Ditemukan 2 dokumen yang sesuai dengan query :: Simpan CSV
Novi Handoko; Pembimbing: Pujiyanto; Penguji: Masyitoh, Purnawan Junadi, Endang Adriani, Lianingsih
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Waktu tunggu pelayanan resep merupakan salah satu indikator mutu unit pelayanan farmasi rumah sakit. Indikator mutu waktu tunggu pelayanan obat pada tahun 2021-2023 yang tidak mencapai standar menjadi masalah yang harus diselesaikan di RS St. Carolus Summarecon Serpong karena mengakibatkan penurunan kepuasan pasien dan berpotensi menyebabkan kehilangan resep yang tidak ditebus pasien di rumah sakit. Penelitian ini menggunakan desain penelitian operational research dengan pendekatan kualitatif. Pengambilan data dilakukan pada bulan Mei-Agustus 2024 di unit farmasi rawat jalan dengan jumlah sampel 97 resep obat jadi dan 95 resep obat racikan. Observasi langsung dilakukan dengan metode time motion study, wawancara dengan informan terpilih dan telaah dokumen. Pada kondisi current state, lead time untuk resep obat jadi adalah 17 menit 56 detik, sedangkan lead time untuk resep obat racikan adalah 30 menit 26 detik. Dari hasil identifikasi waste baik pada obat jadi maupun racikan, diperoleh jenis waste yang terbanyak adalah waste waiting. Akar masalah penyebab terjadinya waste diperoleh operator call center yang sibuk dan kendala jaringan saat melakukan konfirmasi penjaminan, scanner barcode alat kesehatan tidak berfungsi optimal, sistem penginputan tindakan medis oleh dokter belum dijalankan, keterbatasan tenaga di farmasi serta bahan obat racikan yang terletak jauh dari tempat peracikan dan tidak ada yang membantu pengambilan bahan obat racikan. Intervensi Lean Six Sigma yang diterapkan menggunakan tools heijunka, standarisasi kerja, 5S dan visual management berhasil menurunkan lead time sebesar 30,8% untuk resep obat jadi dan sebesar 36,4% untuk resep racikan.
Waiting time for prescription services is one of the quality indicators of a hospital’s pharmacy service. Quality indicators for the waiting time for prescription services in 2021-2023 that did not meet the standards had became a problem that needs to be resolved at RS St. Carolus Summarecon Serpong as it resulted in decreased patient satisfaction and potentially caused the loss of prescriptions that were not redeemed by patients at the hospital. This study used an operational research design with a qualitative approach. Data collection was carried out in May-August 2024 at the outpatient pharmacy unit with a sample size of 97 finished drug prescriptions and 95 compounded drug presciptions. Direct observation was carried out using the time motion study method, interviews with selected informants and document review. In the current state condition, the lead time for finished drug prescriptions was 17 minutes 56 seconds, while the lead time for compounded drug prescriptions was 30 minutes 26 seconds. From the identification of waste in both finished and compounded drugs, the type of waste that was most abundant was waiting waste. The root causes of waste were identified as busy call center operators and network constraints when confirming insurance, the barcode scanner of the medical equipment not functioning optimally, the system for inputting medical actions by doctors had not being implemented, limitations of personnel in the pharmacy, compounding drug materials located far from the compounding location, and finally no one to assist in taking the compounding drug materials. Lean Six Sigma interventions applied using heijunka tools, work standardization, 5S, and visual management successfully reduced lead time by 30.8% for finished drug prescriptions and for compounded drug prescriptions decreased by 36.4%.
B-2497
Depok : FKM UI, 2025
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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Christina Saputera; Pembimbing: Masyitoh; Penguji: Amal Chalik Sjaaf, Anhari Achadi, Theryoto, Lianingsih Partahusniutojo
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Service time merupakan salah satu indikator mutu pelayanan IGD RS termasuk di IGD RS St. Carolus Summarecon Serpong, dengan pencapaian service time ≤ 3 jam 74,3% dari target > 90% total pasien rawat inap dari IGD. Penelitian ini menggunakan desain operational research dengan metode kuantitatif dan kualitatif serta teknik probability sampling dalam pengambilan sampel sejumlah 32 pasien IGD. Hasil penelitian dengan pendekatan lean six sigma berhasil mengidentifikasi waste waiting pada tahap transfer pasien IGD ke ruang rawat inap sebagai penyebab akar masalah, menurunkan lead time dari 4 jam 14 menit menjadi 2 jam 39 menit 2 detik (↓ 37,4%) pada tahap post intervensi dan menjadi 2 jam 19 menit 46 detik (↓ 12,1%) pada tahap control; menurunkan aktivitas non value-added dari 1 jam 38 menit 19 detik menjadi 32 menit 22 detik (↓ 67,1%) pada tahap post intervensi dan menjadi 25 menit 23 detik (↓ 21,6%) pada tahap control serta berhasil mengeliminasi waste transport dan menurunkan waktu waste waiting. Kombinasi berbagai tools lean six sigma dalam penelitian ini (heijunka, standardized work, 5 S, Single Exchange Minutes of Dies, dan visual management) mampu menurunkan lead time sebesar 55% pada tahap control, apabila dibandingkan dengan intervensi menggunakan satu tools saja.
Service time is an indicator of the quality of hospital ER services, including at St. Carolus Summarecon Serpong Hospital, by achieving service time ≤ 3 hours 74,3% of the target > 90% of the total inpatients from the ER. This study used an operational research design with quantitative and qualitative methods as well as probability sampling techniques in taking a sample of 32 ER patients. The results of this study using the lean six sigma approach succeeded in identifying waste waiting at the transfer stage of ER patients to the inpatients room as the root cause of the problem, reducing lead time from 4 hours 14 minutes to 2 hours 39 minutes 2 seconds (↓ 37,4%) in the post stage intervention and became 2 hours 19 minutes 46 seconds (↓ 12,1%) in the control stage; reduced non value-added activities from 1 hour 38 minutes 19 seconds to 32 minutes 22 seconds (↓ 67,1%) in the post intervention stage and became 25 minutes 23 seconds in the control stage; succeeded in eliminating transport waste and reduce waste waiting time. The combination of various lean six sigma tools in this study (heijunka, standardized work, Single Exchange Minutes of Dies, and visual management) was able to reduce lead time by 55% in the control stage, compared with intervention using just one tool.
B-2404
Depok : FKM-UI, 2024
S2 - Tesis Pusat Informasi Kesehatan Masyarakat
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