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RS ……………………. IDENTIFIKASI DAN TELUSUR SHEET POTENSIAL PELUANG PENINGKATAN PERFORMA

Dept./Unit/: ___________________ (Manager menyimpan berkas asli dan mengirim kopi ke KMKP.)

Date: __________________________________ Dibuat oleh: ________________________________________

NoPeluang peningkatan performa?

Apa masalahnya atau peluang untuk peningkatan

performa?

Bagaimana anda mengetahuinya?

IDENTIFIKASI DAN TELUSUR SHEET POTENSIAL PELUANG PENINGKATAN PERFORMA

Dept./Unit/: ___________________ (Manager menyimpan berkas asli dan mengirim kopi ke KMKP.)

Date: __________________________________ Dibuat oleh: ________________________________________

Bagaimana hal ini berdampak pada

perawatan pasien?

Apa kemungkinan penyebab?

Aksi yang akan dilaksanakan, dan siapa yang bertanggungjawab

menyelesaikan masalah?

QUALITY IMPROVEMENT PROJECT WORKSHEET

PROJECT TITLE : Peningkatan kelengkapan pengisian Asesmen awal medik dalam waktu 24 jamTEAM LEADERTEAM MEMBER :

WHO WILL BENEFIT :

PROBLEM / OPPORTUNITY STATEMENT Kelengkapan pengisian asesmen awal medik dalam waktu 1X24 jam hanya 20 %(WHAT'S WRONG WITH QUALITY ?)

AIM / GOAL : Meningkatkan kelengkapan pengisian Asesmen awal medik pasien dalam waktu 1X 24 jam 100% dalam 1 tahun(WHAT ARE WE TRYING TO ACCOMPLISH?)(TARGET & TIME)

MEASURE :

v PATIENTS ☐FAMILY ☐STAFF

☐ STRUCTURE ☐ PROCESS ☐ OUTCOME

QUALITY IMPROVEMENT PROJECT WORKSHEET

Peningkatan kelengkapan pengisian Asesmen awal medik dalam waktu 24 jam

Kelengkapan pengisian asesmen awal medik dalam waktu 1X24 jam hanya 20 %

Meningkatkan kelengkapan pengisian Asesmen awal medik pasien dalam waktu 1X 24 jam 100% dalam 1 tahun

FLOW CHART

FISHBONE DIAGRAM

Number of Main Causes: 6

‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗ ‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗Methods Manpower

‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾╗ ╗

╗ ╗╗ Keluarga tidak ada ╗ Malas

╗ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾ ╗ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾╗ ╗

╗ Informed consent ╗ Kurang Disiplin╗ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾ ╗ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾

╗ ╗╗ Kelengkapan Berkas ╗ Petugas Tidak Siap

╗ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾ ╗ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾

╝ ╝╝ Lift mati ╝ Mesin kurang

╝ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾ ╝ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾╝ ╝

╝ Pemeliharaan kurang ╝ Pengadaan╝ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾ ╝ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾

╝ ╝╝ ╝ Birokrasi

╝ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾ ╝ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾╝ ╝

‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗ ‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗Environment Machines

‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾

FISHBONE DIAGRAM

‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗

‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾╗

╗╗

╗ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾╗

╗╗ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾

╗╗

╗ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾Penundaan Operasi

╝╝ Instrumen tidak siap

╝ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾╝

╝ Belum steril╝ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾

╝╝ Alat terbatas

╝ ‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾╝

‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗‗Material

‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾

╗

╝

##################

CausesMalas Alat terbatas Birokrasi

Criteria

Impact on patient 5 4 5 5 5Reputation 4 3 3 5 3Acceptance 5 5 4 2 4

Time Needed 5 3 5 2 1Total Score 19 15 17 14 13

Impact Dampak semakin berat semakin tinggi nilai (5 -1)Reputasi Reputasi buruk semakin tingi nilai (5-1)

mudah dilaksanakan semakin tinggi nilai (5 -1)

Waktu yg dibutuhkanwaktu singkat semakin tinggi nilai (5-1)

Keluarga tidak ada

Pemeliharaan kurang

Accept / Dpt diteriman /

dilaksanakan

0 0 0 0 0 0 0

0

© 2009 Vertex42 LLC Templates by Vertex42.com

Pareto Analysis

[Brief Project Description][Date]

[42]

