{"id":141631,"date":"2019-04-29T07:06:57","date_gmt":"2019-04-29T07:06:57","guid":{"rendered":"https:\/\/labinsights.com\/acf_article\/%e3%82%bf%e3%82%a4%e3%81%ae%e7%97%85%e9%99%a2%e3%81%8b%e3%82%89%e3%81%ae%e3%83%aa%e3%83%bc%e3%83%b3%e3%83%9e%e3%83%8d%e3%82%b8%e3%83%a1%e3%83%b3%e3%83%88%e3%81%ae%e5%ae%9f%e8%b7%b5\/"},"modified":"2026-03-15T07:31:58","modified_gmt":"2026-03-15T07:31:58","slug":"lean-management-lessons-from-a-thai-hospital","status":"publish","type":"acf_article","link":"https:\/\/labinsights.com\/id\/operations\/lean-management\/lean-management-lessons-from-a-thai-hospital\/","title":{"rendered":"Pelajaran manajemen ramping dari sebuah rumah sakit di Thailand"},"content":{"rendered":"<p>Di Rumah Sakit Siriraj di Thailand, kami berhasil menerapkan prinsip manajemen ramping di unit gawat darurat dan farmasi rawat jalan kami. Pengalaman kami menghasilkan sejumlah pelajaran yang mungkin berharga bagi siapa pun yang ingin menerapkannya di lingkungan rumah sakit lainnya, termasuk laboratorium.<\/p>\n<h2 style=\"font-family: Inter !important; font-weight: 500 !important; font-size: 28px !important; line-height: 36px !important; letter-spacing: 0px !important;\">Mengoptimalkan farmasi dan unit gawat darurat<\/h2>\n<p>Tujuan utama manajemen ringkas adalah meningkatkan efisiensi dengan mengurangi pemborosan dalam alur kerja, dan\u00a0untuk mencapai hal tersebut, kami menugaskan insinyur efisiensi untuk meninjau operasi kami. Salah satu area di mana kami menemukan\u00a0ketidakefisienan adalah pada farmasi rawat jalan. Kami menemukan bahwa tata letak berbagai\u00a0stasiun farmasi mengharuskan para apoteker untuk bergerak terlalu banyak. Dengan menata ulang stasiun tersebut agar\u00a0sesuai dengan langkah-langkah dalam proses penyiapan resep, alur lalu lintas menjadi lebih lancar dan waktu tunggu berkurang, seperti ditunjukkan dalam diagram di bawah ini:<\/p>\n<p style=\"margin-bottom: 10.0pt; margin: 0cm 0cm 8pt;\"><img fetchpriority=\"high\" decoding=\"async\" class=\" size-full wp-image-83437\" src=\"\/wp-content\/uploads\/2019\/04\/1-1dd.png\" alt=\"1\" width=\"363\" height=\"260\" data-entity-type=\"file\" data-entity-uuid=\"7a3646a6-bc63-4812-aef6-0010130841b0\" title=\"\" srcset=\"https:\/\/labinsights.com\/app\/uploads\/2019\/04\/1-1dd.png 681w, https:\/\/labinsights.com\/app\/uploads\/2019\/04\/1-1dd-279x201.png 279w\" sizes=\"(max-width: 363px) 100vw, 363px\" \/><img decoding=\"async\" class=\" size-full wp-image-83446\" src=\"\/wp-content\/uploads\/2019\/04\/2-5a7.png\" alt=\"2\" width=\"350\" height=\"257\" data-entity-type=\"file\" data-entity-uuid=\"d440cb2f-fc31-418d-9c90-3b822d9d6610\" title=\"\" srcset=\"https:\/\/labinsights.com\/app\/uploads\/2019\/04\/2-5a7.png 677w, https:\/\/labinsights.com\/app\/uploads\/2019\/04\/2-5a7-274x201.png 274w\" sizes=\"(max-width: 350px) 100vw, 350px\" \/><\/p>\n<p>Ketika kami menerapkan pola pikir yang sama pada unit gawat darurat, kami menemukan bahwa perawat\u00a0menghabiskan 60\u201375% waktu mereka hanya untuk berkeliling mencari dokumen atau peralatan. Secara total, mereka\u00a0berjalan beberapa kilometer per hari, tetapi setelah seorang insinyur ringkas merancang tata letak unit gawat darurat yang baru,\u00a0jumlah pergerakan tersebut berkurang sekitar 25%. Pengurangan waktu dan pergerakan yang terbuang ini berarti para perawat\u00a0memiliki lebih banyak waktu untuk memberikan perawatan kepada pasien.<\/p>\n<h2 style=\"font-family: Inter !important; font-weight: 500 !important; font-size: 28px !important; line-height: 36px !important; letter-spacing: 0px !important;\">Pelajaran untuk laboratorium<\/h2>\n<p>Pengalaman kami memberikan sejumlah pelajaran yang mungkin berharga bagi siapa pun yang ingin menerapkan prinsip manajemen ringkas\u00a0di lingkungan rumah sakit lainnya, termasuk laboratorium:<\/p>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><strong>Dapatkan dukungan dari pimpinan<\/strong> dengan berbagi kisah sukses kepada administrator rumah sakit atau laboratorium\u00a0untuk meyakinkan mereka bahwa evaluasi dan transformasi lean itu berharga.