Implementation of Lean Kaizen to Reduce Waiting Time for the Indonesian Health Social Security Agency Prescription Services in Hospital Pharmacy InstallationImplementation of Lean Kaizen to Reduce Waiting Time for the Indonesian Health Social Security Agency Prescription Services in Hospital Pharmacy Installation

Vera Yuliati; Helen Andriani

doi:10.3889/oamjms.2021.7610

Authors

Vera Yuliati Master of Hospital Administration Study Program, Faculty of Public Health, Universitas Indonesia, Depok, Indonesia
Helen Andriani Department of Health Policy and Administration, Faculty of Public Health, Universitas Indonesia, Depok, Indonesia https://orcid.org/0000-0001-5057-0851

DOI:

https://doi.org/10.3889/oamjms.2021.7610

Keywords:

Waiting time, Prescription services, Lean kaizen, Plan-Do-Check-Act

Abstract

BACKGROUND: The second largest Health Social Security Agency (BPJS) outpatients visits in Hospital Pharmacy Installation, Indonesia, has reached 450-600 visits / day between 2017 and 2018. This has an impact on the number of prescriptions to be served. Simultaneous doctor practice schedule and less human resources are the reasons for not achieving the service standard time set by the Ministry of Health (≤60 minutes for concoctions and ≤30 minutes for non-concoctions).

AIM: The purpose of this study was to determine the waiting time for BPJS prescription services in the current state and future state after the implementation of lean kaizen through Plan-Do-Check-Act (PDCA) approach at Grha Permata Ibu (GPI) Hospital.

METHODS: The research method is operational research with qualitative and quantitative approaches through direct observation and in-depth interviews.

RESULTS: The implementation of lean kaizen decreased the lead time from 135.31 minutes to 9.11 minutes in scenario-1 and 7.49 minutes in scenario-2 and a decrease in lead time from 185.17 minutes to 31.09 minutes in scenario-1 and 29,15 minutes in scenario-2 for the concoctions. PDCA in lean kaizen is for use in conditions where waste is most closely related to human behavior, but there is still a waste motion that has not been intervened.

CONCLUSION: This study suggests an updating information to prioritize changes in pharmaceutical layout, carry out continuous monitoring, and encourage IT to develop IT-based pharmaceutical services.

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