Ditemukan 2 dokumen yang sesuai dengan query :: Simpan CSV
Mahavira Annisa Suyatman; Pembimbing: Pujiyanto; Penguji: Masyitoh, Puput Oktamianti, Iwan Sovani, Burhanuddin Hamid
Abstrak:
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Waktu tunggu merupakan indikator yang mempengaruhi kualitas pelayanan dan kepuasan pasien. Dari hasil observasi dan survey di lapangan didapatkan waktu tunggu rawat jalan ≥ 60 menit sehingga ditemukan banyak keluhan pasien dalam keterlambatan pelayanan serta mengakibatkan mutu pelayanan menurun. Tujuan penelitian melakukan analisis dan usulan perbaikan mutu proses pelayanan di instalasi rawat jalan RS Mata BEC dengan metode Lean. Penelitian kualitatif dengan analisis data metode lean hospital. Pendekatan kuantitatif untuk menghitung waktu tunggu secara aktual. Populasi penelitian adalah jumlah kunjungan pasien instalasi rawat jalan bulan Juni 2023 sebesar 1704 pasien dan didapatkan jumlah sampel sebesar 323 pasien. Alat yang digunakan data kuantitatif dengan lembar observasi dan stopwatch. Berdasarkan hasil penelitian dapat disimpulkan bahwa hasil perhitungan Current State Map untuk pelayanan rawat jalan RS Mata BEC didapatkan setiap pasien akan membutuhkan waktu untuk dapat dilayani oleh dokter dengan (lead time) sebesar 158,2 menit dan didapatkan 134,2 menit atau prosentase 80% merupakan kegiatan yang dianggap waste (non-value added), serta 24 menit non-value added atau hanya 15% yang merupakan kegiatan yang benilai. Faktor penyebab terbesar waktu tunggu adalah faktor man. Hasil perhitungan menunjukkan belum terpenuhinya standar waktu tunggu pelayanan di rawat jalan yaitu ≤ 60 menit. Kata Kunci : Metode Lean; Rawat Jalan; Waktu Tunggu
Waiting time is an indicator that affects service quality and patient satisfaction. From the results of observations and surveys in the field, it finds that the lead-time outpatient is ≥ 60 minutes, so that many patient complaints were found regarding delays in service and resulted in a decrease in service quality. The aim of the study is to analyze and propose to improve the quality of the service process in the BEC Eye Hospital outpatient installation using the Lean method. Qualitative research with data analysis using the lean hospital method. Quantitative approach to calculate the actual of leading time. The study of population is the number of outpatient patient who visits in June 2023 is 1704 patients and the number of samples is 323 patients. The tools that used in quantitative data is observation sheets and stopwatches. Based on the results of the study it can be concluded that the calculation results of the Current State Map for BEC Eye Hospital outpatient services tell that each patient will need time to be served by a doctor with a (lead time) of 158.2 minutes and obtained 134.2 minutes. It can be called that a percentage of 80% activities are considered waste (non-value added), and 24.4 minutes of non-value added or only 15% which are valued activities. The biggest factor causing waiting time is the man factor. These ratio shows that BEC Eye Hospital is included in Un-Lean and the results of these calculations indicate that the standard leading time for outpatient services has not been standardized, in this case ≤ 60 minutes. Keywords: Lean Method; Outpatient; Waiting time
B-2391
Depok : FKM-UI, 2023
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Penerapan lean manajemen pada pelayanan rawat jalan pasien BPJS Rumah Sakit Hermina Depok tahun 2017
Elisabeth Dyah Noviani; Pembimbing: Dumilah Ayuningtyas; Penguji: Vetty Yulianty Permansari, Prastuti Soewondo, Soekamto Koesno, Lies Nugrohowati
Abstrak:
Lamanya waktu tunggu dalam pelayanan rawat jalan akan menghambat pelayanan, dan berdampak pada penumpukan antrean dan inefisiensi pelayanan. Penelitian ini bertujuan menganalisis penerapan metode lean pada pelayanan rawat jalan pasien BPJS di rumah sakit Hermina Depok tahun 2017. Penelitian dengan metode kualitatif ini mengobservasi waktu pelayanan pasien rawat jalan BPJS untuk melihat dan memotret kondisi alur pelayanan pasien rawat jalan BPJS. Pada value stream mapping pasien tanpa pemeriksaan penunjang, waktu proses (cycle time) tercepat adalah pada saat pasien di kasir yaitu 2,2 menit dan paling lama adalah pada saat pasien mendapat pemeriksaan dokter yaitu 12,6 menit. Waktu tunggu (waiting time) paling lama pada saat pasien menunggu obat di farmasi yaitu 96,2 menit (1 jam 36 menit) dan paling cepat adalah pada saat pasien menunggu di kasir yaitu 4,4 menit. Pada value stream mapping pasien dengan pemeriksaan penunjang laboratorium, waktu proses (cycle time) tercepat adalah pada saat proses pasien dikasir 4,2 menit, dan paling lama pada saat pasien mendapat pemeriksaan dokter yaitu 12,6 menit. Waktu tunggu (waiting time) terlama pada saat pasien menunggu dokter yaitu 126,2 menit (2 jam 6 menit) dan paling cepat pada saat pasien menunggu proses di kasir 2,2 menit. Pada value stream mapping pasien dengan pemeriksaan penunjang radiologis, waktu proses (cycle time) tercepat pada saat proses pasien dikasir yaitu 4,8 menit, paling lama pada saat proses pemeriksaan radiologi yaitu 67,2 menit (1 jam 7 menit). Waktu tunggu (waiting time) terlama pada saat pasien menunggu dokter 95,6 menit (1 jam 35 menit), paling cepat pada saat proses pasien di kasir 4,4 menit. Hasil penelitian menunjukkan 90 % waktu pelayanan merupakan kegiatan non value added dan hanya 10 % kegiatan yang value added, dengan jenis-jenis waste nya adalah defect, over production, waiting, transportation, inventory, motion, dan over processing. Analisis future state dengan usulan perbaikan metode lean secara simulatif yaitu 5S, Kanban Inventory, visual management menurunkan kegiatan non value added menjadi 78,30 % dan meningkatkan kegiatan value added menjadi 21,70 %. Rekomendasi dengan melakukan perbaikan jangka pendek, jangka menengah dan jangka panjang melalui program pelaksanaan metode lean berkelanjutan.
