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Rendra Fariadi; Pembimbing: Helen Andriani; Penguji: Purnawan Junadi, Nine Mei, IIng Ichsan Hanafi
Abstrak:
Persediaan farmasi harus dikelola dengan baik untuk kelancaran pelayanan dan keuangan rumah sakit. Pengelolaan sedian farmasi rumah sakit dimulai dari alur perencanaan dan pengadaan obat-obatan di rumah sakit. Sistem perencaanaan yang tepat dibutuhkan untuk pengelolaan perencaan dan persediaan di rumah sakit agar efisiensi dalam proses pengadaan obat dapat tercapai. RS Hermina Medan melakukan perubahan dalam sistem perencaan obat-obatan dari awalnya menggunakan sistem min-max menjadi sistem pareto. Penelitian ini bertujuan untuk membandingkan tingkat efisiensi terhadap kedua sistem tersebut. Penelitian ini dilakukan dengan riset operasional terhadap sampel obat hasil analisis ABC dan menggabungkan metode kualitatif. Hasil analisis ABC berdasarkan nilai pemakaian selama Agustus dan September 2023 diperoleh obat kategori A mewakili 80% dari total nilai persedian obat JKN di Instalasi Farmasi. Hasil penelitian menunjukan dengan membandingkan perhitungan untuk perencanaan pengadaan obat kategori A dengan sistem pareto dan min-max didapatkan total inventory cost lebih rendah dengan menggunakan sistem min-max. Namun, rencana pengadaan dengan sistem min-max dapat lebih baik apabila perhitungan pemakaian obat di kontrol secara rutin dan proses perencanaan pengadaan dibantu oleh sistem informasi yang lebih baik. Penelitian diharapkan dapat dilanjutkan dengan waktu yang lebih panjang agar penilaian inventory cost dapat lebih akurat.
Pharmaceutical supplies must be managed well for the smooth running of hospital services and finances. Management of hospital pharmaceutical supplies starts from the flow of planning and procurement of medicines in the hospital. An appropriate planning system is needed for managing planning and supplies in hospitals so that efficiency in the drug procurement process can be achieved. Hermina Medan Hospital made changes to its medicine planning system from initially using a min-max system to a Pareto system. This research aims to compare the level of efficiency of the two systems. This research was conducted using operational research on drug samples resulting from ABC analysis and combining qualitative methods. The results of ABC analysis based on usage values during August and September 2023 showed that category A drugs represent 80% of the total value of UHC drug supplies in pharmacy installations. The research results show that by comparing calculations for planning the procurement of category A drugs using the Pareto and min-max systems, the total inventory cost is lower using the min-max system. Procurement planning using a min-max system can be better if the calculation of drug use is routinely controlled and the procurement planning process is assisted by a better information system. It is hoped that the research can be continued for a longer period so that inventory cost assessments can be more accurate.
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Pharmaceutical supplies must be managed well for the smooth running of hospital services and finances. Management of hospital pharmaceutical supplies starts from the flow of planning and procurement of medicines in the hospital. An appropriate planning system is needed for managing planning and supplies in hospitals so that efficiency in the drug procurement process can be achieved. Hermina Medan Hospital made changes to its medicine planning system from initially using a min-max system to a Pareto system. This research aims to compare the level of efficiency of the two systems. This research was conducted using operational research on drug samples resulting from ABC analysis and combining qualitative methods. The results of ABC analysis based on usage values during August and September 2023 showed that category A drugs represent 80% of the total value of UHC drug supplies in pharmacy installations. The research results show that by comparing calculations for planning the procurement of category A drugs using the Pareto and min-max systems, the total inventory cost is lower using the min-max system. Procurement planning using a min-max system can be better if the calculation of drug use is routinely controlled and the procurement planning process is assisted by a better information system. It is hoped that the research can be continued for a longer period so that inventory cost assessments can be more accurate.
