Professional Documents
Culture Documents
Daud MARS
CURRICULUM VITAE
Nama : dr. Arjaty W. Daud, MARS
Alamat : Apartemen Taman Rasuna 0809H Kuningan Jakarta Selatan
Tmpt / tgl. lahir : Manado,17 Januari 1969
Status : Menikah Agama : Islam
E-mail : arjaty@yahoo.com
PENDIDIKAN
S-1 Fakultas Kedokteran Universitas Sam Ratulangi - Manado , Lulus 1995
S-2 Fakultas Kesehatan Masyarakat, KARS Universitas Indonesia, Lulus 2005
PELATIHAN
2005 : Lead Audior ISO 9001 – 2000, International Registered Certificated Auditor (IRCA) Premises
2006 : Risk Management Base Training, Joint Commision Resources (JCR)
2007 : Patient Safety Up Date, Joint Commision International (JCI)
2005-2007 : Pelatihan2 PERMAPKIN, PERSI, dll
PENGALAMAN KERJA
2007 – saat ini : Direktur RS Zahirah
Konsultan Manajemen risiko RS Persahabatan, RS Dharmais
Konsultan Manajemen RS Asri,
2006 – saat ini : Konsultan Manajemen RS Medika BSD,
2004 - 2005 : Manajer Operasional Medika Plaza International Clinic
2003 : General Manajer Cempaka Medical Centre
2003 - 2004 : Direktur Operasional RS Sentra Medika
2002 - 2003 : Wakil Direktur Medik & Asist Direktur RS Sentra Medika
2000 - 2001 : Kepala Bagian Humas RS MMC
1999 - 2000 : Kepala Bagian Rehabilitasi Medik RS MMC
1999 : Asisten Konsultan WHO Umbrella Project Depkes
1996 -1999 : Kepala Puskesmas Sindang Barang Kabupaten Cianjur
ORGANISASI
2007 – saat ini : Anggota KKP RS PERSI Bidang Kajian Keselamatan Pasien
2005 - Saat ini: Ketua Institut Manajemen Risiko Klinis (IMRK)
Chapter Leader of American Society for Healthcare Risk Management (ASHRM)
Member of Profesional Risk Management International Association (PRMIA)
2005 – saat ini :Bendahara PASTI (Persatuan Awet Sehat Indonesia)
2003 – saat ini : Ketua Divisi Pengembangan & Rekruitment Tzu Chi International Medical Association
SISTIMATIKA
1. SISTEM PELAPORAN
2. MATRIKS GRADING RISIKO
3. ROOT CAUSE ANALYSIS
a. What is RCA?
b. Getting Started RCA ?
– Investigasi & Analisis
– Penyebab Insiden
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HEALTH CARE PATIENT SAFETY SYSTEM
External Bodies
Organisational Capacity
Clinical Performance
Patient Safety
Incident
Identification
Learning Patient
Safe Investigation
Feedback Practice & Analysis
Management
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HEALTH CARE PATIENT SAFETY SYSTEM
External Bodies
DEPKES
Organisational Capacity PERSI
Budaya
Clinical Clinical Performance
KARS Gov Safety
Patient Safety
Indikator /
COUNSIL Clinical
Performance Professional
Information & Audit Learning
Identification Competence
Management Patient
Feedback Safe KKP
Practice
O
SERVICE EXCELLENCE
V
GOOD GOVERNANCE
E Transparency, Accountability, Fairness, Credibility, Probity, Patient Centred care
Redesign
system
Fear of (Improve)
Blame
Reporting Leassons
Learned
Investigation
& Analysis
REDESAIN
REDESAINSISTEM
SISTEMAGAR
AGARORANG
ORANGMUDAH
MUDAHUNTUK
UNTUKBERBUAT
BERBUATBENAR
BENAR&&
SULIT
SULITUNTUK
UNTUKBERBUAT
BERBUATSALAH
SALAH
STOP
Who ?
Process of care
Input Health Patient Health
Activities Services Impact Outcome
Why ?
How ?
