2,143 research outputs found
Pendekatan Lean Hospital Untuk Meminimalisasi Waste Pada Proses Discharge Di Ruang Rawat Inap VIP RS Keluarga Sehat Kabupaten Pati
Universitas Diponegoro
Fakultas Kesehatan Masyarakat
Program Studi Magister Ilmu Kesehatan Masyarakat
Konsentrasi Administrasi Rumah Sakit
2017
ABSTRAK
Hana Triwanggono
Pendekatan Lean Hospital Untuk Meminimalisasi Waste Pada Proses Discharge Di Ruang
Rawat Inap VIP RS Keluarga Sehat Kabupaten Pati
xiv + 86 halaman + 9 tabel + 12 gambar + 6 lampiran
Pelayanan kesehatan di rumah sakit menjadi sangat penting demi tercapainya kepuasan
pelanggan. RS Keluarga Sehat masih menerima keluhan atas proses pemulangan pasien
(discharge). Keluhan yang sering diajukan adalah mengenai lamanya waktu proses
pemulangan. Tujuan penelitian ini adalah untuk menganalisis dan usulan perbaikan dengan
meminimalisasi waste di ruang rawat inap VIP RS Keluarga Sehat dengan menerapkan
pendekatan konsep Lean Hospital.
Penelitian ini menggunakan metode campuran kuantitatif dan kualitatif. Pengumpulan
data dilakukan dengan telaah dokumen, observasi pada 20 responden, dan wawancara
mendalam terhadap manajer rawat inap, kepala ruang rawat inap, dan perawat.
Hasil penelitian adalah bahwa proses discharge di instalasi rawat inap RS Keluarga Sehat
sebelum penerapan Lean dimulai dari dokter mengizinkan pasien pulang hingga mengantar
pasien pulang yang terdiri dari 16 tahapan. Setelah penerapan Lean, tahapan proses discharge
berkurang menjadi 14 tahapan. Waste terjadi di sela-sela tiap aktivitas. Di antaranya menunggu
dokter melengkapi rekam medis dan menulid resep, menungggu pengitungan alkes dan obat
tidak terpakai, dan menunggu obat dari farmasi. Layout ruangan memengaruhi mobilitas
perawat dalam melaksanakan aktivitas proses discharge.
Kesimpulan dari penelitian ini adalah bahwa waktu keseluruhan proses discharge di ruang
rawat inap VIP Rumah Sakit Keluarga Sehat sebelum penerapan Lean Management Hospital
adalah 189 menit. Setelah penerapan Lean Management Hospital menjadi 162 menit. Waktu
tunggu/waitting merupakan bentuk pemborosan yang paling dirasakan tidak nyaman bagi
pasien/keluarga. Minimalisasi Waste gerakan (motion) dapat dilakukan dengan mengurangi
motion perawat, mendesain pergerakan perawat ke pasien jauh lebih terarah dan menghindari
pasien menunggu terlalu lama.
Kata kunci
: Lean Hospital, waste, discharge
Kepustakaan : 24 (1992-2016)Diponegoro University
Faculty of Public Health
Master’s Study Program in Public Health
Majoring in Hospital Administration
2017
ABSTRACT
Hana Triwanggono
Lean Hospital Approach to Minimise Waste on a Discharge Process at VIP Inpatient
Rooms of Healthy Family Hospital in Pati Regency
xiv + 86 pages + 9 tables + 12 figures + 6 appendices
Health services at a hospital play an important role to satisfy customers. A Health Family
Hospital still receives complaints of patients discharge process. The most patients complained
about the length of discharge process time. This study aimed at analysing and proposing the
improvement by minimising waste at VIP inpatient rooms of the Healthy Family Hospital using
Lean Hospital approach.
This was a mixed method design (quantitative and qualitative approaches). Data were
collected by undertaking a literature review, observing to 20 respondents, and conducting
indepth interview to managers of inpatient rooms, heads of inpatient rooms, and nurses.
The results of this study showed that the discharge process at the inpatient rooms of the
Healthy Family Hospital before applying Lean starting from issuing permits for patients to go
home from physicians to accompanying them until arriving in their homes safely which consisted
of 16 steps. In contrast, after applying Lean, number of the steps was reduced to be 14. Waste
occurred during undertaking the activities such as waiting for a physician in completing medical
record and writing a prescription, waiting for calculating unused health equipment and
medicines, and waiting for medicines from a pharmacist. Layout of a room influenced a nurse’s
mobility in conducting the activity of the discharge process.
To sum up, overall time for the discharge process at the VIP inpatient rooms of the
Healthy Family Hospital before applying the Lean Management Hospital (LMH) was 189
minutes, otherwise it decreased to be 162 minutes after applying the LMH. Waiting time was
inconvenient for patients/their families. Waste could be minimised by reducing a nurse’s motion,
designing a nurse’s motion to patients in order to be more focused and to avoid the waiting time
that was too long.
Keywords : Lean Hospital, Waste, Discharge
Bibliography: 24 (1992-2016
Phase transitions induced by correlated hopping in the Falicov-Kimball model
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description of materials with correlated el This is illustrated for two
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base fields of characteristic not two.Comment: 30 pages, 16 figures. Comments welcome
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