pasien 2 jam 26 menit 42 detik pada shift pagi siang dan 12 jam 34 menit 53 detik pada shift malam. Bottleneck terletak pada siklus pengolahan ekspertise dikontribusi oleh sebagian besar waste of waiting, yaitu menunggu foto dibaca oleh dokter spesialis radiologi. Akar penyebab masalah adalah tidak adanya jam praktek dokter spesialis radiologi pada shift malam hari serta belum diterapkan standarisasi waktu tunggu pelayanan radiologi untuk semua jenis pasien. Usulan perbaikan yang diberikan adalah dilakukannya standardized work, visual management, dan just in time sehingga diestimasikan lead time dapat dikurangi sebesar 26,47% (1 jam 47 menit 52 detik) pada shift pagi dan siang, serta shift malam 49,35% (6 jam 22 menit 28 detik).
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S-10092
Depok : FKM UI, 2019
S1 - Skripsi Pusat Informasi Kesehatan Masyarakat
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