PERAN LEADERSHIP DALAM KEBERHASILAN IMPLEMENTASI LEAN MANAGEMENT DI RUMAH SAKIT PELNI

https://doi.org/10.22146/jkki.35533

Irene Trisbiantara(1*)

(1) Gadjah Mada University
(*) Corresponding Author

Abstract


Abstrak

Irene Trisbiantara1 Andreasta Meliala2

 

Latar Belakang: Rumah sakit di Indonesia menghadapi era BPJS dengan tuntutan kendali mutu dan kendali biaya yang harus terpenuhi bila hendak menjamin keberlangsungan kehidupan rumah sakit. Lean management merupakan salah satu solusi yang mulai diterapkan pada banyak rumah sakit, namun keberhasilannya sangat ditentukan oleh kehadiran leadership.

Tujuan: Mengeksplanasi peranan leadership dalam keberhasilan implementasi lean management di rumah sakit.

Metode: Penelitian ini menggunakan metode studi kasus eksplanatoris dengan desain kasus tunggal holistik pada rumah sakit Pelni di Jakarta. Informan penelitian dipilih secara purposive sampling sebanyak 1 direktur utama, 3 wakil direktur, 3 kepala divisi, 3 kepala instalasi dan 6 kepala urusan. Pengumpulan data dilakukan dengan observasi langsung, kuesioner kepada 50 orang staf, wawancara mendalam kepada para leader serta penelusuran dokumen rumah sakit.

Hasil : Transformational leadership menggerakkan implementasi lean management di rumah sakit dan transactional leadership membentuk komitmen para staf melalui reward. Keberadaan leadership tanpa disertai budaya yang kuat berlandaskan filosofi Toyota, menjadikan employee engagement yang diperlukan untuk continuous improvement sulit terbentuk. Sebaliknya, beban kerja, turn over dan tingkat stress dan kejenuhan meningkat. Komunikasi langsung yang belum baik, minimnya pengembangan para staf serta sistem reward yang belum sesuai beban kerja, semakin mempersulit terjadinya employee engagement di rumah sakit. Loyalitas staf pun dituntut oleh leader. Keberhasilan lean management saat ini meningkatkan revenue dan menurunkan cost rumah sakit.

Kesimpulan : Transformational leadership berperan penting untuk implementasi lean management sementara transactional leadership berperan membentuk komitmen awal para staf melalui reward. Komitmen selanjutnya harus dibangun berdasarkan transformational leadership yang juga membangun trust bagi employee. Budaya yang kuat berlandaskan filosofi Toyota pun harus ada untuk mewujudkan employee engagement yang dapat mendorong terjadinya continuous improvement yang diharapkan. Sebaliknya employee engagement pun diperlukan untuk perubahan budaya yang diperlukan dalam implementasi lean management. Komunikasi langsung yang baik, pengembangan para staf serta sistem reward yang sesuai juga mendukung terwujudnya employee engagement di rumah sakit.

 

Kata Kunci : Transformational leadership, lean management, implementasi, leader, rumah sakit, budaya, employee engagement.

 

 

 

 

 

 

 Mahasiswa Manajemen Rumah Sakit Fakultas Kedokteran Universitas Gadjah Mada

 

2  Departemen  Pusat Kebijakan dan Manajemen  Fakultas Kedokteran Universitas Gadjah Mada



Keywords


Transformational leadership; lean management; implementasi; leader; rumah sakit; budaya; employee engagement.

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DOI: https://doi.org/10.22146/jkki.35533

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