PERANCANGAN PERBAIKAN PROSES BISNIS MAYAPADA CLINIC SUDIRMAN

• Main Author: Ardhyani Pramita, Navira
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/77762
• Institution: Institut Teknologi Bandung

Mayapada Clinic is a medical service unit, with a vision to become the primary choice for healthcare services known for their quality. The management of the clinic, however, considers that there are obstacles in providing medical care. An indication of these obstacles is the lengthy process, both in medical care and other supporting processes. The fishbone diagram is used to identify the underlying problems, revealing the absence of a comprehensive study of the process and an information flow diagram. Therefore, the Mayapada Clinic requires a business process reengineering using the Business Process Improvement (BPI) framework. The first stage involves identifying priority processes that need improvement. In this stage, 10 (ten) third-level business processes are identified as priorities. Next, the definition and scope of each priority process are identified using scope definition documents. Subsequently, mapping and modelling are carried out for each process using the process classification framework and business process model and notation. Cycle time and value-added analyses are then conducted to assess process performance. The results of the business process mapping are then analyzed to identify potential improvements in each process. The identification of improvement potential involves six aspects outlined in the improvement technique wheel. This identification is done by identifying pain points and their root causes. The identified root problems serve as the basis for designing business process improvements. The design of these improvements is then validated by management, resulting in the selection of twelve improvements to be implemented in the short term (within the next year). The selected improvement design from the validation stage includes self-registration by patients, the elimination of multi-level purchase order approvals, centralizing the receiving department, altering process flow, establishing collaboration agreements with suppliers, connecting suppliers to the company's procurement system, creating a registration platform, inventory recording, and centralized complaints handling. The process also involves the automation of data collection to eliminate form-based processes, improving inventory recording systems, eliminating processes through the creation of SOPs, providing employee training and orientation, and implementing a centralized complaint system.