JOGJA INTERNATIONAL HOSPITAL Dr Supriyanto Riyadi PhD

Presentasi berjudul: "JOGJA INTERNATIONAL HOSPITAL Dr Supriyanto Riyadi PhD"— Transcript presentasi:

1 JOGJA INTERNATIONAL HOSPITAL Dr Supriyanto Riyadi PhD
STRATEGIC PLAN JOGJA INTERNATIONAL HOSPITAL Dr Supriyanto Riyadi PhD

2 soft opening : Pebruari-Maret 2007 grand opening : mulai April 2007
Jumlah bed 182, effektif 110 beds jumlah staf full time : medik : 8 orang perawat : 80 orang medik : 51 orang - non medik : 32 orang - DFS&laundry : 22 orang Outsourcing : Security, CS, parking, driver, operator

3 Jumlah dokter ber-SIP : 84 orang
Peralatan medik yang dimiliki JIH relatif lengkap, sedangkan beberapa yang lain dalam bentuk KSO. Networking dengan perusahaan asuransi sejumlah : 32 perusahaan Networking dengan perusahaan non asuransi sejumlah : 17 perusahaan

4 JOGJA INTERNATIONAL HOSPITAL
STRATEGIC PLANNING JOGJA INTERNATIONAL HOSPITAL

5 VISI Terwujudnya JIH sebagai rumah sakit rahmatan lil’alamin melalui komitmen pada layanan kesehatan bertaraf internasional berdasar ketentuan Rumah Sakit Syariah. MISI Membangun institusi syariah di bidang pelayanan kesehatan untuk mengabdi dan mencari ridha Allah SWT Mengembangkan layanan prima yang fokus pada kebutuhan pasien didukung dengan teknologi tepat guna sesuai standar internasional Membangun human capital yang trampil, profesional dan kompeten berdasar nilai budaya islami.

6 “The Ultimate Value Healthcare”
MOTTO PELAYANAN “The Ultimate Value Healthcare”

7 “The Ultimate Value Healthcare”
MAKNA MOTTO PELAYANAN “The Ultimate Value Healthcare” Customer View: Value of Caring and Curing, and Value of Money. Contributors and Employees View: Value of Servicing as a Worship and Value of Wealth. Management view: Value of Managing and Value of Wealth. Owner view: Value of Investing and Value of Committed Worship. Government view: Value of Strategic Leverage. Society view: Rahmatan lil’alamin.

8 RATIONALE KARTU SKOR 2007 Positive Contribution Margin Revenue Growth
Customer Trust Customer Value of Money Syariah Customer Focus Processes Star Doctors Treatments Departmental- Based Cost Management Full Cost Skimming Pricing Syariah and Modern Hospital Personnel Modern Hospital Facilities Syariah and Modern Mgmt Systems Appropriate Working Capital

9 UKURAN SASARAN STRATEGIK
TARGET INISIATIF STRATEGIK UKURAN HASIL UKURAN PEMACU KINERJA Learning and Growth: L1: Syariah and Modern 1. Hasil evaluasi periodik oleh peer, Individual personnel training exercise Tingkat kepuasan >90% Program pembangunan dan internalisasi budaya Syariah Hospital Personnel bawahan, dan atasan and evaluation Program pemberdayaan personel 2. Hasil evaluasi periodik oleh customer L2: Modern Hospital Facility a. Persentase alkes modern dari Pemilihan alkes fit dgn pasar 50% alkes modern Program kerja sama operasi total alkes yang dimiliki Out-funding b. Persentase ruang pelayanan setara Penambahan furnitur dan lighting Semua ruang ranap SVIP & VIP Program peningkatan kemewahan ruang layanan dengan ruang hotel untuk mencapai kemewahan hotel Semua public area L3: Syariah and Modern a. Well-implemented Syariah Syariah promotion plan Completed by beginning of 2008 Syariah promotion program Management Systems Promotion b. Well-implemented customer and Perancangan manual dan role-play Customer and doctor relation program doctor relation testing and exercising c. Well-implemented billing system IT installation and testing Fast and accurate billing system program d. Well-implemented medical Medical service system installation Medical partnership program service system and testing e. Well-implemented cost mgmt Departmental cost-capacity management program system L4: Appropriate Working Capital Working capital turnover Jumlah modal kerja dan pendapatan Minimum 1 kali Working capital management program Cash-to-cash cycle Program kemitraan jangka panjang dalam pengadaan

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