operations management--final feport

7/28/2019 Operations Management--Final Feport

http://slidepdf.com/reader/full/operations-management-final-feport 1/29

PELITA HARAPAN UNIVERSITY

Edwin Allein Mandagi 90120120009

Tommy Permadi 90120120025

Denny Sondang Pantas Sitorus 90120120019

Veronika Sri Mahayani 90120120029

FINAL PAPER OPERATIONS MANAGEMENT

A CASE STUDY AT SILOAM

HOSPITALS SURABAYA



• Operations Management is a science that studiesabout the entire process which takes place in an

organization, by looking at all aspects that

influence each other in it.

• The final paper is observing a hospital used to be

a special hospital but is now operating as a

hospital that receives public service.

Background of Study



• Obtain a real picture about the application of the theoryof Operations Management in an organization that hasalready been running.

• Take part as a real learning process about how health

services are carried out in a hospital• Understand the role of management in running the

operations of the hospital and the role of all membersin it.

• Be aware of the problems and constraints that exist inthe hospital

• Perform needs analysis for the improvement of thisorganization in the future

Objectives of Study



• Nursing

&

• Medical support Unit (laboratory, pharmacy

and radiology)

Scope / Coverage of

Study



• Interviews with several sources related to

the presentation materials.

• Observations of the behaviour in the Siloam

Hospitals, Surabaya

• Documentation.

Method of Data Collection

and Analysis



• Industry Description

Siloam Hospitals Surabaya is a hospital providing

in and outpatient services and hospitalization.

Company / Organization Profile

Hospital Identity

• Name : Siloam Hospitals Surabaya

• Legal Entity : PT. Siloam International Hospitals

• Address : Jl. Raya Gubeng 70, Surabaya

Findings of Study



• The hospital used to be known as Budi Mulia

Hospital.

• Budi Mulia Hospital started its operation on

October 15, 1977, with permission from the Health

Ministry through the decision letter of the Minister

of health of Indonesia number 185/p. Kes/I.O/1974

on March 29, 1974.

Historical Background



• To further spur the professionalism and

competition with other medical service providers

especially in the city of Surabaya, Budi MuliaHospital affiliated with Siloam Hospitals-Karawaci

Tangerang, Graha Medika Hospital-Kebon Jeruk

Jakarta, Singapore's Gleneagles Hospital and

Mount Elizabeth Hospital in Singapore.



• In its development on the 20th July 2004 BudiMulia Hospital, along with the Siloam Hospitals-

Karawaci Tangerang, Graha Medika Hospital-

Kebon Jeruk Jakarta, Siloam Hospitals Lippo

Cikarang joined in a group that is SILOAM

HEALTH CARE with the ownership of PT LIPPO

Karawaci Tbk., with regards to it all then SILOAM

HOSPITALS SURABAYA existed replacing BudiMulia Hospital with bed capacity up to 160 beds.



Excellence and Achievements

At the moment the hospital has 105 specialists in

the Outpatient units and Specialist Clinics, 1 doctor

of acupuncture, 16 general practitioners in ECU(emergency care unit) and public Clinics, 14

dentists at dental clinic and 21 visitng doctors. As

for the specialists, they consist of 20 kinds of

specialties. They are the doctors who are wellknown by the public as experienced, competent

practitioners and experts in their respective field.



2010 • Siloam Hospitals Lippo Village received prestigious award

“Mitra Bakti Husada” from Minister of Health, dr. EndangRahayu Sedyaningsih, MPH, PhD in recognition of their commitment -over the past 14 years, to international qualityhealthcare

• Siloam Hospitals Lippo Village reaccredited by the JointCommission International

• Siloam Hospitals Group received the 2010 Frost & SullivanIndonesia Best Practices Awards as “Healthcare ServicesProvider of the Year”

• Siloam Hospitals Surabaya received MarkPlus SurabayaService Excellence Award 2010 as “The Best ServiceHospitals in Surabaya”

• Siloam Hospitals Surabaya chosen as the Regional andNational Winner of Hospital Best Administration fromAstra Insurance (Garda Medika)



• 2011

• Siloam Hospitals Group received Excellence Asian

Hospital Management Awards (AHMA) 2011 in

Human Resources Development Category

• Siloam Hospitals Group received Indonesia’s Most

Admired Company (IMAC) award as “The Best

Building and Managing Corporate Image” in Hospital

Category

• Siloam Hospitals Surabaya received Astra Zeneca

Infection Management Award (Azima Award) as

the 1st winner.