√
SYSTEM APPROACH : Traces the causal factorarjaty
back into the system as a whole
ORGANISATIONAL INCIDENT MODEL
MASALAH / PENGHALANG /
BUDAYA KERJA & FAKTOR DEFENCE
CARE MANAGEMENT
ORGANISASI KONTRIBUSI PROBLEM (CMP) BARRIERS
ADMINISTRASI
TINDAKAN
FAKTOR
FAKTOR
NATURAL
KONTRIBUSI
KONTRIBUSI
FISIK
HUMAN ERROR/
PASIEN
PASIEN (unik)
(unik) UNSAFE ACT
KEPUTUSAN
KEPUTUSAN MNGMN
MNGMN STAF
STAF (unik)
(unik) KT
&
& UNINTENDED D
PROSES
PROSES DLM
DLM TUGAS
TUGAS ACTION:
ORGANISASI
ORGANISASI SLIPS
KOMUNIKASI
KOMUNIKASI LAPSES
TIM
TIM
RENCANA
RENCANA
PELATIHAN
PELATIHAN INTENDED
DESIGN
DESIGN ACTION:
PERALATAN
PERALATAN &
& VIOLATIONS
KEBIJAKAN
KEBIJAKAN SUMBER DAYA
SUMBER DAYA MISTAKES
PROSEDUR
PROSEDUR KONDISI
KONDISI &LINGK
&LINGK
KERJA
KERJA
Error in
Execution
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SITUASI SAAT INI ?
Komplain
pasien
MANAJEMEN RISIKO
Laporan
Kronologis
Analisis
Identifikasi
Audit risiko
risiko
Medis
Rencana Strategis
Rapat Kasus Manajemen risiko
Ronde / terintegrasi
Morning
Report Penatalaksanaan
Evaluasi &
risiko
Prioritas risiko
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ALUR PELAPORAN INSIDEN
UNIT/
TIM KKP KKP
DEPT/ DIREKSI
INST RS PERSI
Atasan Langsung
Unit
Laporan
Insiden Kejadian
(KTD / (2 x 24 jam)
KNC)
Atasan
langsung
Grading
Tangani
segera
Biru / Kuning /
Hijau Merah
Investigasi
sederhana
Laporan Kejadian
Rekomendasi Hasil Investigasi
Analisa /
Regradin
g
RCA
Evaluasi
Feed back
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Pembelajaran / Laporan Laporan
ke Unit (Rekomendasi)
Rumah Sakit ..................................
.RAHASIA, TIDAK BOLEH DIFOTOCOPY, DILAPORKAN MAXIMAL 2 x 24 JAM
I. DATA PASIEN
Umur *: 0-1 bulan > 1 bulan – 1 tahun
> 1 tahun – 5 tahun > 5 tahun – 15 tahun
> 15 tahun – 30 tahun > 30 tahun – 65 tahun
> 65 tahun
Jenis kelamin : Laki-laki Perempuan
Penanggung biaya pasien : Pribadi Asuransi Swasta ASKES Pemerintah
Perusahaan*
Tanggal Masuk RS : …………………………. Jam………………………......
II. RINCIAN KEJADIAN
Tanggal dan Waktu Insiden
Tanggal : ……………………........... Jam : .....................…………………..
Insiden : .........................................................................................................................
Kronologis Insiden
…………………………………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………………………....
Tipe Insiden* :
Kejadian Nyaris Cedera / KNC (Near miss)
Kejadian Tidak diharapkan / KTD (Adverse Event)
Orang Pertama Yang Melaporkan Insiden*
Karyawan : Dokter / Perawat / Petugas lainnya
Pasien
Keluarga / Pendamping pasien
Pengunjung
Lain-lain...........................................................................................(sebutkan)
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DAMPAK KLINIS / CONSEQUENCES /
SEVERITY
Level DESKRIPSI CONTOH DESKRIPSI
1 Insignificant Tidak ada cedera
2 Minor Cedera ringan
Dapat diatasi dengan pertolongan pertama,
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ROOT CAUSE ANALYSIS
• Root cause analysis should continue until
organizational factors have been identified,
or until data are exhausted
• Inter-disciplinary, involving experts from
the frontline services
• Involving of those who are the most
familiar with the situation
• Continually digging deeper by asking why,
why, why at each level of cause and effect.
