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CURICULLUM VITAE

Nama

Dr Hanna Permana Subanegara MARS

Lahir

Tasikmalaya, 4 Agustus 1953

Pendidikan

S-2

Status

Menikah, satu istri 3 anak

Pengalaman
Kerja

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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 .

Ditanyatanya.RS dan Hotel PELANGGAN HOTEL RUMAH SAKIT Datang Sehat Sakit Emosi Stabil Tidak Stabil Proses Singkat. disuapin Dimandiin Uang Siap Tidak siap Kesan Hebat. beri kunci Lama. kumuh . diperiksa Makan Ambil sendiri Mandi Mandi sendiri Diantar ke tempat tidur. nyaman Payah.

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. delivery. Instruments. Man power Working capital & Fixed cost Cost Procurement Recruitment Financing system . Cheaper. employee. Better. patient Readiness Revenues Resources Benefits ? Building. cost Customer Satisfaction Owner. Newer Cost Strategy Management Morality. safety. Materials. quality.

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 .

Believe. 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 . Vision.Mental Creation & Physical Creation Sebagai Bagian dari Manajemen Strategik Mission. Perumusan Value.

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

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

Good Corporate Governance (GCG) .

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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 .

Program dan Sasaran Tahapan Pencapaian Sasaran Penyusunan Program Pograming dan Anggaran Tahap pelaksanaan Tahap Pengendalian dan Evaluasi .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.

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 .

R. 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 . MacMillan. David.A Comprehensive Strategic Management Model Fred. New York. Concept of Strategic Management.

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 pembiayaan 3.Target Strategis Pimpinan Organisasi Business Plan Strategic Action Plan Revenue Center 1. Proses Pelayanan 2. Proses pelayanan 2. Target penghematan Accountability system . Hasil 3. Target Pendapatan Cost Center 1.

standar/target  Feedback berupa traffic light systems. Standard ACCOUNTABILITY SYSTEMS  Pemantauan kegiatan berdasar indikator. 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. dashboard systems  Evaluasi dan koreksi . mission.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.

Attitude. TR. Target. Mutu. Standard. TM. error. Mutu. Standard. Nosokomial. Standard. Zero Zero error. OTD. Delight Delight Attitude. Nosokomial. response. Delight. Zerro Zerro error.VALUE CHAIN DOKTER REVENUE CENTER ED ED OPD OPD IPD IPD PERIN MCU PERIN INTERMEDIATE INTERMEDIATE MCU AA Mutu. OTD. Target. error. Target. TM. Waiting Waiting time. TR. Time Time response. Delight. OTD. Target. PHARMACY PHARMACY COT COT ICU ICU DIAGNOSTIC DIAGNOSTIC RADIOLOGY RADIOLOGY LABORATORY LABORATORY MR MR Mutu. 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 . Standard. time. OTD.

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% .Building Brand Image Communication behavior Norm.

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 .

7 Problema kronis dalam organisasi Steven covey No shared vision and value No strategic path Poor alignment Wrong style Poor skill Low trust No Integrity .

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

MANAJER RS RS MANAJER Jangan mencerca kegelapan Nyalakan saja lilin .

biaya dan Pendapatan Namun jangan terlalu mendewakan pendapatan. sebab RS merupakan bisnis kepercayaan .SAP menyadarkan seluruh Pegawai di RS tentang Strategi.

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TERIMAKASIH .