skip to main content

Kesiapan dan Penerimaan Karyawan terhadap Penerapan Lean Management di Rumah Sakit Bethesda

*Katherina Adisaputro  -  Duta Wacana Christian University School of Medicine, Indonesia
Andreasta Meliala orcid scopus  -  Hospital Management Program, Faculty of Medicine, Gadjah Mada University, Indonesia

Citation Format:
Abstract

ABSTRACT

Introductions: Efficiency of health care services at a hospital became one of the solutions amid national health insurance era. Particular method offering the solution is lean management. Bethesda Hospital began implementing lean management in 2019. During the course of the program, readiness and acceptance evaluation at the level of employee never been accomplished. Organizations focused mainly on lean tools and lean techniques tend to allocate minimal measurement on readiness lead to reduced level of sustainability and last for short-term activities. Successful lean management require both preparation and implementation combining on lean readiness and lean acceptance data from the organization. 

Aim:This study aimed to measure employee readiness and acceptance toward implementation of lean management,and to describe the output of lean implementation

Methods: An explanatory research took place in Bethesda Hospital, Yogyakarta. Survey were used to collect quantitative data while the qualitative approach performed through in-depth interviews.

Results and Discussion: Lean readiness at Bethesda Hospital were analyzed using fuzzy and Euclidean. The analysis indicate value of 6.08 with HLR 4 distance 2.016 interpreted as "close to ready", therefore Bethesda Hospital is ready to start the lean journey, but is not yet fully ready , as well as continuous improvement.The aspects of readiness that still lack of improvement include supplier and customer involvement in lean, lean sensei in institutions, employee resistance, and reward systems.The highest indicator identified from element 6.4, patient and employee safety, while the lowest indicator originated from element 5.2, supplier involvement and conformity to the institution. Lean acceptance Bethesda Hospital measured through lean maturity present average score level 3, but in operational conditions at the hospital lean maturity is at level 2 where awareness of lean has occurred in general, but the lean approach only occurs in some areas with variability of effectiveness. The aspects of lean that still lack of improvement is the foundation of lean philosophy and a monitoring evaluation system that has not been standardized in all of sections.

Conclusion: The lean implementation that has been carried out has provided good output in both financial and non-financial term. Bethesda hospital is considered to have the ability to start a lean journey, but the aspects of readiness that are lacking need to be improved. Bethesda hospital has sufficient level of acceptance to undertake further development of lean implementation.

Note: This article has supplementary file(s).

Fulltext View|Download |  Research Instrument
Instrumen penelitian kesiapan dan penerimaan karyawan terhadap lean management
Subject
Type Research Instrument
  Download (342KB)    Indexing metadata
 Transcripts
Rekap transkrip wawancara kesiapan dan penerimaan karyawan terhadap lean management di RS Bethesda
Subject
Type Transcripts
  Download (114KB)    Indexing metadata
 Data Analysis
Raw data & Pengolahan data kesiapan karyawan terhadap lean management di RS Bethesda
Subject
Type Data Analysis
  Download (286KB)    Indexing metadata
 Data Analysis
aw data & Pengolahan data penerimaan karyawan terhadap lean management di RS Bethesda
Subject
Type Data Analysis
  Download (44KB)    Indexing metadata
 common.other
Ethical clearance MHREC FKKMK UGM
Subject
Type Other
  Download (761KB)    Indexing metadata
 common.other
Ethical clearance KEPK RS BETHESDA
Subject
Type Other
  View (218KB)    Indexing metadata
 Research Materials
Cara Analisis data Kesiapan & Penerimaan Karyawan terhadap lean management di RS Bethesda
Subject
Type Research Materials
  Download (506KB)    Indexing metadata
Keywords: lean management; lean readiness; lean acceptance

Article Metrics:

Article Info
Section: Articles
Language : ID
Statistics:
  1. Harmadi S, Irwandy I. Technical Efficiency of Public Service Hospitals in Indonesia: A Data Envelopment Analysis (DEA). Asian Soc Sci. 2018;14(6):81. doi: 10.5539/ass.v14n6p81
  2. Kovacevic M, Jovicic M, Djapan M, Zivanovic-Macuzic I. Lean thinking in healthcare: Review of implementation results. Int J Qual Res. 2016;10(1):219-230. doi: 10.18421/IJQR10.01-12
  3. Radnor Z. Implementing Lean in Health Care: Making the link between the approach, readiness and sustainability. Int J Ind Eng Manag. 2011;2(1):1-12. http://www.ftn.uns.ac.rs/ijiem/
  4. Antony J, Sunder M V, Sreedharan R, Chakraborty A, Gunasekaran A. A systematic review of Lean in healthcare: a global prospective. Int J Qual Reliab Manag. 2019;36(8):1370-1391. doi: 10.1108/IJQRM-12-2018-0346
  5. Oropesa-Vento M, García-Alcaraz JL, Rivera L, Manotas DF. Effects of management commitment and organization of work teams on the benefits of kaizen: Planning stage. DYNA. 2015;82(191):76-84. doi: 10.15446/dyna.v82n191.51157
  6. Narayanamurthy G, Gurumurthy A, Subramanian N, Moser R. Assessing the readiness to implement lean in healthcare institutions – A case study. Int J Prod Econ. 2018;197(January):123-142. doi: 10.1016/j.ijpe.2017.12.028
  7. Kaltenbrunner M, Bengtsson L, Mathiassen SE, Engström M. A questionnaire measuring staff perceptions of Lean adoption in healthcare: Development and psychometric testing. BMC Health Serv Res. 2017;17(1):1-11. doi: 10.1186/s12913-017-2163-x
  8. Al-Balushi S, Sohal AS, Singh PJ, Hajri A Al, Farsi YMA, Abri R Al. Readiness factors for lean implementation in healthcare settings - a literature review. J Heal Organ Manag. 2014;28(2):135-153. doi: 10.1108/JHOM-04-2013-0083
  9. Jones SL, Van de Ven AH. The Changing Nature of Change Resistance: An Examination of the Moderating Impact of Time. J Appl Behav Sci. 2016;52(4):482-506. doi: 10.1177/0021886316671409
  10. Gurumurthy A, Mazumdar P, Muthusubramanian S. Graph theoretic approach for analysing the readiness of an organisation for adapting lean thinking: A case study. Int J Organ Anal. 2013;21(3):396-427. doi: 10.1108/IJOA-04-2013-0652
  11. Wickramasinghe N, Al-Hakim L, Gonzalez CM, Tan J. Lean thinking for healthcare. Lean Think Healthc. 2014;(January 2014):1-645. doi: 10.1007/978-1-4614-8036-5
  12. Khorasani ST, Maghazei O, Cross JA. A structured review of lean supply chain management in health care. Int Annu Conf Am Soc Eng Manag 2015, ASEM 2015. 2015;(November):413-422
  13. Nordin N, Belal HM. Change agent system in lean manufacturing implementation for business sustainability. Int J Supply Chain Manag. 2017;6(3):271-278
  14. Bowerman J, Fillingham D. Can lean save lives? Leadersh Heal Serv. 2007;20(4):231-241. doi: 10.1108/17511870710829346

Last update:

No citation recorded.

Last update:

No citation recorded.