• A process that identifies changes that need
to be made to systems
• A process that is as impartial as possible
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RCA
The process RCA is a critical feature of any safety and
quality management system because it finds answers to
the questions posed by high risk, high impact events
notably :
• What happened, (norms)
• What should have happened? (policies)
• Why it occurred and what can be done to prevent it
from happening again. (actions/outcomes)
– How will we know that our actions improved
patient safety? (measures/tracking)
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ELEMENTS OF AN EFFECTIVE RCA PROGRAM
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Penyebab Solusi
(Faktor
Kontributor)
Investigas
i
Pembelajaran
Improve (PDCA)
(Data) Analisis
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( POA )
FIVE PRINCIPLES OF RCA
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INVESTIGATION
1. An investigation must be carried out.
2. Investigation should be started be
immediately and completed.
3. An objective is to obtain all relevant
information. Include interviewing all
relevant witnesses, taking statements,
obtaining documentary evidence and
contacting outside agencies, bodies, or
individual
4. The outcome of the investigation will take
the form of a written report.
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INCIDENT INVESTIGATION
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FIVE KEY
COMPONENTS OF ANY INVESTIGATION
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FIVE KEY
COMPONENTS OF ANY INVESTIGATION
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INVESTIGASI
1. Mengkaji ulang laporan kasus insiden
– Mencatat ringkasan kejadian sec kronologis & identifikasi
masalah / CMP
– Catat staf yg terlibat
– Tentukan siapa yg akan diinterview
2. Batasi masalah
Bagian mana dalam proses pelayanan yang akan diteliti
tergantung kondisi pasien, kapan dan dimana insiden
terjadi.
Mis. Insiden perdarahan post operasi - pasien meninggal 2
minggu kmdn.
Investigasi difokuskan pada :
- Persiapan operasi
- Durante operasi
- Pengawasan pasca operasi
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PENYEBAB INSIDEN
1. Immediate Cause / Proximate Cause
(Penyebab Langsung)
• The event (s) that occurred,including any condition (s) that existed
immediatly before the undesired outcome, directly resulted in its
occurrence and, if eliminated or modified, would have prevented the
undesired outcome. Also known as the direct cause (s)
• Examples of undesired outcomes : failure, anomaly, schedule delay,
broken equipment, product defect, problem, close call, mishap, etc
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ADVERSE EVENT (KTD)
Vs
IMMEDIATE CAUSE & ROOT CAUSE
KTD
KTD
Adverse KTD
Event / KTD KTD
KTD
KTD
KTD
Treat Symptom KTD
Symptomatik KTD
(Treat etiology)
Immediate Prevent
Cause Rekurens
Adverse Event
Root
Cause
Corrective Action
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Preventive Action
IDENTIFY PROXIMATE CAUSE
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IDENTIFY ROOT CAUSES
• Started to collect data on proximate cause
• “Why did that proximate cause happen ? Which
system & processes underlie proximate cause ?
• Probing for system rather than focus on human
errors.
• Teams often have trouble at this stage (Tendency is
to stop after identifying proximate causes and not
to probe deeper).
• The probing must continue until a reason underlying
a cause can no longer be identified. This, then is a
ROOT CAUSE
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PRUNE THE LIST OF
ROOT CAUSE
Asking two questions helps clarify
whether each cause or problem listed
is actually a true root cause :
1. If we fix the problem, will the
problem recur in the future ?
2. If this problem is a root cause,
how does it explain what
happened or what could have
happened ?
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Differentiating root cause and
contributing cause
Cause …………………
1.Would the problem have occurred if Cause had not
been present ?
No = root cause Yes : Contributing
2. Will the problem recur due to the same causal factor
if Cause is corrected or eliminated ?
No = root cause Yes : Contributing fc
3. Will correction or elimination of Cause lead to
similar events ?
No = root cause Yes : Contributing fc
If the answer is “no” to each of the three questions,
the cause is a ROOT CAUSE.
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If the answer is “yes” to any one
the cause is CONTRIBUTING CAUSE.
Proximate causes vs Root causes
Example : Medication error.