Some of the facilities:

Clinical pathology laboratory, Medical

rehabilitation, ICU, One-Day Care, Nursery,

Hemodialisa, a state of the art Neonatal Intensive

Care Unit (NICU) in 2006 to support our IVF

Program, USG 4-D, latest 64 Slice MSCT Scan,

Echocardiografi, Endoscopy and Laparoscopy, a

Treadmill Test, Spirometri, Audioskopi, 1.5 TeslaMagnetic Resonance imaging (MRI), Cathlab, etc.



Organizational Structure

CEO

Dir

Medical

Support

Services

Medical

Director

Nursing

Director

Business

Analysis

Director

Human

Resoources

Director

FinanceDirecto

r

Head Dept

:Pharmacyst,Physiotherapist,Ra

diologyst,Labora

tories

Head Dept

Dietition

Medical

Record

Medical

Services

Head Dept

Nursing Quality

IPD & OPD

Critical Area

Nursing

Development

Head DeptMarketing

Head Dept

PayrollTraining

Education

Head Dept

AccountingBusiness

Office

staff staff staff staff staff staff

Hospital

Quality



• a. Business ObjectivesInternational quality in the field of health

• b. The vision of Siloam Hospitals Surabaya:

• International Quality • Reach

• Scale

• Godly Compassion

• c. Mission of Siloam Hospitals Surabaya

The trusted choice to obtain health services, healtheducation and research that is holistic, and internationalstandard.



Marketing Consideration

Implementation of marketing at Siloam Hospitals Surabayahas a purpose not only for introducing a superior product

and a new product, but also increasing the volume of

outpatient visits in hospitals and increase its market share

the other units supporting the existing and increasingutilization of medical equipment available.

• High Competition

• Promotion mix ex. advertising, sales promotion & personal

selling for brand image• Corporate Social Responsibility

• Direct marketing, public relation & publicity

• Health Seminar & Sponsorship



Financial Concideration

Create Revenue• Create new product

• Enhance new modern tools

• Add to specialist doctors, which prioritizing on the doctors

of the top 10 most cases happening in 2012 in Siloam

Hospitals Surabaya.

• Reorganize using the doctor's office that aims to maximize

the use of space and fills the empty time.

• Improve bed management through the setting of the door

of the room availability up to the movement of patients

from admission to patient transfers patients home,

including both internal and external.



Efforts for reducing costs :

The management of drug formularies then be made of

the drugs used in the hospital, so that from the type and

amount can also be easily controlled minimum and

maximum stock

Review the use of forms that exist are often issued by

each department and sometimes there is duplicate in

other department.

Minimize inventory and stock in the treatment room and

the type and amount of item.



Operation Strategy and

Marketing Competitive

• Developing marketing product• Improving product and technology

• Decreasing OPEX

• Keeping good relationship with third party

• Increase quality improvement

(to abide by international standard accreditation)

• Enforcing re-accreditation of IOS and national re-

accreditation

• Reviewing guidelines and hospital policies, including

standard operating procedures

• Improving skill and leadership competency



• Improving and Developing Business Process• Developing systems through integrated Hospital

Information System

• Developing work culture

• Improving training and staff competency :

• Developong competecy standard for all staf

• Consistency in the implementation of good

performance management

• Improving staff development programs as required

• Improving the competence of the leaders

Cont’d

F ilit L ti d



Facility Location and

Layout Planning

Ground

Floor

Physiotherapy, Radiology, PharmacyLaboratory, ABCDe Clinic, Fertility

Center, Endoscopy, Medical Check

Up, Staff, Cafeteria, Office, Musholla,

ATM Centre, Boston, Excelso, Iwake,

Holland Bakery, Trauma Centre

1st Floor

Out Patient Department

Maternity, Wards, The inpatient

children, NICU

2nd

Floor

Wards, : The inpatient adult class I, II and

III

Operating Theater , Operating room,

OPD, ICU, Haemodyalisis

3rd

Floor Wards, The inpatient adult class I and II

4th

Floor Wards, VIP rooms

The layout and location of facilities that need to be

addressed is the integration of

critical spaces (Space Special

Care, Cath Lab and NICU) at

the same level with the ICU andOperating Room.

