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Abstract

In outpatient services, waiting time is one indicator of the quality of hospital services and can influence patient satisfaction. The research aims to analyze the waste of outpatient waiting time at the OB-GYN polyclinic of X General Hospital, Jember, using a lean healthcare approach. The case study for this research used a mixed-methods exploratory sequential design. Data were collected through observation, structured interviews, reviewing the standard operating procedures and the service flow, and distributing questionnaires to identify critical waste. The sequence of services was analyzed using Value Stream Mapping to identify value-added, non-value-added, and waste. Process Cycle Efficiency (PCE) was used to assess process efficiency; waste-causing factors were analyzed using a fishbone diagram. The results showed that the average waiting time for OB-GYN polyclinic outpatients was 97.6 minutes; however, the standard for waiting time for outpatient services is ≤ 60 minutes. The PCE score was 26.91%, indicating the process efficiency was still below the standard (>30%). The results showed critical waste, which includes waiting, extra processing, and inventory. Critical waste includes frequent SIMRS errors, lack of integration between service units, waiting for the doctor’s arrival, misfiling of medical records, and the absence of directions and information on outpatient services. Based on the study findings, some improvements are needed, especially in service quality by optimizing service flow, integrating SIMRS, and implementing visual management to reduce outpatient waiting times.

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