B-2489
Depok : FKM UI, 2024
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Endah Gusnita; Pembimbing: Purnawan Junadi; Penguji: Amal Chalik Sjaaf, R. Soeko W. Nindito D., Teuku Nebrisa Zagladin
Abstrak:
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Latar belakang: Pelayanan kesehatan merupakan hak dasar masyarakat yang wajib diselenggarakan secara efektif dan efisien oleh rumah sakit, termasuk dalam hal pengelolaan persediaan farmasi. Rumah Sakit Kanker Dharmais sebagai Rumah Sakit Pusat Kanker Nasional memiliki tantangan dalam menjaga ketersediaan obat kanker yang bernilai tinggi dan berisiko kritis. Berdasarkan data capaian indikator Rasio Beban Persediaan Farmasi terhadap Pendapatan Operasional pada periode September–Desember 2024, diketahui bahwa nilai rasio tersebut tidak mencapai target yang ditetapkan Kementerian Kesehatan. Hal ini mengindikasikan perlunya evaluasi terhadap sistem pengendalian persediaan farmasi. Tujuan: Penelitian ini bertujuan untuk mengevaluasi efektivitas analisis ABC-VEN dalam pengendalian persediaan farmasi di RSK Dharmais. Metode: Penelitian menggunakan desain operational research dengan pendekatan campuran kualitatif dan kuantitatif. Data diperoleh melalui wawancara mendalam kepada informan kunci serta data sekunder dari SIMRS dan laporan rumah sakit tahun 2024. Analisis dilakukan terhadap seluruh item obat yang termasuk dalam formularium rumah sakit. Hasil: Hasil penelitian menunjukkan bahwa pada pengelompokan ABC, kelompok A berdasarkan jumlah pemakaian terdiri dari 79 item (6,11%) yang menyumbang 69,93% nilai penggunaan, dan berdasarkan nilai investasi terdiri dari 107 item (8,27%) dengan kontribusi 69,97% dari total investasi. Kelompok obat esensial mendominasi dengan proporsi 79,60% (1.030 item), diikuti oleh kelompok non-esensial 11,90% dan vital 8,50%. Kombinasi analisis ABC-VEN menunjukkan bahwa sebagian besar obat prioritas tinggi adalah obat kanker. Simulasi ITOR menunjukkan bahwa tingkat perputaran persediaan dapat ditingkatkan, sehingga manajemen stok menjadi lebih efisien dan adaptif terhadap kebutuhan klinis. Kesimpulan: Analisis ABC-VEN terbukti efektif dalam mengidentifikasi prioritas pengendalian dan optimalisasi pengelolaan obat kanker di RSK Dharmais, serta berkontribusi dalam peningkatan efisiensi logistik farmasi rumah sakit.Background: Healthcare services are a fundamental right of every citizen and must be delivered effectively and efficiently by hospitals, including the management of pharmaceutical inventories. Dharmais Cancer Hospital, as the National Cancer Center Hospital in Indonesia, faces significant challenges in ensuring the availability of high-cost and critically important cancer drugs. Based on the performance indicator of the Pharmaceutical Inventory Cost Ratio to Operational Revenue for the period of September to December 2024, it was found that the ratio consistently failed to meet the targets set by the Ministry of Health. This condition highlights the need for an evaluation of the pharmaceutical inventory control system. Purpose: This study aims to evaluate the effectiveness of the ABC-VEN analysis in controlling pharmaceutical inventory at Dharmais Cancer Hospital. Method: This research employs an operational research design with a mixed-method approach, incorporating both qualitative and quantitative data. Primary data were collected through in-depth interviews with key informants, while secondary data were obtained from the Hospital Information Management System (SIMRS) and institutional reports from the year 2024. The analysis was conducted on all pharmaceutical items listed in the hospital formulary. Results: The results show that in the ABC classification, Class A drugs based on usage volume included 79 items (6.11%) which accounted for 69.93% of total drug usage value, while based on investment value, 107 items (8.27%) represented 69.97% of total inventory value. Essential drugs dominated the VEN classification with 79.60% (1,030 items), followed by non-essential drugs at 11.90% and vital drugs at 8.50%. The ABC-VEN matrix revealed that most high-priority drugs were cancer medications. ITOR simulation results indicated that inventory turnover could be significantly improved, leading to more efficient and responsive stock management aligned with real clinical needs. Conclusion: ABC-VEN analysis proved effective in identifying inventory control priorities and optimizing the management of cancer drugs at Dharmais Cancer Hospital, thereby enhancing pharmaceutical logistics efficiency.