During the development and

preparation of the construction,

the office and the secretariat are

not in the building as they werethen, but were separated as well

as with the purchasing

department. So that these

conditions have an impact on

the growing need for employeesas a “runner s”.



Manpower Planning,

Acquisition and Control

• Manpower Planning The basics of calculating workforce in each unit varies: Nursing

workforce adheres calculation made by PPNI both for outpatient and

inpatient care.

JUMLAH PERAWAT PER UNIT

16

11

14

33

19 20

14

32

28

11 10

5

21

4

14 13

16

31

2123

15

37

33

10 11

5

21

5

0

5

10

15

20

25

30

35

40

M a t e r n i t y ,

L D S R

P K

P e d i a t r i

O P D

L 2 L

L 2 B

I C U

O T

L 3

L 4

N I C U

H D

E D

C A T H

L A B

Actual Budget

The Number of Nurse per Unit



Cont’d

• AcquisitionRecruitment nature consists of 2 kinds of plans

according to manpower planning and incidental if there

are staff nurses who will come out with a variety of

reasons.

Some of the incoming application files are submitted to

the Human Resource Director of Nursing to be selected

based on several criteria:

• Completeness files graduates

• The value of graduate nurses standards for specific

areas: Medical Surgical Care, Emergency Care, Nursing

Ethics and graduate institutions.



Cont’d

• Control

Every employee in the employee selection process

will undergo a period of probation during the first 3

months. Towards the end of the 3 monthperformance assessments conducted to assess

whether they are going to be accepted as

permanent employees by using the existing

assessment indicators.From the results each unit will be ranked using

“Force Ranking” and “Bell Curve” standard for each

category A, B, C, D and E.



Cont’d

• Cost Control

Each year budget for revenue and cost is

determined for the operation of the hospital. For revenue budget, it is taken from the core health

services in SHSB, whereas for the costs in this

case include maintenance costs, employee

salaries including employees health allowances,facilities improvement, replacement of goods, the

purchase of new items and the cost of marketing.



Cont’d

• Scheduling

Nursing and medical support units is run in 3

shifts per day. So in addition to the number of employees that needs to be taken into account,

then the fulfillment of 40 hours of work per week

are also taken into consideration.

Referring to the Labor Law No. 13 of 2003 the

SHSB regulates overtime and night duty

allowances for its employees.

Summary of Findings and



Summary of Findings and

Detailed Recommendation

No Activity Problems Solutions

1. Marketing

Consideration

Mass marketing must go through

an online call center system

based in Jakarta, causing

internal operation problems in

Surabaya. Issuing different health packages

each month, but did not givemuch impact on the revenue.

During a peak season or an

outbreak of a certain disease

e.g. diarrhea, dengue fever, the

rooms/ beds are not sufficient.

Conduct rescheduling for

the patients internally.

Personalizing the

packages and displaying

uniqueness of theservices offered

compared with those of the other hospitals.

Studying past records and

make an anticipation plan

for the future.



No Activity Problems Solutions

3. Facility Location

and Layout

Planning

Critical rooms are not

integrated. The critical rooms must be

redesigned or rearranged so

that each location is near to

each other ensuring

effectiveness and efficiencyin the hospital operations.

4. Manpower

Recruitment The gap between the

hospital’s expectation

in terms of capability

and competence of

the recruited staffswith what is availablein the labor market.

Applying overtime schedule.

Doing rotation for the nurses

across treatment rooms/places.

Doing internal trainingespecially for new staff for upgrding their skills.



THANK YOU

operations management--final feport

Documents