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LANGKAH RCA
(Seven Step Patient Safety NPSA) (The London Protocol)
1
= step 1. Identifikasi insiden yg akan
diinvestigasi
= step 3 2. Tentukan Tim Investigator
= ste
p4 3. Kumpulkan Data
4. Petakan Kronologis
5. Identifikasi Masalah / CMP
= st
ep 6 6. Analisis Informasi
= st
(Identifikasi Faktor
ep 7
Kontributor)
7. Rekomendasi & Rencana
Improvement (POA)
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Langkah RCA ( by JCAHO) (The London Protocol)
A . Persiapan RCA 1. Identifikasi insiden yg akan
1. Bentuk Tim
2. Tentukan Masalah (what is wrong) diinvestigasi
3. Pelajari masalah
2. Tentukan Tim Investigator
B. Tetapkan what happened & Why
3. Kumpulkan Data
4. Tentukan apa yg terjadi
faktor kontribusi
Identifikasi 4. Petakan Kronologis
5. Identifikasi faktor kontribusi yg lain 5. Identifikasi Masalah / CMP
6. Ukur, kumpul data Proximate cause & Underlying cause
Design dan implementasi perubahan 6. Analisis Informasi
C. Identifikasi root cause : (Identifikasi Faktor
9. Identifikasi tentukan sistem yg terlibat : Prone list Root
cause Kontributor)
10. Confirm Root Cause & interrelasionsip
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2. Pilih Tim Investigator
• Perlu orang yg expert untuk melakukan investigasi suatu insiden
serius.(Terlatih dengan AAM) Idealnya Tim terdiri dari 3-4 orang.
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3. Kumpulkan data
• Observasi langsung
Kunjungan langsung untuk mengetahui keadaan, posisi,
hal2 yg berhubungan dengan insiden.
• Dokumentasi
Untuk mengetahui apa yang terjadi sesuai data, observasi
dan inspeksi
• Interviews
Untuk mengetahui kejadian secara langsung untuk
pengecekan pada hasil observasi dan data dokumentasi
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DOKUMENTASI
• Tujuan pengumpulan informasi pada tahap ini:
1. Mengamankan informasi untuk memastikan dapat digunakan selama investigasi
dan jika kasus disidangkan di pengadilan
2. Identifikasi kebijakan dan prosedur yang relevan
3. Menggambarkan insiden secara akurat
4. Mengorganisasi informasi
5. Memberikan petunjuk pada Tim Investigasi
1. Kronologi Narasi
Kronologi insiden sangat berguna pada laporan akhir insiden
2. Timeline
Metode untuk menelusuri rantai insiden secara kronologis. Memungkinkan
Investigator untuk menemukan bagian dalam proses dimana masalah terjadi
3. Tabular Timeline
Sama dengan Timeline tetapi lebih detail menginformasikan Good practice,
CMP
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TABULAR TIMELINE
• Merupakan pengembangan Timeline yang berisi 3 data dasar : tanggal,
waktu, cerita kejadian asal dan dilengkapi 3 data lain yaitu : informasi
tambahan, praktek yg baik (good practice) dan masalah / CMP (care
management problem)
Nilai Positif :
• Membantu pemeriksaan dengan memetakan kronologi dalam bentuk
diagram sehingga mudah dibaca.
• Teknik ini memudahkan identifikasi kekurangan secara cepat.
• Tambahan informasi dapat dimasukkan tanpa perlu merubah format.
Nilai Negatif :
• Beberapa orang lebih suka pada pemetaan kasus karena lebih fleksibel
dan dinamis. arjaty
Chronology of the incident ( Wrong Site Surgery Case)
Kejadian
• 31st January 2002 - 14.00
• Patient was seen in pre-admission clinic for re-re-revision of right total
knee replacement done by specialist registrar 1. Written consent obtained.
Risks well explained and documented in the notes.
Kejadian Good Practice
• 4th February 2002 – 08.00
• Patient arrived at hospital, but was sent home due to the non-availability of
a bed. Patient was extremely annoyed as this had been the third occasion
his surgery has been cancelled.
Informasi tambahan
• 8th March 2002 – 14.00
• Patient seen in pre-admission clinic by Specialist Registrar 1 (SpR 1).
Written consent obtained. Risks well explained and documented in the
notes.
Good Practice
• 18th March 2002 -15.00
• Patient arrived at hospital for admission. Ward staff extremely busy, due to
a number of emergencies. Emergencies included a cardiac arrest and a
patient haemorrhaging post-operatively. Staffing included two D grade
staff and one F grade nurse, who were responsible for an 18 bed
orthopaedic ward
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TABULAR TIME LINE
Date & 31st Jan 2002 – 4th Feb 8th March 18th March 18th March 2002 – 17.00
Time 14.00 2002 – 2002 – 14.00 2002 –15.00
08.00
Event Patient (Pt) seen in Pt arrives at Pt seen in pre- Pt arrives at Pt admitted as an elective pt
pre-admission hospital. admission clinic hospital for for a revision of right total
clinic for re-re- by SPR1. Written admission knee replacement
revision of right consent obtained.
total knee
replacement.
