Anda di halaman 1dari 36

CURICULLUM VITAE

Nama

Dr Hanna Permana Subanegara MARS

Lahir

Tasikmalaya, 4 Agustus 1953

Pendidikan

S-2

Status

Menikah, satu istri 3 anak

Pengalaman
Kerja

1.
2.
3.
4.
5.
6.
7.
8.

Alamat

Jl Pondok Damar E-5, Golf City Kedaton, Cikupa


Tangerang, Banten

Mobile Phone
Home & Fax

081218772233
0215926383

E-mail

hanna@dayapakergemilang.com

Direktur RS Pemerintah/Swasta
Dosen Pascasarjana UI, UGM, URINDO dan UNHAS
Senior consultant PT Daya Pakar Gemilang
Hospital management expert PT Darena
Senior consultant PT Sansekerta Consulting Group
Senior consultant PT Konsultan Multi Indonesia
Dewan Penasehat Arsada Pusat
Ketua Divisi Pengembangan Kinerja RS, PERSI

STRATEGIC MANAGEMENT SYSTEMS

Dr Hanna Permana Subanegara MARS

Bisnis Rumah Sakit


Value / Trusty business

Prod
uct

Delight
Customer
Trustworthy
Provider

Mind

Serv
ice

Keinginan
Pelanggan
Social needs

Ingin diakui keberadaannya sebagai sesama


manusia

Emosional needs
Ingin disenangkan dan ingin disanjung secara
emosi

Physical needs
Ingin sembuh dari gangguan fisik yang dideritanya

Security needs

Pasien ingin rasa aman dari gangguan apapun

Kenapa ???

Pasien tidak kembali lagi


ke RS KITA
1%
Meninggal
3%
Pindah alamat
5%
Dipengaruhi
rekan/keluarga
9%
Kompetisi (misal :
harga)
14%
Kecewa dengan
pelayanan
68%
Sikap dan perilaku
PEGAWAI

RS dan Hotel
PELANGGAN

HOTEL

RUMAH SAKIT

Datang

Sehat

Sakit

Emosi

Stabil

Tidak Stabil

Proses

Singkat, beri
kunci

Lama, Ditanyatanya, diperiksa

Makan

Ambil sendiri

Mandi

Mandi sendiri

Diantar ke tempat
tidur, disuapin
Dimandiin

Uang

Siap

Tidak siap

Kesan

Hebat, nyaman

Payah, kumuh

RS Menurut Pasien
Pasien
Tukang parkir

Satpam

Petugas
Pendaftaran

Kasier

Dokter
Perawat
Petugas
Apotik
Lab.

Petugas Rontgent

Loop Strategi Bisnis Rumah Sakit


Accountability

Service excellent
Operational cost
Cost
Training

Faster, Better, Cheaper, Newer

Cost

Strategy

Management

Morality, delivery, quality, safety, cost

Customer Satisfaction
Owner, employee, patient

Readiness

Revenues

Resources

Benefits ?

Building, Instruments, Materials, Man power


Working capital & Fixed cost
Cost

Procurement
Recruitment

Financing
system

Do by inspirations
Do by Prosedure
Do by theory
Do by feeling
Do by order

Core Competencies
Costumer Value
Memberikan nilai tambah bagi
pelanggan
Competitor unique
Suatu yang unik dan superior
sebagai kompetitor handal
Extendibility
berguna bagi pengembangan produk
dan mampu menembus pasar

Mental Creation & Physical Creation


Sebagai Bagian dari Manajemen
Strategik
Mission, Vision, Believe,
Perumusan
Value, Goals and
Objectives
strategi
Perencanaan
strategik
Penyusunan
program
Penyusunan
anggaran
Implementasi
Pemantauan

Strategic Planning
Objectives Strategy

Mental
Creation
Process

Program

Management
Strategic
Systems
Budgeting
(Short Range Profit Plan)

Implementation Plan

Physical
Creation
Process
Monitoring and
Provide Feedback

System design

Operating
Management
Leadership
High performance
Human
resource
Business Plan
by Balanced scorecard approac
Commitment
Development
Financing systems
Development
Phsysical design

Business Plan
Target Strategi
Balanced
sorecard
Themes
1. Learn and Growth
- Capability
- Capacity
- Commitment
2. Internal Business
Process
- TQM
- Building arrangement
- OTD, Time
response
3. Customer
- Kepuasan
pelanggan
- the VOC
- customer delighted
4. Finance
- ROA/ROI
- Cost contaiment
- Cost effectiveness

