Analysis Of The Implementation Of Facility and Safety Management (MFK) Using The PDSA Approach at The Kepahiang Regional General Hospital In Kepahiang District In 2024
DOI:
https://doi.org/10.47134/ijatm.v3i1.123Keywords:
Hospital Accreditation, Facility and Safety Management, PDSA (Plan, Do, Study, Act)Abstract
Hospitals have an important role in providing quality and safe health services, one of which is through the implementation of Facility and Safety Management (MFK) according to accreditation standards. At Kepahiang Regional General Hospital, the implementation of MFK has not been running optimally, as evidenced by the continued occurrence of facility incidents, low compliance with safety facility management and weak supervision. This study aims to analyze the implementation of MFK using the PDSA ( Plan-Do-Study-Act ) approach at Kepahiang Regional General Hospital to identify obstacles, regulatory compliance, and continuous improvement efforts in increasing safety and service quality. This research is a qualitative study with a holistic single case study design using an exploratory approach and the PDSA cycle to analyze the implementation of MFK at Kepahiang Regional Hospital. Data collection was conducted through document review, observation, Focus Group Discussion (FGD), and in-depth interviews with eight informants selected purposively . Data analysis was carried out inductively through the processes of reduction, display, and drawing conclusions until reaching the point of saturation. The results of the study indicate that the implementation of Facility and Safety Management (FMS) at Kepahiang Regional Hospital is still not optimal. In terms of planning, the hospital has a risk register , policies, guidelines, SOPs, and work programs that meet accreditation requirements, but most FMS implementers lack competency or educational background in occupational safety and health. During the implementation stage, inventories of utility systems and medical equipment have been conducted, but are not updated regularly, and routine maintenance and calibration of medical equipment are also inconsistent. Supervision and evaluation tend to be passive and are only carried out prior to accreditation, and recording and reporting of FMS activities have not been carried out continuously. The implementation of MFK at Kepahiang Regional Hospital has not met standards due to constraints such as low human resource competency, weak management commitment, budget constraints, inadequate oversight, and minimal coordination between units. These conditions have the potential to increase the risk of incidents and reduce the quality of hospital safety services.
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