T-7387
Depok : FKM UI, 2025
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Yunita Andriani; Pembimbing: Mardiati Nadjib; Penguji: Ede Surya Darmawan, Wahyu Sulistiadi, Kemal Imran, Endang Adriyani
Abstrak:
Pengelolaan obat adalah salah satu aspek manajemen rumah sakit yang sangat penting dalam usaha pelayanan kesehatan masyarakat. Penelitian ini bertujuan untuk menganalisis pengelolaan obat di instalasi farmasi Rumah Sakit Stroke Nasional Bukitinggi. Metode penelitian yang digunakan dalam penelitian ini adalah studi kasus dengan menggunakan pendekatan kualitatif. Hasil penelitian menunjukkan proses pengelolaan dan pengendalian yang dilakukan selama ini belum berjalan dengan baik terlihat dari masih tingginya angka kekosongan obat pada tahun 2017 yaitu 7,6% dari 421 jenis obat setiap bulannya dan jumlah obat kadaluwarsa yaitu sebesar 10,45% yang seharusnya 0%. Perencanaan dengan memprioritaskan pembelian kelompok VA, EA dan NA perlu dilakukan untuk mencegah terjadinya kekosongan obat. Untuk mencegah tingginya jumlah obat kadaluwarsa adalah dengan penghitungan jumlah obat yang dipesan berdasarkan penghitungan ROP dan Safety Stock. Kelompok VA merupakan kelompok dengan prioritas utama dalam pengadaan terdiri dari 10 macam obat dengan NS 500cc infus sebagai obat terpenting dalam kelompok. NS 500 cc infus membutuhkan Safety Stock 23.400 sebesar dengan nilai ROP 34.860.
Kata Kunci : Penglolaan, pengendalian, farmasi, obat
Drug management is one important aspect of hospital management. This study is aiming at analysing drug management in pharmacy unit National Stroke Hospital Bukittinggi. This case study was using qualitative approach. The study revealed that drug management and monitoring controlling were not well performed. A high percentage of drug stock out in 2017 was found 7,6% out of 421 drugs item each month, while number of expired drugs was high, reaching 10,45% compared to 0% as target.. Planning to prioritize purchasing of drugs using VA, EA and NA drug need to implement in order to prevent stock out. To avoid expired drug, hospital need to purchased based on ROP and Safety Stock. VA group is the highest priority that include 10 drug item where NS 500 cc infusion fluid is the top one in the group. NS 500 cc infusion fluid would need Safety Stock as much as 23.400 number as Safety Stock and ROP 34.860.
Keywords : Management, control, pharmacy, drug
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Kata Kunci : Penglolaan, pengendalian, farmasi, obat
Drug management is one important aspect of hospital management. This study is aiming at analysing drug management in pharmacy unit National Stroke Hospital Bukittinggi. This case study was using qualitative approach. The study revealed that drug management and monitoring controlling were not well performed. A high percentage of drug stock out in 2017 was found 7,6% out of 421 drugs item each month, while number of expired drugs was high, reaching 10,45% compared to 0% as target.. Planning to prioritize purchasing of drugs using VA, EA and NA drug need to implement in order to prevent stock out. To avoid expired drug, hospital need to purchased based on ROP and Safety Stock. VA group is the highest priority that include 10 drug item where NS 500 cc infusion fluid is the top one in the group. NS 500 cc infusion fluid would need Safety Stock as much as 23.400 number as Safety Stock and ROP 34.860.