Kata kunci : Metode lean, rawat jalan, waktu tunggu, kegiatan value added, kegiatan non value added
The length of waiting time in the hospital outpatient service is important for efficient hospital service. Long waiting time leads to accumulating queue and inefficient service. This study was aimed to analyze the application of lean method on outpatient BPJS services at Hermina Depok Hospital in 2017. This qualitative research method investigated the time spent by BPJS outpatient patient by applying lean method and observing the outpatient service flow condition. The first result, the value stream mapping (VSM) of patients without any adjunctive examinations (i.e., laboratory or radiology), the fastest cycle time was observed at the reception desk (2.2 minutes) and the longest at the doctor examination room (12.6 minutes). The longest waiting time was at drug prescription process at pharmaceutical unit (96.2 minutes or 1 hour,36 minutes) and checkout was the fastest (4.4 minutes). Second result, the VSM with laboratory examination, the fastest time-cycle was at the reception desk (4.2 minutes), and the longest was observed at the doctor examination (12.6 minutes). The longest waiting time at the doctor waiting room (2 hours 6 minutes) and checkout was the fastest (2.2 minutes). Third result, the VSM with radiologic examination, the fastest cycle time was observed at the reception desk (4.8 minutes), the longest cycle time was at the radiology examination process (67.2 minutes or 1 hour, 7 minutes). The longest waiting time was observed at the doctor examination room (95.6 minutes or 1 hour, 35 minutes) and checkout was the fastest (4.4 minutes). The results showed that 90% service time was non value added activity and only 10% of value added activity. The wastes were defect, over production, waiting, transportation, inventory, motion, and over processing. After conducting future state analysis with the proposed improvement with simulative lean method (5S, Kanban Inventory, visual management), it was found that non value added activity became 78,30% and value added activity became 21,70%. Future recommendation is important to organize short-, medium- and long-term improvements through implementation of sustainable lean method program.
Keywords: Lean method, outpatient waiting time, value added activity, non-value added activity
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Kata kunci : Metode lean, rawat jalan, waktu tunggu, kegiatan value added, kegiatan non value added
The length of waiting time in the hospital outpatient service is important for efficient hospital service. Long waiting time leads to accumulating queue and inefficient service. This study was aimed to analyze the application of lean method on outpatient BPJS services at Hermina Depok Hospital in 2017. This qualitative research method investigated the time spent by BPJS outpatient patient by applying lean method and observing the outpatient service flow condition. The first result, the value stream mapping (VSM) of patients without any adjunctive examinations (i.e., laboratory or radiology), the fastest cycle time was observed at the reception desk (2.2 minutes) and the longest at the doctor examination room (12.6 minutes). The longest waiting time was at drug prescription process at pharmaceutical unit (96.2 minutes or 1 hour,36 minutes) and checkout was the fastest (4.4 minutes). Second result, the VSM with laboratory examination, the fastest time-cycle was at the reception desk (4.2 minutes), and the longest was observed at the doctor examination (12.6 minutes). The longest waiting time at the doctor waiting room (2 hours 6 minutes) and checkout was the fastest (2.2 minutes). Third result, the VSM with radiologic examination, the fastest cycle time was observed at the reception desk (4.8 minutes), the longest cycle time was at the radiology examination process (67.2 minutes or 1 hour, 7 minutes). The longest waiting time was observed at the doctor examination room (95.6 minutes or 1 hour, 35 minutes) and checkout was the fastest (4.4 minutes). The results showed that 90% service time was non value added activity and only 10% of value added activity. The wastes were defect, over production, waiting, transportation, inventory, motion, and over processing. After conducting future state analysis with the proposed improvement with simulative lean method (5S, Kanban Inventory, visual management), it was found that non value added activity became 78,30% and value added activity became 21,70%. Future recommendation is important to organize short-, medium- and long-term improvements through implementation of sustainable lean method program.
Keywords: Lean method, outpatient waiting time, value added activity, non-value added activity
B-1858
Depok : FKM UI, 2017
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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