Gambaran implementasi business process reengineering dan evaluasi implementasi continuous process improvement di unit rawat jalan instalasi farmasi Rumah Sakit PKU Muhammadiyah Yogyakarta

Business process reengineering, adalah perancangan ulang secara radikal atas proses â�� proses bisnis untuk mendapatkan perbaikan dramatis. Continuous process improvement adalah usaha berkelanjutan untuk memperbaiki produk, jasa, dan operasi internal yang diselenggarakan. Dalam memenangkan persaingan, farmasi rawat jalan rumah sakit PKU Muhammadiyah Yogyakarta perlu melakukan perubahan, yaitu business process reengineering dan continuous process improvement. Penelitian ini untuk mengetahui gambaran implementasi business process reengineering dan mengevaluasi implementasi continuous process improvement di farmasi rawat jalan PKU Muhammadiyah Yogyakarta. Penelitian ini bersifat eksploratif dengan mengumpulkan data secara restropektif, wawancara, dan penyebaran kuisioner untuk pelanggan internal. Subyek penelitian ini adalah farmasi rawat jalan PKU Muhammadiyah Yogyakarta, dan obyeknya adalah implementasi business process reengineering dan continuous process improvement. Analisis data dilakukan berdasarkan jurnal penelitian dari Dai. Hasil penelitian menunjukkan, penerapan business process reengineering di farmasi unit rawat jalan dilakukan pada tahun 2002 dengan menetapkan visi misi dan membuat struktur organisasi untuk pertama kalinya, selain itu menerapkan SOP (standard operating procedure) yang berbeda pada tiap kelompok pasien, menerapkan SOP sistem jemput resep di poliklinik penyakit dalam, melakukan relokasi, dan menetapkan pelayanan selama 24 jam. Penerapan continuous process improvement di farmasi unit rawat jalan dilakukan pada tahun 2008 dengan menciptakan programâ��program baru yang dilakukan secara continue dengan target yang ditetapkan manajemen. Selain itu menyatukan SOP pelayanan pada tiap kelompok pasien dengan sedikit penambahan aktivitas. Continuous process improvement yang diterapkan di farmasi unit rawat jalan rumah sakit berhasil selama tahun 2008 kecuali pada program frekuensi kesalahan kejadian tidak dikehendaki dan kejadian nyaris cidera. Selain itu juga ditunjukkan dengan kinerja karyawan yang tinggi (66,7% puas dan 33,3% sangat puas). Business process reengineering is a radical re-design on the process of business to gain dramatic improvement. Continuous process improvement is a continuing effort to improve products, services, and the internal operation. In winning the competition, outpatient pharmacy PKU Muhammadiyah hospital of Yogyakarta need to make changes, is business process reengineering and continuous process improvement. This research is to know the implementation description of business process reengineering, and evaluate the implementation of continuous process improvement in the outpatient pharmacy of PKU Muhammadiyah Yogyakarta. This research is explorative by collecting data on restropektif, interviews, and distribution of questioner to internal customers. The subject of this research is the outpatient pharmacy of PKU Muhammadiyah Yogyakarta, and the object is the implementation of business process reengineering and continuous process improvement. The data analysis based on journals research from Dai. The results of research shows, applying of business process reengineering in outpatient pharmacy done in the year 2002 with specifying mission vision and makes structure of organization for the first time, beside of implementation SOP (standard operating procedure) which is on each of the different patient groups and implementation of SOP fetches prescription system in policlinic internal diseases, does relocation, and service during 24 hours.Continuous process improvement in outpatient pharmacy done in the year 2008 with creating the new programs what done in continue with target has been set by management. Besides uniting the SOP service at each group of patients with addition some activity. Continuous process improvement that is applied in the outpatient pharmacy successfully during the year 2008 unless the frequency error program in the undesirable categories and almost injury categories. It also indicated that employees with high performance (66.7% is satisfied and 33.3% is very satisfied).