Keywords : Management, control, pharmacy, drug
B-2036
Depok : FKM UI, 2018
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Ahmat Yurdiansyah; Pembimbing: Helen Andriani; Penguji: Vetty Yulianty Permanasari, Purnawan Junadi, Yahya Ulumuddin, Endang Adriyani
Abstrak:
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Manajemen pengelolaan obat sering kali menjadi masalah utama dalam pelayanan farmasi di rumah sakit, terutama dalam proses perencanan dan pengadaan. Masalah tersebut tentunya berdampak pada persediaan obat yang ada dirumah sakit. Penelitian ini ingin menganalisis perencaan obat yang ada di Instalasi Farmasi RS H.L. Manambai Abdulkadir serta melakukan pengendalian persediaan dengan metode minimum maksimum stok level dengan melihat angka safety stock, stok minimum dan stok maksimum persediaan obat di Instalaasi Farmasi . Setelah melakukan pengendalian persediaan dengan metode tersebut dilakukan penilaian terhadap keberhasilan pengendalian dengan menggunakan indikator pengendalian seperti ketepatan perencanaan, perhitungan nilai stock out, perhitungan nilai backorder, perhitungan nilai over stock obat, ITOR dan Fill rate. Hasil penelitian menunjukan Nilai stock out, backorder cost, ITOR dan Fillrate di Instalasi Farmasi diukur pada bulan Januari – April 2024. Dengan hasil rata rata berturut-turut adalah 496 stock out dengan nilai backorder cost sebesar Rp. 45.102.095. Rasio ITOR dengan kisaran 0,88 - 1,12 serta nilai filrate dengan rata-rata 97,35%. Hasil impelentasi analisis metode MMSL pada bulan mei 2024 memberikan dampak positif terhadap penurunan angka stock out, backorder cost, dan fillrate. Namun tidak berdampak signifikan terhadap nilai ITOR, hal ini disebabkan sebelum implementasi dilakukan instalasi farmasi memiliki nilai persediaan obat yang sangat tinggi terutama untuk obat-obatan slow moving atau kategori C ABC Volume. Dengan demikian dapat disimpulkan bahwa pengendalian persediaan obat di Instalasi farmasi RS H.L Manambai Abdulkadir efektif terhadap nilai stock out, backorder cost dan fillrate, tetapi belum efektif dalam nilai ITOR karena masih tingginya nilai persediaan obat.
Medication management often presents a major challenge in hospital pharmacy services, particularly in the planning and procurement processes. These issues significantly impact the inventory of medications available in hospitals. This study aims to analyze the medication planning at the Pharmacy Installation of H.L. Manambai Abdulkadir Hospital and to implement inventory control using the minimum-maximum stock level method by examining the safety stock, minimum stock, and maximum stock levels of medications. After implementing inventory control with this method, the success of the control was evaluated using control indicators such as planning accuracy, stock out value calculation, backorder value calculation, overs tock value calculation, ITOR (Inventory Turnover Ratio), and fill rate. The results of the study showed that the values of stock out, backorder cost, ITOR, and fill rate at the Pharmacy Installation were measured from January to April 2024. The average results were 496 stock outs with a backorder cost of IDR 45,102,095, an ITOR ratio ranging from 0.88 to 1.12, and an average fill rate of 97.35%. The implementation of the MMSL method analysis in May 2024 had a positive impact on reducing stock out numbers, backorder costs, and fill rate. However, it did not significantly affect the ITOR value, as the pharmacy installation had a very high inventory value prior to implementation, especially for slow-moving drugs or category C ABC Volume. Therefore, it can be concluded that the inventory control of medications at the Pharmacy Installation of H.L. Manambai Abdulkadir Hospital is effective in terms of stock out value, backorder cost, and fill rate, but not yet effective in ITOR value due to the still high inventory value of medications.