The first 4 Causes cover 83.33% of the Total Defects

Cumulative Percentage Cutoff: 80%

# Causes Defects Cumulative%1 Malas 19 24.4%2 Alat terbatas 17 46.2%3 Keluarga tidak ada 15 65.4%4 Birokrasi 14 83.3%5 Pemeliharaan kurang 13 100.0%6 100.0%7 100.0%8 100.0%9 100.0%

10 100.0%11 100.0%12 100.0%13 100.0%

100.0%100.0%

0

2

4

6

8

10

12

14

16

18

20

0%

20%

40%

60%

80%

100%

[Chart Title]

Vital Few Useful Many Cumulative% Cut Off %

Causes

De

fec

ts

Cum

ulat

ive

%

[42]

ACTION PLAN TOOL

WHAT WHO WHENACTION 1 sosialisasi…. ka bid keperawatan agustus

ACTION 2

ACTION 3

ACTION 4

……

WHEREruang perawata

Gantt Chart Version 1.7.3 © 2006-2012 Vertex42 LLC

[Project Name][Company Name] Today's Date:

Project Lead: [Name]

Start Date: 1/2/2012 Monday

[42]

WBS Tasks Start End Dur

ation

(Day

s)

% C

ompl

ete

1 sosialisai yayuk 1/2/12 1/31/12 30 0%

1.1 Sub Task level 2 1/2/12 1/6/12 5 0%

1.2 Sub Task level 2 1/7/12 1/11/12 5 0%

1.2.1 Sub Task level 3 1/12/12 1/16/12 5 0%

1.2.2 Sub Task level 3 1/17/12 1/21/12 5 0%

1.3 Sub Task level 2 1/22/12 1/26/12 5 0%

1.4 Sub Task level 2 1/27/12 1/31/12 5 0%

2 Task Category 2 [Name] 1/2/12 1/27/12 26 25%

2.1 Sub Task level 2 1/2/12 1/6/12 5 25%

2.2 Sub Task level 2 1/9/12 1/13/12 5 25%

2.3 Sub Task level 2 1/16/12 1/20/12 5 25%

2.4 Sub Task level 2 1/23/12 1/27/12 5 25%

3 Task Category 3 [Name] 1/2/12 1/28/12 27 50%

3.1 Sub Task level 2 1/2/12 1/7/12 6 50%

3.2 Sub Task level 2 1/9/12 1/14/12 6 50%

3.3 Sub Task level 2 1/16/12 1/21/12 6 50%

3.4 Sub Task level 2 1/23/12 1/28/12 6 50%

4 Task Category 4 [Name] 1/2/12 1/21/12 20 0%

4.1 Sub Task level 2 1/2/12 1/6/12 5 0%

4.2 Sub Task level 2 1/7/12 1/11/12 5 0%

4.3 Sub Task level 2 1/12/12 1/16/12 5 0%

4.4 Sub Task level 2 1/17/12 1/21/12 5 0%

1 Task Category 1 1/5/09 1/5/09 1 0%

1.1 Sub Task level 2 1/5/09 1/5/09 1 0%

1.1.1 Level 3 Task 1/5/09 1/5/09 1 0%

TaskLead

TEMPLATE ROWS: Copy and insert the entire section, or just the specific sub tasks, depending on which level you want to use (formulas are different for different WBS levels)

A9
Work Breakdown Structure Level 1: 1, 2, 3, ... Level 2: 1.1, 1.2, 1.3, ... Level 3: 1.1.1, 1.1.2, 1.1.3, … The WBS is automatically entered, but the formulas are different for different levels.
D9
Start Date Enter the starting date for this task. To associate the start date with the end of another task, enter a formula in the start date that refers to the end date of that task.
E9
End Date The ending date is calculated by adding the Duration (calendar days) to the Start date minus 1 day, because the task duration is from the beginning of the Start day to the end of the End day.
F9
Duration (Calendar Days) Enter the number of calendar days for the given task. Refer to the Working Days column or use a calendar to determine the corresponding working days. The duration is from the beginning of the Start date to the ending of the End Date. When the duration is calculated, it is calculated as End Date minus the Start Date plus 1 day, so that a task starting and ending on the same day has a duration of 1 day.
G9
Percent Complete Update the status of this task by entering the percent complete (between 0% and 100%).

