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All Journal Management Mimbar Pendidikan: Jurnal Indonesia untuk Kajian Pendidikan QALAMUNA: Jurnal Pendidikan, Sosial, dan Agama Jurnal Abdimas BSI: Jurnal Pengabdian Kepada Masyarakat Jurnal Ecodemica : Jurnal Ekonomi Manajemen dan Bisnis Jurnal Pariwisata Jurnal Ilmiah Universitas Batanghari Jambi Syntax Literate: Jurnal Ilmiah Indonesia Maneggio: Jurnal Ilmiah Magister Manajemen Jurnal Kesehatan Medika Saintika Primanomics : Jurnal Ekonomi & Bisnis JURNAL EDUCATION AND DEVELOPMENT Journal of Health Policy and Management NUSANTARA : Jurnal Ilmu Pengetahuan Sosial JURNAL PENDIDIKAN TAMBUSAI JKM (Jurnal Kebidanan Malahayati) Referensi : Jurnal Ilmu Manajemen dan Akuntansi IJoASER (International Journal on Advanced Science, Education, and Religion) Jurnal Manajemen dan Administrasi Rumah Sakit Indonesia (MARSI) Dinasti International Journal of Education Management and Social Science Best Journal (Biology Education, Sains and Technology) PREPOTIF : Jurnal Kesehatan Masyarakat Management Studies and Entrepreneurship Journal (MSEJ) Jurnal Manajemen dan Bisnis Kreatif Jurnal Kesehatan Tambusai Jurnal Ilmiah Wahana Pendidikan Metta : Jurnal Ilmu Multidisiplin Jurnal Sains Manajemen Jurnal Bina Bangsa Ekonomika ProBisnis : Jurnal Manajemen COMSERVA: Jurnal Penelitian dan Pengabdian Masyarakat Jurnal Al-Qiyam Jurnal Tana Mana AKADEMIK: Jurnal Mahasiswa Ekonomi & Bisnis Jurnal Sosial dan Abdimas Service Management Triangle : Jurnal Manajemen Jasa Economic Reviews Journal Research of Service Administration Health and Sains Healthys Journal of Innovation Research and Knowledge Jurnal Sehat Indonesia (JUSINDO) Journal of Accounting and Finance Management (JAFM) JURNAL EKONOMI BISNIS DAN MANAJEMEN (EKO-BISMA) Jurnal Visi Manajemen (JVM) Gemilang: Jurnal Manajemen dan Akuntansi Jurnal Riset Rumpun Ilmu Kesehatan (JURRIKES) Mandala of Health : A Scientific Journal Jurnal Sosial dan Sains Jurnal Indonesia Sosial Sains Journal of Economics and Social Sciences Innovative: Journal Of Social Science Research Journal of Knowledge Management Jurnal Communio: Jurnal Jurusan Ilmu Komunikasi VISA: Journal of Vision and Ideas El-Mujtama: Jurnal Pengabdian Masyarakat Journal Healthcare Education Jurnal Pengabdian Nasional (JPN) Indonesia Journal of Governance and Public Administration JER Global Leadership Organizational Research in Management J-CEKI Jurnal Ekonomi, Manajemen, Akuntansi PESHUM Jurnal Ilmiah Manajemen Dan Kewirausahaan
Purwadhi Purwadhi
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Training Models to Improve Human Resources Professionality Rafa Beauty Clinic Taufiq, Josefa Vanina Winata; Purwadhi, Purwadhi; Handayani, Nining
ProBisnis : Jurnal Manajemen Vol. 16 No. 4 (2025): August: Management Science
Publisher : Lembaga Riset, Publikasi dan Konsultasi JONHARIONO

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Abstract

The era of globalization and the rapid development of the beauty industry demands the need for professional human resources in beauty clinics to be very important. The professionalism of human resources in beauty clinics includes aspects such as technical skills, knowledge of beauty procedures, communication skills, service ethics, and compliance with applicable safety standards and regulations. The purpose of this study was to determine the readiness of the training model and handling of obstacles to improve the professionalism of human resources at the Rafa Beauty Clinic. The research design was descriptive qualitative. Participants in this study were the leaders and employees of the Rafa Beauty Clinic. Data collection techniques used observation, interviews and documentation. The results showed that the Rafa Beauty Clinic chose the Kirkpatrik Training Model training model. The obstacles faced in training were the small training budget and the slowness of employees in understanding the training material. Efforts to overcome obstacles include increasing the allocation of training budget and periodic evaluation.
PENGARUH PEMISAHAN LAYANAN BPJS DAN NON-BPJS, KUALITAS PELAYANAN MEDIS, DAN FASILITAS POLIKLINIK TERHADAP KEPUASAN PASIEN DI RS SWASTA TANGERANG Mona Rahmadia; Purwadhi, Purwadhi; Kahar Mulyani; Erliany Syaodih
Journal of Innovation Research and Knowledge Vol. 5 No. 3: Agustus 2025
Publisher : Bajang Institute