B-2458
Depok : FKM-UI, 2024
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Tulus Kurnia Indah; Pembimbing: Ede Surya Darmawan; Penguji: Helen Andriani, Rakhmat Hidayat, Nugraharti, Erwien Sri Ujianto
Abstrak:
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Latar Belakang: Proses perawatan di rumah sakit didukung oleh berbagai aktivitas operasional diantaranya pengelolaan logistik dan distribusi perbekalan farmasi. Biaya perbekalan kesehatan merupakan pengeluaran terbesar kedua di rumah sakit setelah belanja pegawai, oleh sebab itu pimpinan rumah sakit perlu mengidentifikasi peluang untuk meningkatkan proses logistik untuk menurunkan biaya dan meningkatkan kualitas pelayanan kesehatan. Untuk meningkatan proses logistik diperlukan pemahaman terkait kinerja rantai pasokan yang saat ini berjalan, sehingga melakukan analisa kinerja rantai pasokan merupakan hal mendasar untuk mengatasi kekurangan dalam aktivitas logistik. Tujuan: Studi ini bertujuan melakukan analisa terkait waste yang ada pada proses perencanaan dan pengadaan obat di RSUPN Dr. Cipto Mangunkusumo, kemudian mencari penyebab dan akar masalah timbulnya pemborosan. Metode: Penelitian ini menggunakan metode kualitatif dengan pendekatan studi kasus. Lokasi penelitian di RSUPN Dr. Cipto Mangunkumo bulan April-Mei 2024. Data primer diperoleh melalui wawancara dengan key specialist informan yang terkait dengan kegiatan perencanaan dan pengadaan dan observasi lapangan. Data sekunder diperoleh dari telaah data realisasi pemakaian obat tahun 2022, data usulan perencanaan dari unit kerja dan hasil rekapitulasi instalasi farmasi tahun 2023, data daftar barang dalam kontrak tahun 2023, datapenerimaan dan data pemakaian obat tahun 2023. Tahapan penelitian disusun berdasarkan lean six sigma dari mulai define, measure, analyze dan improve. Hasil: Jenis waste yang terjadi diantaranya penyedia tidak mengirimkan obat terhadap item perencanaan yang telah memiliki kontrak, obat yang dipesan dan dikirim tetapi tidak memiliki realisasi penggunaan, penyedia bersedia mengirimkan obat tetapi tidak mau berkontrak dengan rumah sakit, penyedia tidak bersedia mengirimkan obat dan tidak mau berkontrak dengan rumah sakit dan adanya pengadaan lain di luar jalur kontrak utama. Dari seluruh waste yang ada terjadinya pengadaan di luar jalur kontrak utama merupakan jumlah waste yang paling sering terjadi sehingga menjadi area improvement pada penelitian ini. Penyebab dari pemborosan yang masih dapat dikontrol oleh internal rumah sakit adalah keterlambatan penerbitan kontrak. Akar masalahnya karena tiap unit kerja yang terkait dengan kegiatan perencanaan dan pengadaan menyelesaikan proses kerja tanpa mempertimbangkan waktu penyelesaian proses sesudahnya, sehingga tujuan dari perencanaan dan pengadaan yang berupa penerbitan kontrak sebelum tahun anggaran menjadi tidak terlaksana. Kesimpulan: Dalam proses yang berjalan secara berkelanjutan diperlukan proses kerja yang terintegrasi berdasarkan komitmen setiap anggota rantai agar tujuan proses tersebut dapat tercapai.
Introduction: The hospital care process is supported by various operational activities including logistics management and distribution of pharmaceutical supplies. The cost of health supplies is the second largest expenditure in hospitals after personnel expenditure, therefore hospital leaders need to identify opportunities to improve logistics processes to reduce costs and improve the quality of health services. To improve logistics processes, an understanding of current supply chain performance is required, so analyzing supply chain performance is fundamental to overcoming deficiencies in logistics activities. Objective: This study aims to analyze waste in the drug planning and procurement at RSUPN Dr. Cipto Mangunkusumo, then looked for the causes and root causes of waste. Method: This research uses qualitative methods with a case study approach. The research location is at RSUPN Dr. Cipto Mangunkumo on April-May 2024. Primary data was obtained through interviews with key specialist informants related to planning and procurement activities and field observations. Secondary data was obtained from a review of drug use in 2022, drug planning proposals from units and results of drug planning recapitulation by pharmaceutical installations in 2023, list of drugs in contracts 2023, drug receive order and drug use in 2023. The research stages were arranged based on lean six sigma method from define, measure, analyze and improve. Results: Types of waste that occur include supplier not sending drugs from planning items that already have a contract, drugs ordered and sent but not having actual use, suppliers willing to send drugs but refusev to contract with the hospital, suppliers refuse to send drugss and refuse to contracts with hospitals and procurements that come from another its main contracts. The procurements that come from another its main contract occurs most frequently, so it is an area of improvement in this research. The cause of waste that can still be internally controlled by the hospital is delays in issuing contracts. The root of the problem is because each unit related to planning and procurement activities completes the process without considering the completion time of the process afterwards, so that the aim of planning and procurement to complete all the procurement contract before end of the year do not achieved. Conclusion: In a process that runs continuously, an integrated work process is needed based on the commitment of each member of the chain so that the process objectives can be achieved.
