Hasil Pencarian  ::  Simpan CSV :: Kembali

"Latar Belakang : Service time merupakan salah satu indikator mutu pelayanan IGD RS, dengan target pencapaian yang berbeda-beda. Secara global, service time yang tidak mencapai target masih menjadi masalah yang belum dapat diselesaikan, termasuk di IGD RS St. Carolus Summarecon Serpong. Pencapaian service time ≤ 3 jam di IGD RS St. Carolus Summarecon Serpong hanya 74,3% dari target > 90% keseluruhan total pasien rawat inap dari IGD.Metodologi: Penelitian ini menggunakan desain penelitian operational research dengan menggabungkan metode penelitian kuantitatif dan kualitatif (blended method) dan teknik probability sampling untuk metode pengambilan sampel dengan jumlah sebanyak 32 pasien IGD.Hasil: Hasil penelitian dengan pendekatan lean six sigma berhasil mengidentifikasi waste waiting pada tahap transfer pasien IGD ke ruang rawat inap sebagai penyebab akar masalah, menurunkan lead time dari 4 jam 14 menit menjadi 2 jam 39 menit 2 detik (↓ 37,4%) pada tahap post intervensi dan menjadi 2 jam 19 menit 46 detik (↓ 12,1%) pada tahap control; menurunkan aktivitas non value-added dari 1 jam 38 menit 19 detik menjadi 32 menit 22 detik (↓ 67,1%) pada tahap post intervensi dan menjadi 25 menit 23 detik (↓ 21,6%) pada tahap control. Pada tahap control, pendekatan lean six sigma berhasil mengeliminasi waste transport dan menurunkan waktu waste waiting.Kesimpulan: Kombinasi berbagai tools lean six sigma dalam penelitian ini (heijunka, standardized work, 5 S, Single Exchange Minutes of Dies, dan visual management) mampu menurunkan lead time sebesar 55% pada tahap control, apabila dibandingkan dengan intervensi menggunakan satu tools saja.

---

Background: Service time is an indicator of the quality hospital emergency room (ER) services, with achievement targets that can vary. Globally, service time that does not achieve the target is still a problem that can’t be resolved, including in St. Carolus Summarecon Hospital. Achievement of service time ≤ 3 hours in the St. Carolus Summarecon Hospital ER only 74,3%, from the target > 90% of the total number ER inpatients.

Methodology : This research is operational research with quantitative and qualitative method (blended method) and the data were collected by probability sampling with total 32 patients.

Result: The result of this study succeeded in identifying waste of waiting at the transfer stage of emergency room patients to the inpatient room as the root cause of the problem, reducing lead time from 4 hours 14 minutes to 2 hours 39 minutes 2 seconds (↓37,4%) in the post-intervention stage and became 2 hours 19 minutes 46 seconds (↓ 12,1%) in the control stage; reduced non value-added activity from 1 hour 38 minutes 19 seconds to 32 minutes 22 seconds (↓ 67,1%) in the post-intervention stage and became 25 minutes 23 seconds (↓ 21,6%) in the control stage. At the control stage, the lean six sigma approach succeeded in eliminating waste of transport and reducing waste waiting time.

Conclusion: The combination of various lean six sigma tools in this study (heijunka, standardized work, Single Exchange Minutes of Dies, and visual management) was able to reduce lead time by 55% in the control stage, compared with intervention using just one tool."

"Dalam menjalankan fungsi pelayanan RS berupa jasa kepada seluruh masyarakat yang berhak menerima pelayanan kesehatan dibutuhkan karyawan dengan kinerja yang baik. Sistem penilaian kinerja dapat digunakan untuk meningkatkan kinerja karyawan. Tujuan penelitian untuk mengetahui hubungan penilaian kinerja dengan metode 360 derajat yang melibatkan atasan, rekan kerja/bawahan dan diri sendiri dengan faktor individual, psikologis dan organisasi. Metode penelitian kuantitatif korelasional dengan pendekatan cross sectional, menggunakan data primer kuesioner dan data sekunder telaah dokumen. Sampel penelitian sebanyak 52 responden di populasi unit pelayanan RS. Hasil penelitian didapatkan penilaian kinerja oleh atasan dan rekan kerja dengan distribusi yang sama sebanyak 34 orang (65,4%), sedangkan penilaian oleh diri sendiri menghasilkan penilaian baik lebih banyak yaitu 36 orang (69,2%). Variabel prakarsa yang paling dominan berhubungan dengan penilaian kinerja atasan (OR 4,1, 95%CI 1,2-15,3), rekan kerja (OR 3,9, 95%CI 1,1-14) dan diri sendiri (OR 6.1, 95%CI 1,3-17,5). Kesimpulannya terdapat hubungan antara tanggung jawab dengan penilaian oleh rekan kerja/bawahan dan diri sendiri. Dimana variabel prakarsa yang merupakan variabel independen paling dominan berhubungan dengan penilaian kinerja oleh atasan, rekan kerja/bawahan dan diri sendiri.