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Abstract

This study investigates the impact of service separation, medical service quality, and polyclinic facilities on patient satisfaction in a private hospital in Tangerang. Based on a survey of 102 respondents, all three variables significantly affect satisfaction. The t-test results show significant effects for each variable (t = 4.127 to 7.695, p < 0.001), and the F-test confirms the model's overall significance (F = 33.900 for BPJS; F = 16.737 for non-BPJS, p < 0.001). Medical service quality and facilities are the most influential factors. Non-BPJS patients report higher satisfaction levels. These findings highlight the need for equitable service improvements across patient
OPTIMALISASI PEMANFAATAN SISTEM REKAM MEDIS ELEKTRONIK UNTUK MENINGKATKAN EFEKTIVITAS KERJA (Studi Pada Klinik Utama “X”) Vivi Rizki Hensmit; Purwadhi Purwadhi; Achmad Dheni Suwardhani
Journal of Innovation Research and Knowledge Vol. 5 No. 3: Agustus 2025
Publisher : Bajang Institute

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Abstract

Electronic Medical Records (EMR) allow for the digital management of patient information, replacing traditional paper-based methods. “X” Primary Clinic faces challenges in medical and administrative efficiency, particularly regarding service time, which is a common patient complaint. This study aims to optimize EMR utilization as a solution to enhance work effectiveness. A qualitative descriptive research approach with focused interviews was employed. The study population consists of employees at “X” Primary Clinic involved in EMR implementation. The purposive sampling technique was used, with 10 informants, including the branch manager, human resources and administration supervisor, general practitioners, nurses, administrative staff, radiographers, laboratory analysts, IT personnel, and medical record officers. Data were collected through observations, interviews, and document analysis. The findings reveal adequate technological infrastructure, although general practitioners still rely on paper-based records. Moreover, EMR training for staff is limited and lacks regular implementation, affecting their ability to fully utilize the system. While management has provided supportive facilities for EMR adoption, routine evaluations and monitoring need improvement. Government support in EMR regulations and oversight is significant; however, network access and training for healthcare facilities require further enhancement. This study concludes that optimizing EMR implementation can improve work effectiveness and healthcare service quality, necessitating regular evaluations, enhanced training programs, and stronger policy support from management and the government to maximize EMR's benefits for medical staff and patients at “X” Primary Clinic
Manajemen Strategik Rumah Sakit: Sebuah Tinjauan Purwadhi, Purwadhi; Widjaja, Yani Restiani; Witarsih, Silvia; Wentinusa, Stella Maria
Jurnal Ilmiah Universitas Batanghari Jambi Vol 25, No 2 (2025): Juli
Publisher : Universitas Batanghari Jambi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33087/jiubj.v25i2.5852

Abstract

Strategic management of hospitals is becoming increasingly important in the dynamic healthcare industry. Hospitals are faced with challenges such as managing limited resources, policy changes, and evolving patient needs. To achieve competitive advantage, hospitals need to adopt best practices in strategic management. This study discusses the concept and practice of hospital strategic management through a literature review. It aims to identify strategies that hospitals can implement to improve operational efficiency, service quality, and patient satisfaction. In addition, this study also analyzes the challenges and opportunities faced by hospital management in formulating and implementing effective strategies, as well as identifying best practices that can be adopted to achieve competitive advantage in the healthcare industry. The results showed that hospitals can implement strategies such as the use of Balanced Scorecard (BSC) and EFQM models, training for hospital managers, and integration of information technology. In addition, strong collaboration with stakeholders and human resource development are also important factors. This study concludes that strategic management of hospitals requires a holistic and integrated approach. By adopting best practices, hospitals can improve their performance, meet patient expectations, and contribute to the overall improvement of public health.
Optimization of Casemix System to Increase Revenue of Bunda Medika Jakabaring Hospital Saraswati, Nadya Ayu; Purwadhi, Purwadhi; Lestari, Yuniati
Journal of Economics and Social Sciences (JESS) Vol. 4 No. 2 (2025): Journal of Economics and Social Sciences (JESS)
Publisher : CV. Civiliza Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59525/jess.v4i2.890