B-2469
Depok : FKM UI, 2024
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
Abstrak:
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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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Brandon Clementius; Pembimbing: Wiku Bakti Bawono Adisasmito; Penguji: Adang Bachtiar, Dumilah Ayuningtyas, Tuan Juniar Situmorang, Fushen
Abstrak:
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Latar belakang: Program Jaminan Kesehatan Nasional (JKN) memberikan manfaat pembiayaan pelayanan kesehatan di rumah sakit (RS) termasuk pada layanan rawat jalan. Komposisi pasien rawat jalan (RJ) RS UKRIDA hampir seluruhnya menggunakan penjaminan program JKN. Berdasarkan analisa kondisi finansial RS, selain menjaga pemasukan dari program JKN, perlu adanya dorongan pemasukan dari komposisi pasien berbayar pribadi (out of pocket). Secara regulasi, pasien JKN diperkenankan iur biaya untuk layanan rawat jalan eksekutif. Oleh karena itu penelitian ini ingin melihat gambaran serta hubungan kepuasan pengalaman pasien / patient experiential satisfaction (PES), loyalitas pasien (LP), dan willingness to pay (WTP) untuk peningkatan layanan pada pasien layanan RJ RS UKRIDA. Metodologi: Penelitian ini bersifat kuantitatif dengan desain cross-sectional menggunakan kuesioner sebagai instrumen penelitian. Sampel adalah pasien RJ RS UKRIDA yang menggunakan jaminan program JKN pada lima poli yang ditetapkan. Sampling dilakukan dengan metode convenient sampling selama bulan Mei 2024. Hasil: Persepsi responden terhadap variabel inpenden dari PES sudah baik. PES dan LP juga sudah digambarkan baik oleh responden. Responden juga menunjukkan kesediaan membayar untuk peningkatan layanan yang ditawarkan dengan nilai rerata sebesar Rp 140.968,-. PES berpengaruh positif dan signifikan terhadap LP dan WTP, begitu juga LP terhadap WTP. LP menjadi variabel mediasi yang signifikan untuk hubungan PES terhadap WTP Kesimpulan: RS perlu mempertahankan dan meningkatkan PES dari pasien yang berobat sehingga terbentuk LP yang akan membangun budaya WTP pada pasien JKN untuk peningkatan layanan. Minat bayar tersebut dapat disalurkan melalui pengembangan layanan poliklinik eksekutif di RS Kata kunci: kepuasan pengalaman pasien, loyalitas pasien, kesediaan membayar, layanan rawat jalan, poliklinik eksekutif
Background: National Health Insurance (NHI) program in Indonesia provide health services financing benefit, including services at hospital outpatient clinics. At UKRIDA hospital itself, most patient utilise that NHI benefit. As for that, based on hospital financial condition, NHI patients must be maintained, but on the other side revenue from out-of-pocket patients should be improved. Indonesian health regulation permit hospital to charge extra fees from NHI patients for execuitve services. Therefore, this study picture patient experiential satisfaction (PES), patient loyalty (PL), and patient’s willingness to pay (WTP) for quality improvement at UKRIDA Hospital outpatients setting. Methodology: This is a quantitative cross-sectional study using questionnaire as it’s tool. Samples taken in May 2024 using convenient sampling method from UKRIDA hospital outpatients that utilise NHI benefit for five chosen departement clinics. Results: Respondents rate every PES’s independent construct as good. PES and PL also rated as good. Respondents show willingness to pay for every quality improvement given in the questionairre with average value at Rp 140.968,-. PES found to be significantly influence LP and WTP, as well as LP significantly influence WTP. LP acts as significant mediator for PES to influence patient’s WTP for quality improvement. Conclusion: UKRIDA Hospital need to maintain it’s performance to keep PES, therefore PL is formed. At this state, NHI patient’s WTP for quality improvement expected to be improved. To channel that interest, UKRIDA Hospital should develop executive clinics based on regulation. Keywords: Patient experiential satisfaction, patient loyalty, willingness to pay, outpatient, executive clinic
B-2473
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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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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