SMF
SMF
Komper
Komper

SAP

Direktur

Bidan
g
SAP
SAP

Bidan
g
SAP

Bagia
n
SAP

SAP

SAP

Good Corporate Governance (GCG)

Elemen Manajemen Strategis


KAIZEN
Analisa
strategis
Lingkungan

Sumber Daya

Analisa
strategis

Perencanaan
Sumber Daya

Menghasilkan
Pilihan
Pilihan
strategis

Aplikasi
strategis
Struktur
Organisasi

Evaluasi
Berbagai
Pilihan
Seleksi
Strategi

SDM
dan Sistem

Tahap Diagnosis

Misi dan Visi


Kajian Lingkungan
Internal

Kajian Lingkungan
Eksternal

Penyusunan
Rencana Strategis

Issue Utama

Tahap Perencanaan

Strategi Pengembangan
(Tujuan dan Penetapan Prioritas)

Penyusunan Rencana
Operasional (3-5 Tahun)

Kebijakan, Program dan Sasaran


Tahapan Pencapaian Sasaran

Penyusunan Program

Pograming dan Anggaran

Tahap
pelaksanaan
Tahap Pengendalian dan Evaluasi

SCANNING PROCESS

MIISSI / VISI

RENCANA STRATEGIS
RENCANA TAHUNAN

ANALISA LINGKUNGAN

INTERNAL

SASARAN DAN KEBIJAKAN


ANGGARAN/ PROGRAM

EKSTERNAL

PELAKSANAAN PROGRAM
HASIL KEGIATAN
Umpan balik

A CHIERARCHY
CHIERARCHY OF
OF STRATEGIC
STRATEGIC INTENT
INTENT
A

Strategic
Analysis

External Assessment
Assessment
External

Alex Miller

Internal Assessment
Assessment
Internal

BUSINESS LEVEL
LEVEL STRATEGY
STRATEGY
BUSINESS

Operations Level
Level
Strategic Operations
Strategy
Strategy
Formulation

Corporate Level
Level
Corporate
Strategy
Strategy

International Level
Level
International
Strategy
Strategy

CHALANGE OF
OF STRATEGY
STRATEGY IMPLEMENTATION
IMPLEMENTATION
CHALANGE

Strategic
Implementation

LEADERSHIP FOR
FOR
LEADERSHIP
ORGANIZATIONAL
LEARNING
ORGANIZATIONAL LEARNING

Contextual
Systems
Contextual
Systems
Action
Action
Levers for
for change
change Levers
Levers for
for change
change Levers
Levers
Levers for
for change
change

A Comprehensive Strategic Management Model


Fred. R. David, Concept of Strategic Management, New York, MacMillan, 1995

Perform
External
Audit

Developt
Mission
Statement

Establish
Longterm
Objectives

Generate
Evaluate
And Select
Strategies

Establish
Policies
And Annual
Objectives

Allocate
Resources

Measure
And
Evaluate
Performance

Perform
Internal
Audit

Strategy
Formulation

Strategy
Implementation

Strategy
Evaluation

STRATEGIC MANAGEMENT (Whitaker)


Strategic
Analysis
And Choice

Mission
Vision

GOALS
OBJECTIVES

Critical
Succes
Factors

Values

CORPORATE
STRATEGY

Internal
Analysis
External
Analysis

Strategic Planning

Assumption

Performance Management

Monitor
Implementation
Provide Feddback

Establish
Accountability
And
Implementation
Plan

Strategic Planning Drucker & Kaplan

Generic strategy

Internal
Analysis

Mission
Strategic
issues

Vision

strategy
Development

Values
External
Analysis

Goals

Functional strategy

Programing
Budgeting

PEMAHAMAN STRATEGI
STRATEGI
PEMAHAMAN

ANALISA
-Lingkungan
-Pasar
-Potensi
UEE
U
L
L
A
VA
V

MISI
MISI

VISI
VISI

ISSUE
ISSUE
STRATEGI
-Program
-Biaya
-Prosedur

TUJUAN
KEGIATAN PROGRAM SASARAN TUJUAN
KEGIATAN

Vision

Leadership
Commitment

Business
Plan

Mission

Master Plan

Goals

Value

Objectiv
e

Master Budget

Financing
Systems
Billing
systems
Cost
Analysis
Pricing

Master
Program

Strategic Action
Plan

Block Plan

Strategic Action
Plan

Strategy

Implementation plan
Annual Plan

Remuneratio
n
Budgeti
ng

Good Governance

Policy

Program
Activity

Accountability
System

Building/Tool
s

Feedback

Target Strategis

Pimpinan Organisasi
Business Plan
Strategic Action Plan

Revenue Center

1. Proses
pelayanan
2. Hasil
3. Target
Pendapatan

Cost Center

1. Proses
Pelayanan
2. Target
pembiayaan
3. Target
penghematan

Accountability system

BUSINESS SCHEME
BUSINESS PLAN

Organization plan

Current marketing situation


Opportunity and issues
Objectives
Marketing strategy
Action program
Financial Projections
Implementation control