---

Working in the healthcare services must be concerned with the quality of the employee performance for the society. The performance appraisal system could be motivated the employee performance. This research is aim to understand the correlation between performance appraisal and 360° assessment tool which is involve several level of employee who work around them such as superior, peers and also itself with individual, psychologist and organization factors. The research methods is quantitative with correlational cross sectional approaches, which is collecting questioner as primer data and reliable documents as secondary data. The research sample is 52 respondents in the healthcare unit. The performance appraisal distribution from the superior/ higher and peers have the same number which are 34 persons (65,4%), the performance appraisal from itself is so much more  which is 36 persons (69,2%). The result is dominant variable is initiative which is correlation with the performance appraisal from the superior/higher (OR 4,1, 95%CI 1,2-15,3) , peers (OR 3,9, 95%CI 1,1-14) and itself (OR 6.1, 95%CI 1,3-17,5). The conclusion of this research, there is correlation within responsibility of the performance appraisal from peers and itself. Which is initiative variable is a dominant independent variable with the performance appraisal from superior/ higher and its correlation with performance appraisal from itself."

"Puskesmas sebagai pelaksana pelayanan JKN berfungsi sebagai gatekeeper menuju pelayanan kesehatan tingkat lanjutan. Konsep gatekeeper terdiri dari kontak pertama, berkelanjutan, koordinasi, dan komprehensif. Penelitian ini ingin melihat implementasi konsep gatekeeper pada pelayanan UKP di Puskesmas X. Penelitian menggunakan metode kuantitatif dan kualitatif. Pengumpulan data kualitatif melalui wawancara mendalam, sedangkan pengumpulan data kuantitatif dilakukan melalui survey kepuasan pasien. Hasil penelitian kualitatif menunjukkan bahwa struktur pada UKP masih kurang pada jumlah tenaga kesehatan, jenis pelayanan, dan fasilitas yang tersedia. Pada proses, masalah yang ditemui adalah waktu tunggu yang terlalu lama sebelum diperiksa, sedangkan durasi pemeriksaan terlalu cepat. Hasil penelitian kuantitatif pada unsur hasil, menunjukkan bahwa kepuasan terhadap pelayanan mencapai 89,13%, kepuasan tertinggi berasal dari dimensi tampilan yaitu 91,67%. Karena jam buka pelayanan hanya sampai pukul 13:00 dan pelayanan hanya sampai hari Sabtu, kontak pertama masih kurang. Banyak kasus yang harus dirujuk karena keterbatasan fasilitas dan prasarana. Implementasi berkelanjutan di Puskesmas X terlihat dari rawat jalan prolanis. Pelayanan UKP di Puskesmas X belum tersedia layanan IGD dan home visit. Koordinasi terlihat dari hubungan Puskesmas X dengan fasilitas kesehatan lain. Implementasi konsep gatekeeper pada Puskesmas X masih kurang pada unsur komprehensif dan kontak pertama, sehingga dapat ditingkatkan dengan penyediaan pelayanan dan penambahan tenaga kesehatan.

---

Puskesmas as the implementer of JKN services serves as a gatekeeper to advanced health services. The gatekeeper concept consists of the first contact, sustainable, coordinated, and comprehensive. This research would like to see the implementation of gatekeeper concept in the service of UKP in Puskesmas X. The research used quantitative and qualitative methods. Qualitative data collection through in-depth interviews, while quantitative data collection is conducted through patient satisfaction surveys. The results of qualitative research indicate that the structure in the UKP is still lacking in the number of health workers, types of services, and facilities available. In the process, the problem encountered is the waiting time is too long before being checked, while the duration of the inspection is too fast. The result of quantitative research on the element of results, shows that the satisfaction of the service reaches 89.13%, the highest satisfaction comes from the tangible dimension that is 91.67%. Since the service hours are only until 13:00 and service is only until Saturday, the first contact is still lacking. Many cases have to be referred to due to limited facilities and infrastructure. The ongoing implementation at Puskesmas X is seen from outpatient prolanis. UKP service in Puskesmas X is not available IGD service and home visit. Coordination can be seen from the relationship between Puskesmas X and other health facilities. Implementation of the concept of gatekeeper at Puskesmas X is still lacking in the comprehensive element and the first contact, so that it can be increased with the provision of services and the addition of health personnel."