Abstract

This study aims to determine the procedures for implementing the casemix system at Bunda Medika Jakabaring Hospital and its impact on hospital revenue, as well as to identify challenges and strategies for optimizing the casemix system to increase revenue. The method used is descriptive research with a qualitative approach, involving participants from various hospital units directly related to the operation and implementation of the casemix system. The research findings indicate that the implementation of the casemix system involves structured administrative and technical processes, from patient data validation to claim submission to BPJS, supported by information technology to ensure smooth operations. The casemix system changes the payment pattern for services to be based on case complexity, directly impacting hospital revenue by requiring meticulous documentation and coding. Key challenges include incomplete data, coding errors, lack of coordination between units, as well as limitations in human resources and technical constraints in the information system. Optimization strategies focus on strengthening documentation, regular training for medical staff, internal audits, comprehensive data validation, and enhancing cross-unit collaboration, along with information technology support to accelerate the claims process and sustainably increase revenue.
Transformasi Digital dan Manajemen Strategik Rumah Sakit: Peluang dan Tantangan Purwadhi Purwadhi; Yani Restiani Widjaja; Aryo Dwi Wicaksono; Ayu Purnama Dewi
GEMILANG: Jurnal Manajemen dan Akuntansi Vol. 5 No. 4 (2025): Oktober :Jurnal Manajemen dan Akuntansi
Publisher : BADAN PENERBIT STIEPARI PRESS

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56910/gemilang.v5i4.3026

Abstract

This study aims to conduct an in-depth exploration of the opportunities and challenges faced by hospitals in implementing digital transformation as an integral component of their management strategies. Employing a descriptive qualitative approach through a literature review, the research examines multiple strategic dimensions, including technological readiness, human resource competence, government regulations, and organizational culture. The findings reveal that digital transformation offers substantial opportunities, notably in enhancing service efficiency, enabling data-driven decision-making, and expanding patient access through advanced technologies such as telemedicine and integrated hospital information systems. These advancements have the potential to improve healthcare quality, optimize operational workflows, and strengthen the hospital’s competitive positioning in the digital era. Nevertheless, the study also identifies considerable challenges that can hinder successful implementation. These challenges include inadequate technological infrastructure, organizational resistance to change, concerns over data security and patient privacy, and financial constraints related to high implementation and maintenance costs. Such barriers highlight the need for comprehensive strategic planning and adaptive management practices. The research underscores the importance of an integrated approach that synergizes technological development, human resource capacity building, and supportive regulatory frameworks. To achieve sustainable digital transformation, hospitals must adopt collaborative strategies involving multiple stakeholders, including healthcare providers, technology developers, and policymakers. The creation of a clear and realistic hospital digitalization roadmap—guided by evidence-based decision-making and supported by adequate resources—will be critical for overcoming obstacles and maximizing benefits. Ultimately, the study provides valuable insights for hospital administrators, government agencies, and academic researchers, serving as a reference for designing relevant, practical, and forward-looking digital transformation strategies. Such strategies are essential for building a superior, adaptive, and sustainable healthcare system capable of addressing evolving patient needs and emerging challenges in the healthcare sector.
Hospital Management Strategy in Improving Adaptive and Innovative Human Resources Nugroho, Maulana Adjie; Purwadhi, Purwadhi; Kusnadi, Dadang
Journal of Economics and Social Sciences (JESS) Vol. 4 No. 2 (2025): Journal of Economics and Social Sciences (JESS)
Publisher : CV. Civiliza Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59525/jess.v4i2.897

Abstract

This study aims to explore hospital HRM strategies through a narrative review approach with thematic analysis of academic literature and policy documents published between 2016 and 2025. The review reveals that effective HRM strategies include the implementation of transformational leadership, an organizational culture that supports continuous learning, digitalization of HR processes, and incentive systems that foster innovation. Key instruments in enhancing healthcare workers’ adaptive capacity include reskilling and multiskilling programs, online learning platforms, and Human Resource Information Systems (HRIS). However, challenges such as resistance to change, limited resources, structural bureaucracy, and weak evaluation systems hinder effective implementation. This study concludes that strengthening the integration of structural, cultural, and technological aspects is crucial to building hospital human resources that are resilient, responsive, and highly competitive. The practical implications provide strategic guidance for hospital management, policymakers, and educational institutions in designing more contextual and sustainable HR development programs.
Strategi Kepemimpinan Transformasional dalam Meningkatkan Kinerja SDM di Rumah Sakit Umum Daerah Masohi Hery Siswanto; Gede Pramana Yogi; Purwadhi Purwadhi; Yani Restiani Widjaja
Jurnal Visi Manajemen Vol. 11 No. 3 (2025): September : Jurnal Visi Manajemen
Publisher : Sekolah Tinggi Ilmu Ekonomi Pariwisata Indonesia Semarang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56910/jvm.v11i3.743