Written consent
obtained.
Supplement Sent home Nursing staff Consultant prefers to see his
ary due to bed extremely busy patients pre-operatively, and
Information unavailability, due to a number to apply the operative site
pt annoyed by of emergencies mark, but due to late
cancellation and staff admission the pt was not seen
shortages on the consultants ward round
at 16.30.
Good Risks of procedure Risks of
Practice explained and procedure
documented well explained and
well documented
CMP arjaty Consultant did not see pt prior
to procedure
TIME PERSON GRID
• Alat pemetaan tabular yang dapat membantu pencatatan pergerakan orang
(Staf, Dokter, pengunjung, pasien dll) sebelum, selama dan sesudah kejadian.
• Membantu investigator mengetahui keberadaan seseorang pada saat kejadian /
insiden.
• Adverse event yang berdampak pada pasien baik langsung / tidak langsung
Mis. - Kegagalan dalam observasi / tindakan
- Penanganan yang tidak tepat
- Tidak mencari bantuan saat dibutuhkan
- Kesalahan dalam menggunakan peralatan
- Tidak mengikuti SOP
- Kesalahan memberikan pengobatan
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CONTOH CMP /CDP/CSP
CMP TOOLS
Pasien tiba di ruang operasi diterima oleh staf yang tidak Fishbone
semestinya
Tourniket yang digunakan pada tungkai kiri oleh konsultan bedah Analisa Hambatan
dan asistennya
Salah tungkai yang ditandai karena tersembunyi oleh kaus kaki Analisa Perubahan
• 5 Why
• Change Analysis
• Barrier Analysis
• Fish bone
• Flow chart
• Cause and Effect analysis
• Fault tree Analysis
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5 WHY
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Seorang Pasien wanita, 80 thn, ditemukan telah meninggal di lantai
disebelah tempat tidurnya. Kejadian kira2 pkl 02.00- 03.30
Why ? Proximate Causes
Sistem di
Sist Sarana / Prasarana SOP Farmasi Training
Monitoring
Ketenagaan
Root Cause
ANALISIS PERUBAHAN /
CHANGE ANALYSIS
• Dikembangkan oleh Kepnev Treque (1976)
• Digunakan untuk menganalisa proses yang tidak bekerja sesuai
rencana
(Apa dan mengapa berubah ?)
• Metode sederhana yg dapat membantu membandingkan proses yg
berjalan efektif atau gagal.
• Analisis komparativ
• Apa yang berubah sehingga menimbulkan kejadian / event
• Mencari dampak dari perubahan (potential dan aktual)
• Kapan digunakan ?
1. Bila suatu sistem / tugas yg awalnya berjalan efektif kemudian
terjadi kegagalan / terdapat sesuatu yg menyebabkan perubahan
situasi
2. Mencurigai suatu perubahan yg menyebabkan ketidaksesuaian
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tindakan atau kerusakan alat.
Analisis perubahan / change analysis
baseline
comparison
impact
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ANALISIS PENGHALANG /
BARRIER ANALYSIS
Hazard Barrier Target
m
har
CMP
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Root Causes of Sentinel Events
(All categories; 1995-2005)
Communication
Orientation/training
Patient assessment
Staffing
Availability of info
Competency/credentialing
Procedural compliance
Environ. safety / security
Leadership
Continuum of care
Care planning
Percent of 3548 events
Organization culture
0 10 20 30 40 50 60 70 80 90 100
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BELAJAR DARI PENGALAMAN
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After Root Causes, then What?
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HFMEA Vs RCA Process
Similarities Differences
• Proactive • Reactive
– Specific Process – Specific Event
Division : Directorate :
Date of Incident : Report Completed by :
RCA Code :
What factors did or could have minimized the impact of the incident ?
Rekomendasi &
Action Plan
Insiden
Investigasi Sederhana :
Penyebab langsung
Penyebab melatarbelakangi
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Team Work ?
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