[Rumah Sakit Umum Pusat Fatmawati merupakan rumah sakit rujukan nasional tipe A yang melayani salah satunya pelayanan bedah orthopedi. Pelayanan bedah orthopedi merupakan pelayanan terbanyak yang dilakukan di IBS, dan memiliki demand yang sangat tinggi. Demand yang tinggi menyebabkan lamanya waktu tunggu. Apalagi ditambah dengan tingginya kejadian penundaan operasi, terutama penundaan operasi orthopedi. Skripsi ini menganalisis standar waktuoperasi yang ada apakah sesuai dengan kejadian real di lapangan atau tidak dan meilai efektivitas pelayanan bedah orthopedi khusunya ORIF (Open Reduction Internal Fixation) dengan metode Lean Hospital. Didapatkan hasil bahwa standar operasi yang ada sesuai dengan lapangan bahkan kurang dari waktu standar yang ditentukan, akan tetapi banyak terdapat waste pada setiap aktivitas pelayananyang menghambat operasi. Waste di ruangan serah terima (36,4%). Non value added pada waktu aktivitas di ruangan ini sebanyak 1870 ?s atau 81,7%. Waste di ruangan persiapan (42,9%). Non value added pada waktu aktivitas di ruangan ini sebanyak 2460 ?s atau 89,1%. Waste pada saat persiapan operasi (21%). Non value added pada waktu aktivitas di ruangan ini sebanyak 1490 ?s atau 48,2%.Waste di pada saat operasi (29,4%). Non value added pada waktu aktivitas di ruangan ini sebanyak 900 ?s atau 12,4%. Waste di ruangan pemulihan atau recovery (12,5%). Non value added pada waktu aktivitas di ruangan ini sebanyak2390 ?s atau 47,8%. Berdasarkan hasil analisis ditemukan penyebab waste yang terjadi, dan dibutuhkan perbaikan segera untuk melancarkan jalannya pelayanan bedah serta penambahan value added pada pelayanan.
Rumah Sakit Umum Pusat Fatmawati is the national referral hospital type A which serves one orthopedic surgical services. Orthopedic surgical care is a service of the highest in Central Surgery Installation, and has a very high demand. High demand led to long waiting times. Coupled with the high incidence of surgery delay, especially orthopedic surgery delay. This thesis analyzes the surgery standard is in accordance with real events or not, and assess the effectiveness of orthopedic surgical services especially ORIF (Open Reduction Internal Fixation) by the method of Lean Hospital. Showed thatsurgical standards that are applicable to the field even less than the time specified standards, but there is a lot of waste in any activity that inhibits surgery services.Waste in the handover room (36.4%). Non value added at the activity in this room as much as 1870 's or 81.7%. Waste in the preparation room (42.9%). Non value added at the activity in this room as much as 2460's or 89.1%. Waste at the time of preparation of the surgery (21%). Non value added at the activity in this room as much as 1490's or 48.2%. Waste at surgery process (29,4%). Non valueadded at the activity in this room as much as 900's or 12,4%. Waste in the recovery room or recovery (12.5%). Non value added at the activity in this room as much as 2390's or 47.8%. Based on the analysis found the cause of waste that occurs, and needed urgent repairs to expedite the course of the surgical services and the addition of value in services., Rumah Sakit Umum Pusat Fatmawati is the national referral hospital type Awhich serves one orthopedic surgical services. Orthopedic surgical care is aservice of the highest in Central Surgery Installation, and has a very highdemand. High demand led to long waiting times. Coupled with the highincidence of surgery delay, especially orthopedic surgery delay. This thesisanalyzes the surgery standard is in accordance with real events or not, and assessthe effectiveness of orthopedic surgical services especially ORIF (OpenReduction Internal Fixation) by the method of Lean Hospital. Showed thatsurgical standards that are applicable to the field even less than the time specifiedstandards, but there is a lot of waste in any activity that inhibits surgery services.Waste in the handover room (36.4%). Non value added at the activity in thisroom as much as 1870 's or 81.7%. Waste in the preparation room (42.9%). Nonvalue added at the activity in this room as much as 2460 's or 89.1%. Waste at thetime of preparation of the surgery (21%). Non value added at the activity in thisroom as much as 1490 's or 48.2%. Waste at surgery process (29,4%). Non valueadded at the activity in this room as much as 900 ‘s or 12,4%. Waste in therecovery room or recovery (12.5%). Non value added at the activity in this roomas much as 2390 's or 47.8%. Based on the analysis found the cause of waste thatoccurs, and needed urgent repairs to expedite the course of the surgical servicesand the addition of value in services.] |
S61532-Tia Septiani.pdf :: Unduh