<\/li>\n<li><strong>Bentuk tim<\/strong> yang ditugaskan untuk mendokumentasikan proses yang ada dan menetapkan semua metrik dasar,\u00a0kemudian tetapkan tujuan dan secara sistematis mengeksplorasi opsi untuk mencapai KPI.<\/li>\n<li><strong>Fokus pada area yang menimbulkan pemborosan<\/strong> dan ubah alur kerja Anda agar efisiensi yang lebih besar dapat tercapai secara\u00a0alami melalui proses yang baru.<\/li>\n<li><strong>Jelajahi program pelatihan dan sumber daya edukasi<\/strong> dari universitas, organisasi\u00a0profesional, dan sumber lainnya yang menawarkan pelatihan dalam pemikiran ringkas dan Lean Six Sigma untuk\u00a0layanan kesehatan (kursus formal, seperti yang ditawarkan oleh American Society for Quality [1],\u00a0menyediakan\u00a0segala sesuatu mulai dari pengenalan dasar hingga sertifikasi tingkat lanjut,\u00a0sementara alat dan templat online gratis [2] dapat membantu Anda memetakan proses dan menerapkan perubahan).<\/li>\n<li><strong>Pertimbangkan otomatisasi jika memungkinkan<\/strong> melalui perangkat lunak manajemen proses lean, peralatan pelaporan\u00a0hasil otomatis, sistem pengambilan dan pengujian spesimen\u00a0otomatis, robotika medis, atau solusi teknologi lainnya.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p>Dengan mempertimbangkan pelajaran ini, Anda dapat membangun dasar yang kuat untuk menerapkan pemikiran manajemen ringkas di\u00a0laboratorium Anda dan mendorong efisiensi serta kualitas yang lebih tinggi dalam operasi Anda.<\/p>\n<p><em>Referensi:<\/em><\/p>\n<p>[1] Lean Six Sigma in Healthcare, <em>American Society for Quality<\/em><\/p>\n<p><a href=\"https:\/\/goleansixsigma.com\/free-lean-templates\/\" target=\"_blank\" rel=\"noopener\">[2] <\/a>Lean templates, <em>Go Lean Six Sigma<\/em><\/p>\n<hr \/>\n<p><em>Artikel ini didasarkan pada presentasi &#8220;Meningkatkan Layanan Rumah Sakit dengan Konsep Ramping&#8221; pada Roche Scientific\u00a0Days 2018\u00a0di Dusit Thani Hua Hin, Thailand.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Di Rumah Sakit Siriraj di Thailand, kami berhasil menerapkan prinsip manajemen ramping di unit gawat darurat dan farmasi rawat jalan kami. Pengalaman kami menghasilkan sejumlah pelajaran yang mungkin berharga bagi siapa pun yang ingin menerapkannya di lingkungan rumah sakit lainnya, termasuk laboratorium. Mengoptimalkan farmasi dan unit gawat darurat Tujuan utama manajemen ringkas adalah meningkatkan efisiensi [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":83459,"parent":0,"menu_order":0,"template":"","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"tags":[12833],"pillarandcategory":[314,303,300,310,309],"reporter":[12849],"class_list":["post-141631","acf_article","type-acf_article","status-publish","has-post-thumbnail","hentry","tag-12833","pillarandcategory-lean-management","pillarandcategory-hospital-management","pillarandcategory-management","pillarandcategory-operational-excellence","pillarandcategory-operations","reporter-cherdchai-nopmaneejumruslers"],"acf":[],"_links":{"self":[{"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/acf_article\/141631","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/acf_article"}],"about":[{"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/types\/acf_article"}],"author":[{"embeddable":true,"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/users\/1"}],"version-history":[{"count":6,"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/acf_article\/141631\/revisions"}],"predecessor-version":[{"id":150084,"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/acf_article\/141631\/revisions\/150084"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/media\/83459"}],"wp:attachment":[{"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/media?parent=141631"}],"wp:term":[{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/tags?post=141631"},{"taxonomy":"pillarandcategory","embeddable":true,"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/pillarandcategory?post=141631"},{"taxonomy":"reporter","embeddable":true,"href":"https:\/\/labinsights.com\/id\/wp-json\/wp\/v2\/reporter?post=141631"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}