Organisasi Rumah Sakit

Specific Functions of Hospital Management Financial Management Human Resources Management Medical Record Management Management Information System Logistic Management Quality Management Strategic Management

Financial Management Activities Monitoring Laporan Keuangan  Readjusting Struktur Keuangan  Beberapa sumber pendapatan  Kegiatan berbasis Costing  Biaya / Pendapatan Pusat & Out-sources  Analisis Biaya-manfaat pada peralatan berteknologi tinggi  Meninjau Penggunaan Aktiva Likuid 

Human Resources Management Activities Perencanaan Sumber Daya Manusia Job Analysis Memperoleh Sumber Daya Manusia Pengembangan Sumber Daya Manusia Evaluasi Kinerja Kerja Menghargai Sumber Daya Manusia Menjaga & Melindungi Sumber Daya Manusia

Stages in Medical Record Management Rekam Medik Otomatis cetak dan tongkat  Sistem Komputerisasi Rekam Medis  paperless  Rekam Medis Elektronik  indeks dan sistem sambungan  Sistem Elektronik Record Pasien  Kesehatan Tingkat 7 dan portabel di seluruh rumah sakit  Rekaman Electronic Health /Rekaman kesehatan scr elektronik Integrasi catatan kesehatan 

Logistic Management Activities Bursa Control-ABC Analisis Control Pembelian - Komputerisasi Ekonomi Pengurutan Kuanti tas Aliansi Strategis Pembelian Manajemen stok- Stockless Berdasarkan Data ElektronikInt erchange (EDI) Sistem Penyimpanan Otomatis

Quality Management Activities Total Quality Management Implementasi ISO Seri Clinical Pathway Manajemen berbasis bukti Kegiatan Akreditasi Rumah Sakit  Manajemen Keselamatan Pasien Analisa sebab

Shift Paradigm in Quality Management Quality Improvement Quality Assurance Quality Control TQM Focus On Bad Outcome Performance product Poor/Defect Better/Good

Deming’s Chain Reaction Costs decrease because of fewer mistakes, delays, and snags; less need to rework materials; better use of machine time and materials Improve Quality Productivity improves Capture the market with better quality and lower price Stay in business Provide jobs and more jobs Source: W. Edwards Deming, Out of the Crisis (Cambridge, Mass.: Massachusetts Institute of Technology Press, 1988), p. 3.

W. Edward Deming’s Cycle of Quality Management Action (A) Plan (P) Quality Purpose Check (C) Do (D)

Continuous Quality Improvement maintain Quality improve C D A P Quality maintain Quality improve C D A P C D A P Quality maintain Quality improve C D Time

Quality Management Tools Flow Chart Cause & Effect Diagram Pareto Diagram Histogram Trend Chart Control Chart Scatter Diagram etc..

Tujuan Rumah Sakit Menyediakan layanan medis kepada masyarakat (dari promotif hingga rehabilitatif) sesuai standar profesi dan terjangkau, khususnya: Rawat inap Rawat darurat Operatif Menyediakan tempat berpraktek bagi profesional kesehatan Turut berpartisipasi dalam sosialisasi paradigma sehat

Kewajiban RS Menyediakan :- fasilitas, - SDM - Perangkat lunak - Pengawasan, Evaluasi, Sanksi - Company Culture: Valued Product, Professionalisme, etik, safety behavior, penegakkan peraturan.

5 Obligation (Hospital Liability) Hospital equipment, supplies, medication, food Hospital environment Safety procedure Selection and retention of employee and conferall staff previllages Responsible for supervision of patient care

Sifat pelayanan dalam operasional RS Scheduled Urgent Emergency Tanpa penanganan yang baik, pelayanan terjadwal bisa menjadi urgent dan bahkan emergency.

Arah Pengembangan Manajemen Desentralisasi Fokus pada pasien Fakus pada peningkatan mutu (Quality Improvement)

The reason why patients complain Longer waits Unsatisfied needs Defect service Mal-communication Not be valued while in admission

Quality Medical Service Keterampilan dalam proses penyembuhan bisa membuat orang bersyukur. Layanan Excellent dapat menyentuh orang Karir-satunya yang bisa menggerakkan air mata orang untuk bersyukur:  You in health care industry can make it happened.

Hospital Management If you are not willing to do it, you will find an excuse. If you really want to do it, you shall find a way. ～ an Arabic proverb

Hospital Management

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