"Latar belakang: Program Rujuk Balik merupakan program pelayanan kesehatan yang diberikan kepada peserta dengan penyakit kronis yang sudah stabil namun masih membutuhkan pengobatan jangka panjang. Evaluasi BPJS Kesehatan tahun 2018 menunjukkan bahwa RSU Hasanah Graha Afiah (HGA) memiliki 3511 pasien potensial PRB yang harus dikembalikan ke FKTP namun sampai dengan tahun 2020 RSU Hasanah Graha Afiah masih belum berhasil memenuhi target tersebut. Berdasarkan data 10 diagnosa terbanyak kunjungan instalasi rawat jalan RSU HGA tahun 2020, Chronic Heart Failure (CHF) menduduki peringkat no 1 dengan jumlah kunjungan 9667 kunjungan dan hanya 35 pasien CHF yang mengikuti PRB. Hasil kredensial RSU HGA tahun 2020 menunjukkan bahwa skor pencapaian PRB 100 % hanya 4.6 % sehingga terancam untuk tidak dapat melanjutkan kerja sama. Metode: Penelitian ini merupakan penelitian kuantitatif kasus kontrol dan kualitatif. Instrumen yang digunakan adalah kuisioner, formulir data klinis dan pedoman wawancara. Analisis dilakukan dengan melihat karakteristik, data klinis, pengetahuan, tingkat kepatuhan minum obat masing-masing kelompok dan mengetahui faktor-faktor yang mempengaruhi kinerja PRB serta pandangan informan tentang PRB. Hasil dan Kesimpulan: Pengetahuan tinggi memiliki OR sebesar 31.0 kali lebih besar (95% interval kepercayaan 7.0 – 136.9) untuk melakukan PRB dibandingkan dengan skor pengetahuan rendah setelah dikontrol oleh variabel lain. Hasil analisis kualitatif menunjukkan bahwa masih ada peserta BPJS Kesehatan yang belum paham mengenai PRB, tidak tersedianya obat-obatan di apotik rekanan, pelayanan di FKTP yang belum optimal dan tingkat kepercayaan peserta BPJS Kesehatan yang rendah terhadap FKTP menyebabkan PRB tidak berjalan dengan baik. Saran: Sosialisasi alur dan manfaat PRB bagi peserta BPJS Kesehatan, peningkatan pengetahuan DPJP mengenai kriteria stabil, peningkatan kualitas pelayanan di FKTP dan peningkatan kualitas pelayanan farmasi di apotik rekanan terutama ketersediaan obat-obatan bagi peserta PRB diharapkan dapat mengoptimalkan PRB.

---

Background: Referral Program (PRB) is a health service program that is provided to participants with chronic diseases who are stable but still require long-term treatment. The 2018 Health BPJS evaluation showed that RSU Hasanah Graha Afiah (HGA) had 3511 PRB potential patients who had to be returned to the FKTP but until 2020 RSU HGA had not yet succeeded in meeting this target. Based on data from the 10 diagnoses with the most outpatient visits at RSU HGA in 2020, Chronic Heart Failure (CHF) was ranked number 1 with 9667 visits and only 35 CHF patients took PRB. The results of the 2020 RSU HGA credential showed that the 100% PRB achievement score is only 4.6% so it is threatened not to be able to continue cooperation. Methods: This study is a quantitative case-control and qualitative study using a questionnaire instrument, clinical data form and interview. The analysis was conducted by looking at the characteristics, clinical data, knowledge and level of adherence to taking medication for each group and knowing the factors that affect the performance of PRB as well as informant outlook of PRB. Results and Conclusions: High knowledge has an OR of 31.0 times greater (95% confidence interval 7.0 – 136.9) for doing PRB compared to low knowledge scores after being controlled by other variables. The results of the qualitative analysis show that there are still BPJS Kesehatan participants who do not understand about PRB, the unavailability of medicines at partner pharmacies, FKTP services that are not optimal and the low level of trust of BPJS Kesehatan participants in FKTP causes PRB not to work well. Suggestion: Socialization flow and benefit of PRB for BPJS Kesehatan participants, DPJP knowledge improvement in stable criteria, improving service quality in FKTP and partner pharmacies especially in medicine availability hopefully will enhance PRB quality.

