Evaluasi Sustainability Implementasi Lean Management Dalam Meningkatkan Efisiensi Operasional Rumah Sakit ST. Elisabeth Semarang – Mixed Method Study

Bernadeta Susetyo Endang Widyanarti, Prof. Dr. Christantie Effendy, S.Kp., M.Kes; Dr. Firman, S.E., M.P.H.

2025 | Tesis | MAGISTER KEBIJAKAN DAN MANAJEMEN KESEHATAN

Latar Belakang: Implementasi Lean Management di sektor kesehatan telah menjadi strategi populer untuk meningkatkan efisiensi operasional, namun evaluasi komprehensif mengenai sustainability penerapannya masih terbatas, khususnya dampaknya terhadap efisiensi operasional dan Return on Investment (ROI).

Tujuan: Mengevaluasi sustainability implementasi Lean Management dan pengaruhnya terhadap efisiensi operasional serta ROI di RS ST. Elisabeth Semarang.

Metode: Penelitian menggunakan explanatory sequential mixed methods design  dengan analisis data sekunder dari 34 unit implementasi Lean Management (54 proyek), dilanjutkan Focus Group Discussion  dengan 25 partisipan dan indepth interview dengan key informant  untuk menggali faktor pendukung dan penghambat sustainability.

Hasil: Implementasi Lean Management pada jangka menengah (1,5 th) mencapai sustainability dengan dampak terukur: penurunan Biaya Operasional Pendapatan Operasional (BOPO) 0,15%, peningkatan profit 0,22-0,24%, kenaikan Google Rating dari 4,2 menjadi 4,6 dan ROI 131,71?ngan Payback period 5,2 bulan. Program Waiting Time  Reduction efektif dengan Value Added Ratio  rata-rata 16,15% (p=0,021), sedangkan cost Reduction menghasilkan penghematan rata-rata 0,4% (p=0,042). Faktor pendukung sustainability : Pendekatan Partisipatif dalam Pengembangan ide, Kemampuan Adaptasi dan Pembelajaran Berkelanjutan, Keterlibatan Total Karyawan, Budaya Kolaborasi Lintas Unit, Pembudayaan dalam kebiasaan harian, Kepemimpinan Transformational (menginspirasi, memotivasi) dan Coaching (mengembangkan individu). Faktor penghambat sustainability: Keterbatasan Pemahaman Konseptual, Inkonsistensi Follow-up dan Monitoring, Kesulitan dalam Pengukuran dan Evaluasi, Diskontinuitas Implementasi, serta belum adanya standardisasi formal.

Kesimpulan: Implementasi Lean Management pada pengukuran jangka menengah (1,5 th) terbukti sustainable dan menguntungkan secara finansial dengan rekomendasi pengembangan standardisasi formal dan peningkatan konsistensi implementasi.

Background: Implementation of Lean Management in healthcare has become a popular strategy to improve operational efficiency, but comprehensive evaluation of implementation sustainability remains limited, particularly its impact on operational efficiency and Return on Investment (ROI).

Objective: To evaluate the sustainability of Lean Management implementation and its influence on operational efficiency and ROI at ST Elisabeth Hospital Semarang.

Methods: This study employed an explanatory sequential mixed methods design  with secondary data analysis from 34 Lean Management implementation units (54 Projects), followed by Focus Group Discussions with 25 participants and in-depth interviews with key informants to explore supporting and inhibiting factors of sustainability..

Results: Medium-term implementation of Lean Management (1.5 years) achieved sustainability with measurable impact: BOPO reduction of 0.15%, profit increase of 0.22-0.24%, Google Rating improvement from 4.2 to 4.6, and ROI of 131.71% with a Payback period of 5.2 months. The Waiting Time Reduction program was highly effective with an average Value Added Ratio of 16.15% (p=0.021), while Cost Reduction generated average savings of 0.4% (p=0.042). Supporting factors for sustainability include: Participatory Approach in idea development, Adaptability and Continuous Learning capabilities, Total Employee Engagement, Cross-unit Collaborative Culture, Integration into daily practices, Transformational Leadership (inspiring, motivating) and Coaching (developing individuals). Inhibiting factors for sustainability include: Limited Conceptual Understanding, Inconsistent Follow-up and Monitoring, Difficulties in Measurement and Evaluation, Implementation Discontinuity, and absence of formal standardization.

Conclusion: Medium-term implementation of Lean Management (1.5 years) proved to be sustainable and financially beneficial, with recommendations for developing formal standardization and improving implementation consistency.

Kata Kunci : Lean Management, Efisiensi Operasional, Sustainability, Return on Investment, Rumah Sakit