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Health and Safety Executive found that in 2013/2014, about 526.000 from1.241.000 of work related disesease cases is musculoskeletal disorders. In 2014WHO fact sheet stated that 37% of work relaed disesase is back pain. US BLSstated that nurse is the worker who is with high prevelence. This research aims toobserve musculoskeletal symptoms of nurses who is in operating room byergonomic approaching. Ergonomic risk level was assessed by REBA (RapidEntire Body Assesment) method. This research design is observational with crosssectional. Respondent in this research is 8 nurses in operating room. The resultshowed that 100% of nurses got musculoskeletal symptoms after shift work,where the highest symptoms is in left and right calf (87.5%). Patient transferringactivity from operating table to bed is activity with high risk which potentiallycaused musculoskeletal symptoms. One of the important factor in musculoskeletalsymptoms of nurse in operating room is environment factor which is secure andcomfort for worker, tools, and its job.
ABSTRAK
Latar belakang : Kamar Operasi merupakan unit yang komplek dari suatu rumah sakit, karena tidak bisa lepas dari unit lainnya, Dalam tiga tahun terakhir kinerja belum tercapai. Pencapaiannya sangat berpengaruh terhadap pencapaian kinerja keuangan rumah sakit. Instalasi kamar operasi diharapkan menunjang semua pelayanan prioritas dan unggulan, namun pada pelaksanaannya belum tercapai target. Tujuan penelitian : Penelitian ini dilakukan untuk mengetahui gambaran faktor-faktor yang berhubungan dengan kinerja kamar operasi Rumah Sakit Hermina Depok yang diukur dari utilisasi kamar operasi. Metodologi Penelitian : Penelitian ini merupakan penelitian non eksperimental dengan cara pengumpulan data secara cross sectional dengan pendekatan kuantitatif deskriptif dan kualitatif dengan cara indepth interview dan FGD. Hasil Penelitian : Instalasi Kamar Operasi sangat dipengaruhi oleh unit lain sebagai pengirim pasien, ketersediaan dokter baik jumlah, spesialisasi dan status kepegawaian, ketersediaan alat medis yang dibutuhkan, ketersediaan ruangan paska tindakan serta pembiayaan dan penjaminan. Target yang diberikan untuk tindakan di kamar operasi masih sangat visible karena jika idealnya lebih dari target dengan melihat jumlah kamar operasi yang tersedia dan modalitas yang dimiliki. Kesimpulan : Evaluasi untuk melakukan optimalisasi pasien internal, penjadwalan dengan baik melalui pengaturan alur rujukan internal dan eksternal secara bijak, penambahan dokter-dokter fulltime, melakukan discharge planning dari awal sehingga LOS tidak panjang sehingga kebutuhan ruangan paska tindakan tidak menjadi masalah, untuk pembiayaan membuat paket yang disesuaikan
ABSTRACT Background: The Operating Room is a complex unit of a hospital, because it cannot be separated from other units. In the last three years, performance has not been achieved. Its achievement greatly affects the achievement of the hospital's financial performance. The installation of the operating room is expected to support all priority and superior services, but in its implementation the target has not been achieved. Research objectives: This study was conducted to determine the description of factors related to the performance of the operating room at Hermina Depok Hospital as measured by operating room utilization. Research Methodology: This research is a non-experimental research with a cross-sectional data collection method with a descriptive quantitative approach and qualitative with in-depth interviews and FGD.Research Results: Operating Room Installation is greatly influenced by other units as patient senders, availability of doctors in terms of number, specialization and employment status, availability of required medical equipment, availability of post-action rooms and financing and guarantees. The target given for actions in the operating room is still very visible because if ideally it is more than the target by looking at the number of operating rooms available and the modalities owned. Conclusion: Evaluation to optimize internal patients, good scheduling through wise internal and external referral flow management, adding full-time doctors, conducting discharge planning from the start so that LOS is not long so that the need for a post-action room is not a problem, for financing creating customized packages.