"

"Setiap fasilitas kesehatan diwajibkan melakukan pengukuran dan evaluasi mutu sesuai dengan indikator secara rutin. Menurut PMK No. 129 tahun 2008, SPM waktu tunggu di unit rawat jalan yaitu ≤ 60 menit. RSUI merupakan RS-PTN kelas B yang berlokasi di Depok. Hasil capaian indikator waktu tunggu rawat jalan RSUI masih dibawah 80% dan berdasarkan studi pendahuluan data rekam medik, waktu tunggu di poli penyakit dalam yaitu 122 menit. Poli penyakit dalam termasuk kedalam Indikator minimal ketersediaan pelayanan di unit rawat jalan dan memiliki jumlah pasien yang besar di RSUI namun sering mendapat keluhan waktu tunggu. Penelitian dilakukan secara time motion di poli penyakit dalam dengan membagi jenis pembayaran yaitu BPJS Kesehatan, Asuransi, dan Umum. Pengambilan data melalui observasi, wawancara, telaah dokumen, dan CDMG. Kriteria inklusi pasien yaitu pasien accidental jam 07.00-14.00 yang sudah membuat perjanjian dan bersedia diikuti selama pelayanan. Analisis data menggunakan metode Lean Six Sigma dengan tahapaan DMAI dan RCA Hasil penelitian yaitu perhitungan terbesar berada pada proses pelayanan registrasi pasien BPJS dengan VA 7,88% dan NVA 92,12%, serta pelayanan di ruang konsul dokter penyakit dalam dengan VA 14,20% dan NVA 85,80%. Rekomendasi yang dapat diberikan kepada rumah sakit dibagi menjadi jangka pendek dan jangka panjang.

---

Every health facility is required to carry out quality measurements and evaluations according to indicators on a regular basis. According to PMK No. 129 of 2008, the SPM waiting time in the outpatient unit is ≤ 60 minutes. RSUI is a class B PTN Hospital located in Depok. The achievement indicator for outpatient waiting time at RSUI is still below 80% and based on a preliminary study of medical record data, the waiting time at the internal medicine polyclinic is 122 minutes. Internal medicine poly is included in the minimum indicator of service availability in the outpatient unit and has many patients at RSUI but often gets complaints of waiting time. The research was carried out in time motion in the internal medicine polyclinic by dividing the types of payments, namely BPJS Health, Insurance and General. Data collection through observation, interviews, document review, and CDMG. The patient inclusion criteria were accidental patients at 07.00-14.00 who had made an appointment and were willing to be followed during the service. Data analysis used the Lean Six Sigma method with DMAI and RCA stages. The results of the study showed that the largest calculation was in the BPJS patient registration service process with VA 7.88% and NVA 92.12%, as well as services in the consulting room of internal medicine doctors with VA 14.20% and NVA 85.80%. Recommendations that can be given to hospitals are divided into short term and long term."

"Waktu tunggu merupakan salah satu indikator dari mutu pelayanan di rawat jalan. Penelitian ini bertujuan untuk menganalisis proses pelayanan rawat jalan poli penyakit dalam di RS Simpangan Depok melalui pendekatan Lean Six Sigma (LSS). Desain penelitian ini adalah kualitatif dengan pengumpulan data yang didapatkan melalui pengamatan dan pencatatan waktu (time motion) dalam setiap tahapan proses rawat jalan, penggalian informasi secara mendalam kepada informan dan pertanyaan terbuka kepada tiga puluh enam responden serta telaah dokumen. Pemilihan informan dilakukan menggunakan teknik purposive sampling dan dilakukan wawancara terbuka kepada pasien untuk mendapatkan value dari perspektif customer. Data yang didapatkan kemudian dianalisis untuk mendapatkan faktor penyebab lamanya waktu tunggu pelayanan di rawat jalan dengan menggunakan fishbone diagram sehingga dapat diberikan rekomendasi perbaikan yang dapat dilakukan oleh rumah sakit. Hasil penelitian yang dilakukan pada bulan Juni-Juli 2023 didapatkan rata-rata waktu tunggu pelayanan di rawat jalan adalah 03:05:23 (dengan nilai VAR 10%) yang berarti masih kurang dari 30% dan dikategorikan sebagai Un-Lean. Beberapa faktor penyebab terjadinya waste adalah keterlambatan dokter, keterbatasan SDM, prosedur rawat jalan kurang praktis, belum ada penerapan e-resep, dan keterbatasan sarana prasarana.