1.1.1.1 Level 4 task 1/5/09 1/5/09 1 0%

© 2006-2012 Vertex42 LLC 0

2/24/2009 Tuesday

(vertical red line)

First Day of Week (Mon=2): 2 1/2/2012 1/9/2012### 1/16/2012

Wor

king

Day

s

Day

s Co

mpl

ete

Day

s Re

mai

ning

02 -

Jan

- 1

2

09 -

Jan

- 1

2

16 -

Jan

- 1

2

22 0 30

5 0 5

3 0 5

3 0 5

4 0 5

4 0 5

3 0 5

20 6 20

5 1 4

5 1 4

5 1 4

5 1 4

20 13 14

5 3 3

5 3 3

5 3 3

5 3 3

15 0 20

5 0 5

3 0 5

3 0 5

4 0 5

1 0 1

1 0 1

1 0 1

HELP

Copy and insert the entire section, or just the specific sub tasks, depending on which level you want to use (formulas are different for different WBS levels)

G1
Terms of Use and Copyright: See the Terms Of Use worksheet and the license agreement on Vertex42.com. Copyright notices may not be removed.
H9
Working Days Counts the number of working days using the NETWORKDAYS() formula, which excludes weekends. When planning work based upon the number of working days, adjust the Duration until the desired # of working days is reached.
I9
Calendar Days Complete This column is calculated by multiplying the Duration by the %Complete and rounding down to the nearest integer.
J9
Calendar Days Remaining This column is calculated by subtracting the Days Complete from the Duration.

