[ABSTRAK
Sebagai institusi kesehatan pemerintah yang cukup terdepan dalam hal manajemenmutu, Rumah Sakit Duren Sawit (RSDS) telah mengimplementasikan berbagai sistemmanajemen mutu, diantaranya Malcolm Baldrige National Quality Program dengan HealthCare Criteria for Performance Excellence, Quality Management System (QMS) ISO9001:2000, Occupational Health and Safety Asessment System (OHSAS 18001),Competency Based Human Resources Management, serta sistem-sistem lainnya sebagaiinstrumen pemberdayaan pegawai yang merupakan sumber daya utama dalam pencapaiantujuan strategis RSDS. Masing-masing sistem manajemen mutu tersebut memiliki variabelvariabelyang sifatnya spesifik dan terus menerus berubah dari waktu ke waktu. Saat inipenyajian datanya masih tersebar dari berbagai pintu dan sumber sesuaipenanggungjawabnya sehingga pengambilan informasi memakan waktu yang lebih lamaserta pemantauannya belum dapat menggambarkan tren, analisis multidimensi serta profilkompetitor. Penelitian ini mencari dengan terapan-terapan Baldrige Health Care Criteriafor Performance Excellence yang berjalan di RSDS, namun tidak melakukan scoringterhadap variabel-variabel MBNQA.Penyiapan implementasi..., Raditya Asri Wisuda, FKM UI, 2007iiTujuan penelitian ini adalah diperolehnya informasi mengenai penyiapanimplementasi Business Intelligence dengan basis Malcolm Baldrige di RS Duren Sawitpada tahun 2007. Peneliti melakukan investigasi sistem untuk mengetahui kelayakannya,kemudian dilakukan analisis sistem untuk mengetahui kebutuhan informasi yangdiperlukan. Rancangan penelitian yang dipakai adalah penelitian kualitatif. Informan kuncipada penelitian ini adalah Direktur RSDS, Manager Representatif, Kabag. Tata UsahaRSDS serta Koordinator EDP. Keempat informan kunci tersebut merupakan pihak yangakan banyak menggunakan informasi yang disajikan oleh business intelligence RSDS.Hasil penelitian ini adalah implementasi business intelligence telah layak untukdilakukan. Didapatkan sebanyak 147 variabel level informasi, dengan dominasi banyaknyainformasi pada kategori Process Management pada Proses Kunci Layanan RSDS.Mayoritas ketersediaan data sudah dalam bentuk non laporan manual (81%). Darikeseluruhan proses, effort implementasi business intelligence saat ini berkisar antara 15-35%..Dari hasil penelitian ini disarankan kepada pihak manajemen untuk melanjutkansosialisasi, pelatihan sistem informasi, menegaskan kebijakan sistem informasi yangberlaku. Data dalam bentuk laporan manual perlu dilakukan standarisasi informasisehingga bisa dikonversi menjadi bentuk database, sedangkan data dalam bentuk file nondatabase diperlukan penyepakatan konsistensi data untuk percepatan implementasi businessintelligence.

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ABSTRACT
As a leader in quality management system, Duren Sawit Hospital has implementplenty of Quality Management System, such as Malcolm Baldrige National QualityProgram, Quality Management System (QMS) ISO 9001:2000, Occupational Health andSafety Asessment System (OHSAS 18001), Competency Based Human ResourcesManagement and other quality management system toward strategic goals of theorganization.Each quality management system has many specific and changing variables. Thereport of each system is still disseminated according to its own departement. This conditionleads to longer infotmation gathering time and incompatibility of showing trendline,multidimensional analysis and also profile of hospital?s competitor.This study looks for the implementation of Malcolm Baldrige Health Care Criteriain this hospital and gathered information on preparation of Duren Sawit Hospital onimplementing business intelligence based on Malcolm Baldrige. It doesn?t conduct scoringof MBNQA variables. System investigation conducted to get the feasibility of businessPenyiapan implementasi..., Raditya Asri Wisuda, FKM UI, 2007ivintelligence. System analysis conducted later to get the information needed. The study usequalitative approach with indepth interview and direct observation for primary data andhospitals archive for secondary one.The study showed that business intelligence is feasible to be developed. Systemanalysis gathered 147 information variables and process management has the most of it.Most of data availibilty is on electronic form (database, non database). Estimation ofexisting implementation effort is 15-35%.Suggested effort including staff trainning, management consistency of singleinformation system, continuing of breaking down the information variables andstandarizing manual information into database and agreement on data consistency foracceleration of business intelligence implementation., As a leader in quality management system, Duren Sawit Hospital has implementplenty of Quality Management System, such as Malcolm Baldrige National QualityProgram, Quality Management System (QMS) ISO 9001:2000, Occupational Health andSafety Asessment System (OHSAS 18001), Competency Based Human ResourcesManagement and other quality management system toward strategic goals of theorganization.Each quality management system has many specific and changing variables. Thereport of each system is still disseminated according to its own departement. This conditionleads to longer infotmation gathering time and incompatibility of showing trendline,multidimensional analysis and also profile of hospital’s competitor.This study looks for the implementation of Malcolm Baldrige Health Care Criteriain this hospital and gathered information on preparation of Duren Sawit Hospital onimplementing business intelligence based on Malcolm Baldrige. It doesn’t conduct scoringof MBNQA variables. System investigation conducted to get the feasibility of businessPenyiapan implementasi..., Raditya Asri Wisuda, FKM UI, 2007ivintelligence. System analysis conducted later to get the information needed. The study usequalitative approach with indepth interview and direct observation for primary data andhospitals archive for secondary one.The study showed that business intelligence is feasible to be developed. Systemanalysis gathered 147 information variables and process management has the most of it.Most of data availibilty is on electronic form (database, non database). Estimation ofexisting implementation effort is 15-35%.Suggested effort including staff trainning, management consistency of singleinformation system, continuing of breaking down the information variables andstandarizing manual information into database and agreement on data consistency foracceleration of business intelligence implementation.]