---

Waiting time is one indicator of the quality of outpatient services. This study aims to analyze the process of outpatient internal medicine services at Simpangan Depok Hospital through the Lean Six Sigma (LSS) approach. The design of this study was qualitative with data collection obtained through observation and recording of time (time motion) in each stage of the outpatient process, in-depth exploration of informants and open-ended questions to thirty-six respondents as well as document review. Informants were selected using a purposive sampling technique and open interviews were conducted with patients to obtain value from a customer perspective. The data obtained is then analyzed to obtain the factors causing the long waiting time for outpatient services using a fishbone diagram so that recommendations for improvements can be given by the hospital. The results of research conducted in June-July 2023 found that the average waiting time for outpatient services was 03:05:23 (with a VAR value of 10%), which means that it is still less than 30% and is categorized as Un-Lean. Some of the factors that cause waste are delays in doctors, limited human resources, less practical outpatient procedures, no e-prescription implementation, and limited infrastructure."

"Tesis ini bertujuan untuk menganalisis kualitas pelayanan jasa informasi spasial yang diberikan oleh Badan Informasi Geospasial dilihat dari sisi pengguna informasi spasial sebagai pelanggannya menggunakan lima dimensi kualitas pelayanan yaitu tangible, reliability, empathy, assurance, dan responsiveness, dan untuk menganalisis proses transformasi organisasi BAKOSURTANAL menjadi BIG menggunakan framework 4R. Penelitian ini adalah penelitian kuantitatif dan kualitatif dengan desain deskriptif. Hasil penelitian adalah bahwa masih ada indikator kepuasan yang penyampaiannya masih dibawah harapan, dilihat dari kesenjangan antara harapan pelanggan dengan kenyatan yang diterima. Namun secara keseluruhan kualitas pelayanan informasi spasial dari BIG dipersepsikan sangat memuaskan oleh pelanggannya. Dalam proses transformasi yang sudah dijalankan dan masih dijalankan sampai saat ini, kekurangan yang dirasakan terutama dari sisi peran pimpinan organisasi. Saran yang diberikan adalah perbaikan terhadap atribut kualitas pelayanan yang masih dipersepsikan dibawah harapan, serta peningkatan peran pimpinan dalam proses transformasi organisasi.

---

This thesis aims to analyze the quality of spatial information service provided by the Geospatial Information Agency in terms of spatial information users as customers using the five dimensions of service quality, that is tangible, reliability, empathy, assurance, and responsiveness, and to analyze the process of organizational transformation from BAKOSURTANAL to BIG using 4R framework. This research is a quantitative and qualitative type of research with descriptive design. Result of the study is that there are still indicators of satisfaction which delivery is still below expectations, indicated by the gap between customer expectations with services perceived. However, the overall quality of spatial information services provided by BIG, perceived by the customer as most satisfying. In the process of transformation that has been run and still running to this day, the shortcomings perceived is especially the role of the leaders of the organization. Advice given is the improvement of the service quality attributes that are still perceived below expectations, as well as increased leadership role in the process of organizational transformation."

"Instalasi Gawat Darurat IGD memberikan pelayanan yang cepat dan tepat untuk mencegah kondisi kesehatan pasien memburuk dan mencegah kematian dan kecacatan. Penelitian ini bertujuan untuk melakukan analisa patient flow dengan menggunakan pendekatan Lean Six Sigma. Desain penelitian ini adalah analisa kualitatif dan kuantitatif dengan kerangka acuan DMAI Define, Measure, Analyze, dan Improve. Observasi dilakukan dengan teknik Time Motion Studies mulai dari pasien datang sampai perawat melakukan serah terima pasien diruang rawat inap yang dibagi menjadi4 cycle respon time dokter, waktu observasi, boarding dan transfer pasien, wawancara mendalam, telaah dokumen. Hasil penelitian dari 30 pasien rata-rata respon time dokter pada pasien level II adalah 35 menit 5 detik, dan pada pasien level III selama 43 menit 4detik. Total Lead time 6 Jam 56 menit 08 detik. Hasil identifikasi value stream mappingdari 4 cycle didapatkan respon time dokter membutuhkan waktu 00:46:38, Waktu Observasi 01:29:47, Waktu Boarding 04:17:02 dan transfer pasien 00:22:42. ProporsiNon value Added secara keseluruhan adalah 84.95 dan Value added sebesar 15,05, dengan total waste selama 05:53:29 detik. Hasil analisis Five Whys menunjukan adanya bottleneck di boarding pada proses kegiatan pencarian dan penempatan kamar 2:45:04 dengan penyebab yaitu ketersediaan kamar, sistem waiting list karena menunggu pasien pulang, pasien asuransi atau rencana pulang, kebijakan beset kamar, sistem pencarian kamar di Front Office dan kebijakan titip kamar. Upaya penerapan Lean Six Sigma diharapkan dapat memperbaiki kinerja di IGD, selain menghilangkan waste dan memaksimalkan nilai valu-added, mengetahui akar masalah, perbaikan kualitas dan peningkatan efisiensi kinerja secara terus menerus.