1 0 1

1/17/2012 1/18/2012 1/19/2012 1/20/2012 1/21/2012 1/22/2012 1/23/2012

16 -

Jan

- 1

2

23 -

Jan

- 1

2

1/24/2012 1/25/2012 1/26/2012 1/27/2012 1/28/2012 1/29/2012 1/30/2012

23 -

Jan

- 1

2

30 -

Jan

- 1

2

1/31/2012 2/1/2012 2/2/2012 2/3/2012 2/4/2012 2/5/2012 2/6/2012

30 -

Jan

- 1

2

06 -

Feb

- 1

2

2/7/2012 2/8/2012 2/9/2012 2/10/2012 2/11/2012 2/12/2012 2/13/2012

06 -

Feb

- 1

2

13 -

Feb

- 1

2

2/14/2012 2/15/2012 2/16/2012 2/17/2012 2/18/2012 2/19/2012 2/20/2012

13 -

Feb

- 1

2

20 -

Feb

- 1

2

2/21/2012 2/22/2012 2/23/2012 2/24/2012 2/25/2012 2/26/2012 2/27/2012

20 -

Feb

- 1

2

27 -

Feb

- 1

2

2/28/2012 2/29/2012 3/1/2012 3/2/2012 3/3/2012 3/4/2012 3/5/2012

27 -

Feb

- 1

2

05 -

Mar

- 1

2

3/6/2012 3/7/2012 3/8/2012 3/9/2012 3/10/2012 3/11/2012 3/12/2012

05 -

Mar

- 1

2

12 -

Mar

- 1

2

3/13/2012 3/14/2012 3/15/2012 3/16/2012 3/17/2012 3/18/2012 3/19/2012

12 -

Mar

- 1

2

19 -

Mar

- 1

2

3/20/2012 3/21/2012 3/22/2012 3/23/2012 3/24/2012 3/25/2012 3/26/2012

19 -

Mar

- 1

2

26 -

Mar

- 1

2

3/27/2012 3/28/2012 3/29/2012 3/30/2012 3/31/2012 4/1/2012 4/2/2012

26 -

Mar

- 1

2

02 -

Apr

- 1

2

4/3/2012 4/4/2012 4/5/2012 4/6/2012 4/7/2012 4/8/2012 4/9/2012

02 -

Apr

- 1

2

09 -

Apr

- 1

2

4/10/2012 4/11/2012 4/12/2012 4/13/2012 4/14/2012 4/15/2012 4/16/2012

09 -

Apr

- 1

2

16 -

Apr

- 1

2

4/17/2012 4/18/2012 4/19/2012 4/20/2012 4/21/2012 4/22/2012 4/23/2012

16 -

Apr

- 1

2

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Apr

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2

4/24/2012 4/25/2012 4/26/2012 4/27/2012 4/28/2012 4/29/2012 4/30/2012

23 -

Apr

- 1

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30 -

Apr

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2

5/1/2012 5/2/2012 5/3/2012 5/4/2012 5/5/2012 5/6/2012 5/7/2012

30 -

Apr

- 1

2

07 -

May

- 1

2

5/8/2012 5/9/2012 5/10/2012 5/11/2012 5/12/2012 5/13/2012 5/14/2012

07 -

May

- 1

2

14 -

May

- 1

2

5/15/2012 5/16/2012 5/17/2012 5/18/2012 5/19/2012 5/20/2012 5/21/2012

14 -

May

- 1

2

21 -

May

- 1

2

5/22/2012 5/23/2012 5/24/2012 5/25/2012 5/26/2012 5/27/2012 5/28/2012

21 -

May

- 1

2

28 -

May

- 1

2

5/29/2012 5/30/2012 5/31/2012 6/1/2012 6/2/2012 6/3/2012 6/4/2012

28 -

May

- 1

2

04 -

Jun

- 1

2

6/5/2012 6/6/2012 6/7/2012 6/8/2012 6/9/2012 6/10/2012 6/11/2012

04 -

Jun

- 1

2

11 -

Jun

- 1

2

6/12/2012 6/13/2012 6/14/2012 6/15/2012 6/16/2012 6/17/2012 6/18/2012

11 -

Jun

- 1

2

18 -

Jun

- 1

2

6/19/2012 6/20/2012 6/21/2012 6/22/2012 6/23/2012 6/24/2012 6/25/2012

18 -

Jun

- 1

2

25 -

Jun

- 1

2

6/26/2012 6/27/2012 6/28/2012 6/29/2012 6/30/2012 7/1/2012 7/2/2012

25 -

Jun

- 1

2

02 -

Jul

- 1

2

7/3/2012 7/4/2012 7/5/2012 7/6/2012 7/7/2012 7/8/2012 7/9/2012

02 -

Jul

- 1

2

09 -

Jul

- 1

2

7/10/2012 7/11/2012 7/12/2012 7/13/2012 7/14/2012 7/15/2012 7/16/2012

09 -

Jul

- 1

2

16 -

Jul

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2

7/17/2012 7/18/2012 7/19/2012 7/20/2012 7/21/2012 7/22/2012 7/23/2012

16 -

Jul

- 1

2

23 -

Jul

- 1

2

7/24/2012 7/25/2012 7/26/2012 7/27/2012 7/28/2012 7/29/2012 7/30/2012

23 -

Jul

- 1

2

30 -

Jul

- 1

2

7/31/2012 8/1/2012 8/2/2012 8/3/2012 8/4/2012 8/5/2012 8/6/2012

30 -

Jul

- 1

2

06 -

Aug

- 1

2

8/7/2012 8/8/2012 8/9/2012 8/10/2012 8/11/2012 8/12/2012 8/13/2012

06 -

Aug

- 1

2

13 -

Aug

- 1

2

8/14/2012 8/15/2012 8/16/2012 8/17/2012 8/18/2012 8/19/2012 8/20/2012

13 -

Aug

- 1

2

20 -

Aug

- 1

2

8/21/2012 8/22/2012 8/23/2012 8/24/2012 8/25/2012 8/26/2012

20 -

Aug

- 1

2

Graphs of Key Measures Put Your Center Name Here

LATIHAN SOAL ENTRI DATA INDIKATOR

Month %

Pemeriksaan Kritis Waktu pelaporan 100Jan #N/A 100feb #N/A 100maret #N/A 100april #N/A 100mei #N/A 100juni #N/A 100juli #N/A 100agustus #N/A 100september #N/A 100okt #N/A 100nov #N/A 100des #N/A 100

#N/A 100#N/A 100#N/A 100#N/A #DIV/0! 100

Pasien Baru (Denum)

Pengkajian Awal selesai dlm wkt 24 j

(Num)

Jumlah Pasien yg Melakukan Pemeriksaan

Kritis

Waktu Pelaporan Hasil

Kritis < 1 jam

Goal for % with

Notification w/in 1 hr

Graphs of Key Measures Put Your Center Name Here

6060606060606060606060606060606060

Goal for Acknow-

ledgement Time

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