1. Home
  2. Vol 2, No 1 (2015)
  3. Dewi

Analisis Alur Proses Penerimaan Pasien Rawat Inap di Rumah Sakit “X” Tahun 2015 dengan Pendekatan Lean Hospital

Pretty Kristianti Dewi

Abstract


ABSTRAK Lean hospital adalah metode Lean yang digunakan di rumah sakit, merupakan suatu upaya yang dilakukan terus menerus untuk menghilangkan pemborosan (Waste) dan meningkatkan nilai tambah (Value Added) pada pelayanan pasien di rumah sakit. Metode ini sangat tepat untuk menganalisis alur proses penerimaan pasien rawat inap di RS “X” dengan cara membuat Current State Value Stream Map yang didapat dari hasil observasi, wawancara dan telaah dokumen kemudian melalui penerapan Lean Tools dibuatlah Future State Value Stream Map sebagai ide perbaikan jangka pendek dan jangka menengah/panjang pada proses tersebut. Hasil penelitian menunjukkan ada 31 total kegiatan dengan waktu proses yang bersifat Value Added hanya sebanyak 44,9% pada saat ini sedangkan dalam alur proses yang baru atau ideal, jumlah kegiatan menjadi 25 dengan waktu proses Value Added 92,4% untuk perbaikan jangka pendek. Pada perbaikan jangka menengah/panjang jumlah kegiatan berkurang menjadi 23 dengan persentase waktu proses Value Added meningkat menjadi 94,4%. Maka berdasarkan hasil penelitian tersebut, metode sangatlah tepat untuk mengatasi masalah yang terjadi pada alur proses penerimaan pasien rawat inap Lean di RS “X”. ABSTRACT Lean hospital is lean methods used in hospitals, is a continuous effort made to eliminate waste and increase value added in patient care in hospitals. This method is very appropriate to analyze the process flow of inpatient admission in "X" hospital by making Current State Value Stream Map derived from observation, interviews and review of documents. Then through the application of Lean Tools, Future State Value Stream Map was made as the idea of improvement for short and medium/long term in the process. The results showed there were 31 total events with value added time process is just 44,9% at this point. Meanwhile in the new or ideal process flow, the amount of activities became 25 with value added time process 92,4% for short term improvement. The number activities on the medium/long term improvement reduced to 23 with the percentage of value added time process increased to 94,4%. So based on these results, the Lean method is appropriate to address the problems that occur in the workflow process inpatient admission in "X" hospital. 

Keywords


process flow; lean hospital; inpatient admission

Full Text:

PDF

References


(1) Graban M. (2012). Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction. Taylor & Francis Group, New York.

(2) Graban M. (2014). Using Kaizen toward a Culture of Continuous Improvement Humanizes the Healthcare Workforce for Better Outcomes, Good Change, Industrial Engineer, p 30 – 35, www.iienet2.org/.../IIE/.../IEFeb14Graban.pdf, diunduh 22 Februari 2014.

(3) Gaspersz V dan Fontana A. (2011). Lean Six Sigma for Manufacturing and Service Industries. Vinchristo Publication. Baranangsiang Bogor.

(4) Gaspersz V. (2013). All-in-one Integrated Total Quality Talent Management. Baranangsiang Bogor, Tri-Al-Bros Publishing, Januari 2013.

(5) Indonesia. Departemen Kesehatan. (2004). Keputusan Menteri Kesehatan Nomor 1204 / Menkes / SK / X / 2004 tentang Persyaratan Kesehatan Lingkungan Rumah Sakit.

(6) Indonesia. Departemen Kesehatan. (2009). Undang – Undang Nomor 44 Tahun 2009 Tentang Rumah Sakit.

(7) Indonesia. Departemen Kesehatan. (2009). Undang – Undang Nomor 36 Tahun 2009 Tentang Kesehatan.

(8) Jones D dan Mitchell A. (2006). Lean Thinking for The NHS, The NHS Confederation, 2006, http://www.nhsconfed.org/Publications/Documents/Lean%20thinking%20for%20the%20NHS.pdf , diunduh 23 Febuari 2015.

(9) Martin, Karen and Mike Osterling. (2014). Value Stream Mapping : How to Visualize Work and Align Leadership for Organizational Trasformation. United States Copyright, USA

(10) Mantick, K. (2014). ‘Unlocking NAHAM’s New Key Performance Indicator’. National Association of Healthcare Access Management Jurnal, Vol.38, No 3, pp 8-11, Washington.

(11) Ohno I et al. (2009.) Introducing Kaizen in Africa, Edited by GRIPS Development Forum, National Graduate Institute for policy Studies, Tokyo, Japan, October 2009, http://www.grips.ac.jp/forum/pdf09/Introducing_KAIZEN_in_Africa.pdf, diunduh 21 Febuari 2015

(12) Sugiyono. (2013.) Metode Penelitian Kuantitatif dan Kualitatif dan R & D. CV Alfabeta, Bandung.

(13) Sulaksana, U. (2004). Managemen Perubahan, Cetakan I, Pustaka Pelajar Offset, Yogyakarta.

(14) Suryati, N. (2002). Faktor-faktor yang Berhubungan dengan Lamanya Waktu Proses Pendaftaran Pasien Rawat Inap di Rumah Sakit Pondok Indah (tahun 2002). [Tesis]. Program Pascasarjan Fakultas Kesehatan Masyarakat Universitas Indonesia, Depok

(15) Sollecito, WA and Johnson JK. (2013). McLaughlin and Kaluzny's Continuous Quality Improvement in Health Care 4th ed, Jones & Bartlett Learning, Burlington, MA, United State of America, 2013, http://samples.jbpub.com/9 780763781545/81545_FMxx_FINAL.pdf, diunduh 22 Februari 2015.

(16) The Health Board Executive, (2003). ‘Admissions and Discharge Guidelines’. Health Strategy Implementation Project. http://www.lenus.ie/hse/handle/10147/43554 diunduh pada 27 maret 2015.

(17) Wibowo, A. (2013). Metedologi Penelitian Praktis Bidang Kesehatan. PT RajaGrafindo Persada, Jakarta.




DOI: http://dx.doi.org/10.7454/arsi.v2i1.2185

Refbacks

  • There are currently no refbacks.