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RANCANGAN SISTEM MANAJEMEN KINERJA BERDASARKAN MALCOLM BALDRIGE CRITERIA FOR EXCELLENCE DI RSUP DR. HASAN SADIKIN BANDUNG

DESIGN OF PERFORMANCE MANAGEMENT SYSTEM BASED ON MALCOLM BALDRIGE CRITERIA FOR EXCELLENCE IN RSUP DR. HASAN SADIKIN BANDUNG

Master Theses from JBPTITBPP / 2017-09-27 15:30:49
Oleh : MARTIN TAKARINI (NIM : 29107033); Pembimbing: Dr.Ir.Dermawan Wibisono,M.Eng, S2 - Business Administration
Dibuat : 2009, dengan 6 file

Keyword : sistem manajemen kinerja, MBCfE, opportunity for improvement, early development

Rumah Sakit Umum Pusat Dr. Hasan Sadikin (RSHS) Bandung, merupakan salah satu Unit Pelaksana Teknis yang berada di bawah Departemen Kesehatan dan merupakan rumah sakit kelas A yang merupakan rujukan puncak pelayanan kesehatan bagi masyarakat Jawa Barat. Untuk meningkatkan daya saingnya RSHS menetapkan pelayanan Kedokteran Nuklir dan Teknologi Reproduksi Berbantu sebagai pelayanan unggulan. Menghadapi situasi persaingan yang semakin ketat serta kesadaran masyarakat akan layanan kesehatan yang berkualitas telah membuka peluang bagi RSHS untuk terus memperbaiki dan mengembangkan kualitas layanannya. Visi yang ditetapkan RSHS untuk menjadi rumah sakit yang memberikan pelayanan prima di tingkat regional telah mendorong RSHS untuk mengaplikasikan sistem manajemen kinerja yang dapat mengintegrasikan seluruh sistem yang ada serta diakui oleh dunia internasional. Untuk tujuan tersebut maka dirancang sistem manajemen kinerja berdasarkan Malcolm Baldrige Criteria for Excellence (MBCfE) yang mencakup tujuh kategori, yaitu kepemimpinan, perencanaan strategis, fokus terhadap pelanggan, pengukuran, analisis dan pengetahuan organisasi, fokus terhadap tenaga kerja, manajemen proses dan hasil-hasil. Perancangan dimulai dengan melakukan aplikasi manajemen kinerja RSHS ke dalam tujuh kategori yang telah ditentukan dalam MBCfE. Tahap selanjutnya dilakukan analisis kekuatan, opportunity for improvement (OFI) dan proses penilaian sehingga diketahui bahwa RSHS berada pada tahap early development. Dengan adanya gambaran kinerja melalui MBCfE serta dilakukannya peluang perbaikan dan diimplementasikan dalam kegiatan operasional, RSHS berpeluang untuk terus meningkatkan kinerjanya serta menetapkan target minimal yaitu tahap early result dengan beberapa rekomendasi. Pada kategori kepemimpinan penetapan wilayah target visi lebih dipertegas, penetapan indikator keberhasilan janji layanan serta sosialisasi patient safety. Perencanaan strategis perlu ditekankan pada proses penyusunan rencana strategis yang didasarkan pada data dan informasi yang akurat disertai dengan penetapan proyeksi kinerja yang dibandingkan dengan kompetitor. Fokus pelanggan dapat dilakukan dengan memperluas akses pelanggan terhadap RSHS melalui aktivasi web site serta penyempurnaan sistem implementasi tindak lanjut keluhan pelanggan dengan penetapkan indikator pengukuran. Pada kategori pengukuran, analisis dan manajemen pengetahuan, penekanan pada pengembangan aplikasi software sehingga pengumpulan data dan informasi menjadi terpusat serta mengembangkan sistem manajemen pengetahuan organisasi. Fokus terhadap tenaga kerja ditentukan dengan penetapan indikator kinerja per orang sebagai dasar untuk reward dan punishment. Manajemen proses dapat dimulai dengan mendesain sistem kerja berdasarkan plan, act, monitor dan review sedangkan kategori hasil-hasil dapat dilakukan dengan penetapan target pencapaian untuk setiap kegiatan yang dibandingkan dengan kompetitor. Dalam tahap implementasi, diperlukan komitmen Direksi serta para pemimpin untuk membangun organisasi berdasarkan manajemen mutu yang terukur serta membentuk tim khusus yang akan melakukan penyusunan dokumen aplikasi, pelatihan, assessment, sharing on excellence serta membangun bisnis ekselen yang berkelanjutan.

Deskripsi Alternatif :

Hasan Sadikin General Hospital (HSGH) Bandung, is one of the Technical Implementing Unit of Healthy Ministry and is the A class hospital that is in the top place for reconciliation of the health service for the West Javanese community. To increase its competitiveness HSGH determined the Medical Nuklir service and Artificial Reproduction Technology as the supreme service. Faced the competition situation that is increasingly tight as well as the awareness of the community for the quality health service, opened the opportunity for HSGH to continue to improve and develop the quality of its service. The point of view that is appoint by HSGH to become the hospital that gave the first-rate service in the regional level pushed HSGH to apply the management system of the achievement that could integrate all the available system as well as is acknowledged by the international community. For this purpose then is carried out the planning for the management achievement system based on Malcolm Baldrige Criteria for Excellence (MBCfE) which included seven categories, those are leadership, strategic planning, customer focus, measurement, analysis and knowledge management, workforce focus, process management and results. Planning is started with carrying out the application for management achievement of HSGH into seven categories which is determine in MBCfE and the next step is to analize the strength, oppurtunity for improvement (OFI) and proses scoring so it is determine that HSGH is in the stage early development. With the existence of the picture of the achievement through MBCfE as well as the implementation of the improvement opportunity and is implemented in the operational activity, HSGH had an opportunity to continue to increase its achievement as well as to maintain the minimal target that is in the stage early result with several recommendations. In the leadership category the pointed territory of vision more affirmed, the determination for indicator of the succeed service promise as well as the socialisation patient safety. Strategic planning is more accurate stressed in the process of the compilation for the strategic plan based on the accurate data and information together accompanied with the determination for achievement project that compared with the competitor. The focus of the customer could be carried out by widening the customer's access against RSHS through web site activated as well as the finishing of the implementation system of the follow-up of the customer's complaint with penetapkan the indicator of the grating. In the category of the grating, the analysis and the management of knowledge was by developing the application software so as the data collection and information could be carried out in a manner focussed as well as to develop the system of the organization knowledge management. The focus was towards manpower determined with the determination of the indicator of the achievement of person as the foundation to reward and punishment. In the management of the process, the design of the work system was based on the plan, act, the monitor and review whereas the category of results, the determination of the achievement target for each activity that compared with competitor. In the implementation stage, it is necessary to get management's commitment as well as the leaders to develop the organisation based on measurable quality of management and also formed the special team that would carry out the compilation of the application document, the training, assessment, sharing on excellence as well as developed the continuous excellent business.

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PropertiNilai Properti
ID PublisherJBPTITBPP
OrganisasiS
Nama KontakUPT Perpustakaan ITB
AlamatJl. Ganesha 10
KotaBandung
DaerahJawa Barat
NegaraIndonesia
Telepon62-22-2509118, 2500089
Fax62-22-2500089
E-mail Administratordigilib@lib.itb.ac.id
E-mail CKOinfo@lib.itb.ac.id

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  • Pembimbing: Dr.Ir.Dermawan Wibisono,M.Eng, Editor: Alice Diniarti

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