Peningkatan jumlah kunjungan pasien Jaminan Kesehatan Nasional (JKN) di RS Islam Jakarta Pondok Kopi berdampak langsung pada meningkatnya beban kerja Unit Farmasi Rawat Jalan, khususnya dalam pelayanan resep obat. Data rumah sakit menunjukkan bahwa waktu tunggu pelayanan resep pasien JKN masih melebihi standar pelayanan yang ditetapkan, terutama pada pelayanan resep obat jadi/nonracikan. Kondisi ini berpotensi menimbulkan keluhan pasien, menurunkan kepuasan, serta memengaruhi mutu pelayanan farmasi rawat jalan. Penelitian ini bertujuan untuk menganalisis waktu tunggu pelayanan resep obat jadi/nonracikan pasien JKN di Unit Farmasi Rawat Jalan RS Islam Jakarta Pondok Kopi dengan menggunakan pendekatan manajemen lean. Penelitian ini menggunakan desain operational research dengan pendekatan kuantitatif deskriptif dan kualitatif. Pendekatan kuantitatif dilakukan melalui time and motion study untuk mengukur waktu tunggu, lead time, cycle time, value added time, dan non value added time. Pendekatan kualitatif dilakukan melalui wawancara mendalam dan telaah dokumen untuk menggali hambatan pelayanan serta faktor penyebab terjadinya pemborosan. Analisis dilakukan dengan menggunakan Value Stream Mapping untuk memetakan kondisi awal dan kondisi setelah perbaikan, identifikasi aktivitas value added dan non value added, analisis waste, diagram Pareto, diagram fishbone, serta penerapan lean tools secara terbatas seperti 5S, Kanban, dan Spaghetti Diagram. Hasil penelitian menunjukkan bahwa lamanya waktu tunggu pelayanan resep pasien JKN dipengaruhi oleh tingginya volume resep, keterbatasan tenaga kefarmasian, alur kerja yang belum efisien, pergerakan petugas yang belum optimal, serta pemanfaatan sistem informasi yang masih perlu diperkuat. Identifikasi waste menunjukkan bahwa aktivitas waiting, overprocessing, dan defect merupakan pemborosan yang dominan dalam proses pelayanan. Setelah dilakukan uji coba perbaikan terbatas berbasis manajemen lean, terjadi penurunan waktu tunggu pelayanan resep obat jadi/nonracikan. Rata-rata lead time menurun dari 2 jam 15 menit 13 detik pada kondisi current state menjadi 58 menit 34 detik pada kondisi future state. Penurunan ini menunjukkan bahwa perbaikan alur kerja, penataan area kerja, penerapan sistem Kanban, dan penguatan koordinasi antarunit dapat menurunkan aktivitas non value added serta mempercepat proses pelayanan. Kesimpulan penelitian ini menunjukkan bahwa pendekatan manajemen lean dapat digunakan untuk mengidentifikasi sumber inefisiensi dan mengurangi waktu tunggu pelayanan resep obat jadi/nonracikan pasien JKN di Unit Farmasi Rawat Jalan. Rekomendasi penelitian ini meliputi evaluasi waktu tunggu secara berkala, penyesuaian jumlah tenaga kefarmasian dengan beban kerja, penguatan sistem informasi, standardisasi alur kerja, serta keberlanjutan penerapan lean tools untuk mendukung peningkatan mutu pelayanan farmasi rawat jalan.

The increase in the number of National Health Insurance (JKN) patient visits at Jakarta Pondok Kopi Islamic Hospital has had a direct impact on the workload of the Outpatient Pharmacy Unit, particularly in prescription services. Hospital data show that waiting times for JKN patient prescription services still exceed established service standards, especially for ready-to-use/non-compounded medications. This situation has the potential to lead to patient complaints, lower satisfaction, and affect the quality of outpatient pharmacy services. This study aims to analyze the waiting time for ready-to-use/non-compounded medication prescriptions for JKN patients at the Outpatient Pharmacy Unit of Jakarta Pondok Kopi Islamic Hospital using a lean management approach. This study employed an operational research design with both descriptive quantitative and qualitative approaches. The quantitative approach involved a time-and-motion study to measure waiting time, lead time, cycle time, value-added time, and non-value-added time. The qualitative approach utilized in-depth interviews and document reviews to identify service barriers and factors contributing to waste. Analysis was performed using Value Stream Mapping to map the initial conditions and conditions after improvement, identify value-added and non-value-added activities, analyze waste, and utilize Pareto diagrams, fishbone diagrams, and a limited application of lean tools such as 5S, Kanban, and Spaghetti Diagrams. The research findings indicate that the waiting time for prescription services for JKN patients is influenced by high prescription volume, limited pharmacy staff, inefficient workflows, suboptimal staff movement, and the need to strengthen the use of information systems. The identification of waste revealed that waiting, overprocessing, and defects are the dominant forms of waste in the service process. Following a limited pilot improvement project based on lean management, there was a reduction in waiting times for ready-to-use and non-compounded prescription services. The average lead time decreased from 2 hours, 15 minutes, and 13 seconds in the current state to 58 minutes and 34 seconds in the future state. This reduction demonstrates that workflow improvements, workspace reorganization, the implementation of the Kanban system, and strengthened inter-unit coordination can reduce non-value-added activities and accelerate the service process. The conclusion of this study indicates that the lean management approach can be used to identify sources of inefficiency and reduce waiting times for ready-to-dispense and non-compounded prescription services for JKN patients in the Outpatient Pharmacy Unit. The recommendations of this study include periodic evaluation of wait times, adjusting the number of pharmacy staff to match the workload, strengthening the information system, standardizing workflows, and continuing the application of lean tools to support improvements in the quality of outpatient pharmacy services.