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Abstract

Linen management is an important process in hospitals that is directly related to service quality and Infection Prevention and Control (IPC) efforts. This study aimed to analyze the implementation of Lean Management in linen management at the laundry unit of RSU X and to evaluate its contribution to improving process efficiency and strengthening IPC practices. The study employed an operational research design with a qualitative approach through observation, in-depth interviews, and document review. Data analysis was conducted using Value Stream Mapping, waste identification based on the eight waste concept, and root cause analysis using the 5 Whys method. The results showed that the average lead time of linen management before improvement was 534.41 minutes, with non-value-added (NVA) activities accounting for 61.11% of the total process time. The most dominant type of waste identified was Defects in Products and Information, characterized by non-compliance with work procedures, inconsistent use of personal protective equipment (PPE), and suboptimal separation of clean and dirty linen flows. As a follow-up action, Lean Kaizen interventions were implemented through the Plan-Do-Check-Act (PDCA) cycle, including the development and dissemination of standard operating procedures (SOPs), work process standardization, reinforcement of PPE compliance, and improvement of supporting facilities. After the implementation, the lead time decreased to 343.24 minutes and NVA activities were reduced to 134.47 minutes. The study concludes that Lean Management is effective in reducing waste, improving the efficiency of linen management processes, and strengthening IPC implementation in hospitals.

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Bahasa Abstract

Pengelolaan linen merupakan salah satu proses penting di rumah sakit yang berhubungan langsung dengan mutu pelayanan serta upaya pencegahan dan pengendalian infeksi (PPI). Penelitian ini bertujuan untuk menganalisis penerapan Lean Management dalam pengelolaan linen di unit laundry RSU X serta mengevaluasi kontribusinya terhadap peningkatan efisiensi proses dan penguatan PPI. Penelitian menggunakan desain operational research dengan pendekatan kualitatif melalui observasi, wawancara mendalam, dan telaah dokumen. Analisis dilakukan menggunakan Value Stream Mapping, identifikasi waste berdasarkan konsep eight waste, serta analisis akar penyebab dengan metode 5 Whys. Hasil penelitian menunjukkan bahwa rata-rata lead time pengelolaan linen sebelum perbaikan mencapai 534,41 menit dengan proporsi aktivitas non-value-added (NVA) sebesar 61,11%. Jenis waste yang paling dominan adalah Defects in Products and Information yang ditandai dengan ketidaksesuaian prosedur kerja, penggunaan alat pelindung diri (APD) yang belum konsisten, serta alur linen bersih dan kotor yang belum optimal. Sebagai tindak lanjut, intervensi Lean Kaizen diimplementasikan melalui siklus Plan-Do-Check-Act (PDCA) berupa penyusunan dan sosialisasi SPO, standarisasi proses kerja, penguatan kepatuhan APD, dan perbaikan sarana pendukung. Setelah implementasi perbaikan, lead time menurun menjadi 343,24 menit dan aktivitas NVA berkurang menjadi 134,47 menit. Hasil penelitian menunjukkan bahwa penerapan Lean Management efektif dalam mengurangi waste, meningkatkan efisiensi proses pengelolaan linen, serta memperkuat kesesuaian penerapan PPI di rumah sakit.

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