Financing document

Programming
Budgeting
Policy
Procedure
STRATEGIC ACTION PLAN

Marketing plan

Vision, mission, value


Environmental analysis
Corporate strategy
Requiring Estimation
Target / Standard

IMPLEMENTATION PLAN

Financing conditions
Assets
Balancing sheet
Financing analysis
Break-even analysis

Supporting document

ANNUAL PLAN

Programming Unit
Budgeting Unit
Target Unit 5 Tahun

Activities
Indicators, Target, Standard

ACCOUNTABILITY SYSTEMS
Pemantauan kegiatan berdasar
indikator, standar/target
Feedback berupa traffic light systems,
dashboard systems
Evaluasi dan koreksi

VALUE CHAIN

DOKTER
REVENUE CENTER

ED
ED

OPD
OPD

IPD
IPD

PERIN
MCU
PERIN INTERMEDIATE
INTERMEDIATE
MCU
AA
Mutu,
Mutu, Nosokomial,
Nosokomial, Zero
Zero error,
error, OTD,
OTD, TR,
TR, TM,
TM, Standard,
Standard, Target,
Target, Delight,
Delight,

PHARMACY
PHARMACY

COT
COT

ICU
ICU

DIAGNOSTIC
DIAGNOSTIC

RADIOLOGY
RADIOLOGY

LABORATORY
LABORATORY

MR
MR

Mutu,
Mutu, Zerro
Zerro error,
error, Time
Time response,
response, OTD,
OTD, Standard,
Standard, Target,
Target, Delight
Delight
Attitude,
Attitude, Waiting
Waiting time,
time,

COST CENTER
HUMAN
HUMAN
RESOURCE
RESOURCE
Competency
Competency
Pembinaan
Pembinaan
persuasif
persuasif dan
dan
konstruktif
konstruktif
Kinerja
Kinerja
Capacity
Capacity

NURSING
NURSING
Competency
Competency
Sysdur
Sysdur
Communication
Communication

FINANCING
FINANCING
Cashflow
Cashflow
Remunerasi
Remunerasi
Tariff
Tariff
Neraca
Neraca
Rugi
Rugi laba
laba
Kesehatan
Kesehatan
keuangan
keuangan

SUPORTING
SUPORTING
Time
Time response
response
Kelengkapan
Kelengkapan dan
dan
kesiapan
kesiapan barang
barang
Maintenance
Maintenance

Building Brand Image


Communication
behavior
Norm, value
Integrity
Vision
culture

ATTITUDE
Leadership
Entrepreneur-ship
Risk taking
Ownership
DELIGHT CUSTOMER
Human relationship BERKELAS
Disturbance handler

90%

BRANDING

SKILL & KNOWLEDGE


BERKUALITAS
Diagnostic
Reporting
CUSTOMER SATISFACTION
Clinical pathway
Accountability
Technical implementing Provide feedback
Strategy
Controlling
implementation
Quality dimension
IT implementation
Finance management

10%

Six Learning
Disabilities
I am is in my position

Peter Senge

The enemy is out there


Illusion of taking charge
Fixation on event
Delusion of learning from experience
Myth of the management team in most
organization

7 hal yang mematikan

Steven covey

Wealth without work


Pleasure without conscience
Knowledge without character
Business without ethics
Science without humanity
Religion without sacrifice
Politics without principles

Problema kronis dalam organisasi


Steven covey

No shared vision
and value
No strategic path
Poor alignment
Wrong style
Poor skill
Low trust
No Integrity

PANIC ZONE
DISCOMFORT ZONE
COMFORT
ZONE

Nicholas Brailey

COMFORT ZONE
Karyawan menyukai tempat ini, sulit berubah dan tak butuh pembelajaran
DISCOMFORT ZONE
Karyawan tidak memliki kepastian, sering berubah, menjadi pembelajar
PANIC ZONE
Karyawan sudah beku, tidak mau berubah dan tidak mau belajar

MANAJER RS
RS
MANAJER

Jangan mencerca kegelapan


Nyalakan saja lilin

SAP menyadarkan seluruh


Pegawai di RS tentang Strategi,
biaya dan Pendapatan
Namun jangan terlalu
mendewakan pendapatan, sebab
RS merupakan bisnis
kepercayaan

TERIMAKASIH