A to Z Manajemen Risiko di RS

Manajemen Risiko RS
Lecture # 6
by: Hafizurrachman
Fakultas Kesehatan Masyarakat
Universitas Indonesia
2008
MANAJEMEN MUTU

Dr. Hafizurrachman, MPH

 DEFINISI

UPAYA ORGANISASI DAN
MANAJEMEN RS SECARA
TERUS- MENERUS DALAM
MENINGKATKAN PELAYANAN
DI RS BERDASARKAN “
CUSTOMER NEEDS DAN
EXPECTATIONS”
 PRINSIP MANAJEMEN
MUTU
1. Semua anggota di organisasi harus
diikutsertakan didalam mengerti, menentukan,
dan terus-menerus meningkatkan kinerja dan
produktivitas didalam input, proses dan output
organisasi
2. Terus-menerus commited memuaskan customer
3. Meningkatkan mutu secara ilmiah menggunakan
data
4. Bekerja secara tim dan perlu partisipasi setiap
anggota tim
 JENIS CUSTOMER DI RS

Customer Langsung (External) seperti:

- Pasien, keluarga pasien, pihak ke 3
(perusahaan asuransi, perusahaan
pemasok)

Customoer tidak langsung (Internal )
seperti : Dokter, perawat
 CONTINOUS IMPROVEMENT

CUSTOMER
FOCUS

Scientific Approach Team Work

Continous Improvement : akibat tekanan lingkungan organisasi,
maka perlu perubahan-perubahan agar selalu kompetitif.

Team Work : Pegawai adalah aset didalam pengembangan
organisasi

Scientific approach : setiap unit atau orang didalam organisasi
harus menggunakan data atau informasi didalam pengambilan
keputusan
 CONCEPTS OF CUSTOMER VALUE
1. Costomer value is the combination of benefits and sacrifices
that results when a customer uses a product or service
2. The degree of customer value is determined by how well
product and service attributes and characteristics match the
needs of customers
3. Managers must carefully identify their customers in order to
determinate the value of their products and service
4. Managers can understand the concept of customer value
better an make better decisions if they understand the
prosess through which customer drive, value
5. Customer value prosess involve need recognitions,
information search, experience and use, perception,and
attitude formation.
6. Sometimes the customer’s valuation process is extensive
and thoughtful. At other times, it is shortcutted and habitual
7. Managers improve their strategic decision when they
consider the concept of customer value and clearly identify
their customers and what those customer value
 Traditional Control Process

Measure and Compare Are standars

Set Standars monitor Performance met ?
Performance to standars

NO YES

Decide and Take

corrective action Continue
on Course
 A MODERN APPROACH TO CONTROL AND
IMPROVEMENT BASED ON THE STUDY OF VARIATION

Information on Value delivered and unmet customer needs

Set standards For control
and Improvement

Communicate Standards

Transformation Customer Value

Input Output (Other Stakeholders)
Preliminary Concourrent
Rework Damage
Control Control Control Control

ACT MEASURE

STUDY

Feed back Information on performance, study relationship measure of Performance throughout the
system, and take action to improve.
MAINTAINING A”FLAT” ORGANIZATIONAL
HIERARCHY
External customer
Front-line employee
Manager
Senior manager
Managing director
Vice president

Senior vice president

CEO/COO
 MANAGING CUSTOMER VALUE
1. Managers must stay close to their customer to provide superior
customers value
2. Managers can stay close to their customers only by measuring
what they value
3. A general process for learning about customer value involves
projecting, invalidating, discovering, and confirming what
customer value
4. Marketing research techniques may be used to measure what
customer va,ue and help plan strategy
5. Quality function deployment can to promote communication that
translates customer needs and wants into product and service
features, process design, and operations.
6. Once products and services are delivered to customer, their value
must be assessed.
7. Measurements of customer satisfaction and dissaatisfaction can
be used to measure customer reactions to value delivered
8. Managers must use measurements of customer value and (dis)
satifaction to formulate customer value strategies and to
continuously improve implementation
 Twelve paradigma shifts to world- class quality
Former paradigm New paradigm
Control management Commitment mangement
Task-focused Process-and customer focused
Command decisions Consensus decision
Individual work Team work
Experts and labor Experts all
Control through punishment and fear Control through positive reinforcement
One right way Continuous improvement
Record keeping Scorekeeping
Tall and rigid structure Flat and flexible structure
Unstated value and vision Shared value and vision
Tough on people Tough on competition
Wealth-exploiting Wealth-creting
Copyright 1991, Miller and Howard, Miller consulting Group. Reprinted with
permission
 UKURAN KEBERHASILAN MUTU
 Phisical outcomes: produksi dan jasa service
yang lebih baik
 Service outcomes :
• Cutomer yang puas dan sedikit complain
• Peningkatan keterlibatan staf pada organisasi
• Peningkatan moral dan kebanggaan staf pada
organisasi
 Cost outcomes:
• Peningkatan produksi dan lebih efisien dalam
penggunaan sumber daya
• Evaluasi terus-menerus dan perencanaan yang
lebih baik untuk masa mendatang