---

Emergency Departement provides fast and precise services to prevent the patient 39s deteriorating health condition and prevent death and disability. This study aimed to analyze patient flow by using Lean Six Sigma approach. The design of this research are qualitative and quantitative analysis with reference framework DMAI Define, Measure, Analyze, and Improve. Observation was conducted with Time Motion Studies technique from patient arriving until nurse performed patient handover in in patient room which was divided into 4 cycles doctor respontime, observation time, boarding and patient transfer, in depth interview, study document.

Research result from 30 patients on average the physician 39s response time at patient level II was 35 minutes 5seconds, and in the patient 39s level III for 43 minutes 4 seconds. Total Lead time 6 Hours56 mins 08 sec. Identification result of value stream mapping from 4 cycle got doctor time response time 00 46 38, Observation Time 01 29 47, Boarding Time 04 17 02 and patient transfer 00 22 42. Proportion of Non value added as a whole is 84.95 and Value added of 15.05, with total waste for 05 53 29 sec.

Five Whys analysis results showed that there are a bottleneck in the process of searching and placing the room 2 45 04 with the cause of room availability, waiting list system waiting for the patientto go home, insurance patient or return plan, room beset policy, in the Front Office androom care policies. We suggest to apply Lean Six Sigma to improve performance in theER, in addition to eliminating waste and maximizing the value valu added, knowingthe root of the problem, quality improvement and continuous improvement inperformance efficiency."

"ABSTRAKPenelitian ini bertujuan untuk menganalisis kualitas layanan pengadaan secaraelektronik di Kementerian Keuangan Republik Indonesia Tahun 2014 denganmengukur tingkat kepuasan penyedia barang dan jasa sebagai pengguna layanan.Pengukuran tingkat kepuasan pengguna layanan menggunakan indikator-indikatorkualitas layanan yang dikembangkan berdasarkan aspek-aspek pelaksanaanpengadaan secara elektronik yang baik sesuai pasal 107 Peraturan Presiden Nomor54 Tahun 2010. Metode Gap Analysis dilakukan untuk menganalisis tingkatkepuasan pengguna layanan. Dari penelitian didapatkan hasil bahwa kinerjalayanan yang diterima oleh pengguna layanan masih lebih rendah dari yangdiharapkan. Penulis memberikan beberapa pilihan prioritas perbaikan kinerjadengan menggunakan metode Important Performance Analysis

---

ABSTRACTThis study aims to analyze the quality of an electronic procurement service in theMinistry of Finance of Republic of Indonesia in 2014 by measuring the level ofsatisfaction of the user of e-procurement. Level of satisfaction of service users ismeasured by using the service quality indicators developed based on good eprocurementaspects stipulated in Clause 107 of Presidential Regulation No. 54Year 2010. Gap Analysis method is used to analyze the level of user satisfaction.Research showed that the service quality performances perceived by service usersare still lower than expected. The author gives some priority selection to improvethe performance by using Important Performance Analysis method."

"This research discribes about time service analysis of compounding and non compounding medicines in hermina with lean sigma approach ininstallation of outpatient in hermina depok. Pharmacy time service is the important part of the hospital excellent services and lean six sigma is a methodology of decreasing the waste and variation. Thjs reaserch is a an operational research where the researcher did a direct counting in each process of compounding and non compounding prescriptions. Lean six sigma method which has been used were define, measure, analyze and improve. This reaserch aims to propose a better visual management application, 5s culture, lay out changing and electronic prescription and heijunka prescription as a long term porpuse. Using of lean six sigma method could decrease the waste of non compounding prescription service from 43 procedures to 32 procedures with time allocation from 31 minutes and 51 seconds to 16 minutes 34 seconds. For the compounding prescription could also decrease the procedures, from 32 steps to 46 steps with time allocationfrom 47 minutes and 31 seconds to 25 minutes and 7 seconds."