Abstract

This study aims to describe the transformational leadership strategy implemented in Masohi hospital and analyze its impact on the performance of human resources (HR). The research approach used is qualitative with case study design, which allows researchers to understand the phenomenon in depth in a real context. The Data was collected through in-depth interviews with eight informants, consisting of directors, field heads, room heads, and implementing staff, so that diverse perspectives were obtained from various levels of management and implementers. The data analysis process is carried out through three main stages, namely data reduction, data presentation, and conclusion/verification. The results showed that transformational leadership strategies in Masohi hospital include exemplary, inspirational motivation, innovative thinking encouragement, and attention to individual employee needs. Implementation of this strategy can improve discipline, work ethic, teamwork, and a sense of responsibility of employees in providing services to patients. In addition, it was found that the work culture built through transformational leadership can strengthen organizational commitment and improve overall service quality. However, the implementation of this strategy is not free from challenges. The obstacles that arise include complex bureaucracy, managerial competence gaps between units, as well as resistance to change among staff. This challenge requires an adaptive approach and effective communication so that the strategy can run optimally. Overall, the findings of this study confirm that transformational leadership has a positive impact on strengthening work culture and improving service quality in regional hospitals. This research is expected to be a valuable input for the development of leadership and HR management policies, not only in Masohi hospital, but also in other regional hospitals that face similar challenges.
Strategi Adaptasi Klinik Ananda Sehat Karangsono terhadap Persaingan Layanan Kesehatan di Era JKN Purwadhi Purwadhi; Yani Restiani Widjaja; Agus Sunarto; Annisa Berlia Maharani
Jurnal Visi Manajemen Vol. 11 No. 3 (2025): September : Jurnal Visi Manajemen
Publisher : Sekolah Tinggi Ilmu Ekonomi Pariwisata Indonesia Semarang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56910/jvm.v11i3.779

Abstract

This study aims to analyze the adaptation strategies of Ananda Sehat Karangsono Clinic in facing the competition in healthcare services in the era of the National Health Insurance (JKN). The background of this research is based on the increasingly fierce competition between healthcare facilities, both clinics and hospitals, in providing fast, efficient, and quality services according to JKN standards. The presence of the JKN program, which demands integrated, transparent, and technology-based services, encourages clinics to innovate to remain competitive and maintain operational sustainability. The research method used is descriptive qualitative with data collection techniques through in-depth interviews, participatory observation, and documentation studies. Research informants included clinic leaders, healthcare workers, and administrative staff, thus providing a comprehensive perspective on the implemented adaptation strategies. The results show that Ananda Sehat Karangsono Clinic has integrated digital technologies, such as the Mobile JKN application and WhatsApp, to speed up the registration process, verify patient data, and facilitate communication. This innovation can improve the efficiency of service flows, reduce queues, and create a better service experience for patients. In addition, the clinic emphasizes the importance of patient satisfaction by improving service quality, speed, and friendliness of healthcare workers and support staff. The adaptation strategy implemented was not limited to technological aspects, but also encompassed operational efficiency and humanistic interpersonal services. Overall, the clinic's adaptation strategy was flexible and holistic, encompassing digitalization, strengthening internal management, and developing positive patient relationships. These findings confirm that the clinic was able to maintain competitiveness and service sustainability amidst the dynamics of the National Health Insurance (JKN) and the digitalization of the healthcare system.  
Evaluasi Penerapan Marketing Mix 7P pada Layanan Rawat Jalan Eksekutif : Studi Kasus Rumah Sakit Nirmala Suri Sukoharjo Lestari, Tri; Purwadhi, Purwadhi; Widjaja, Yani Restiani
Jurnal Pengabdian Nasional (JPN) Indonesia Vol. 6 No. 3 (2025): September
Publisher : Lembaga Penelitian dan Pengabdian Kepada Masyarakat (LPPM) STMIK Indonesia Banda Aceh

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63447/jpni.v6i3.1501

Abstract

This study aims to analyze the implementation of the marketing mix strategy (7P) in the Executive Outpatient Services at Nirmala Suri Hospital, Sukoharjo. The background of this research is based on the significant decline in patient visits over three consecutive years, from 5,493 visits in 2022 to 5,048 in 2023, and only reaching 5,436 in 2024, well below the target of 10,000 visits per year. This study uses a descriptive qualitative approach with in-depth interviews, observations, and documentation with 111 informants. The results indicate that the aspects of process (28%), physical evidence (22%), and human resources (19%) are the most appreciated marketing mix elements by patients. Weaknesses were found in the promotional strategy, which has not been optimal, the inaccuracy of doctors' schedules, and the lack of supporting facilities such as lactation rooms and children's play areas. Strategic recommendations include enhancing digital promotion, improving the registration and queuing system, strengthening human resources training, and adding physical facilities to reinforce the premium service image. These findings are expected to serve as a foundation for managerial decision-making in improving competitiveness and patient loyalty.
Co-Authors A. Rohendi Acep Rohendi Achmad Dhaeni Suwardhani Achmad Dheni Suwardhani Adams Desto Edison Nasseri Ade Mubarok Aditya Dewi, Esti Adrian, Wildan Ibnu Agung, Ign Wiseto Agus Hadian Rahim Agus Sunarto Ahmad Ahmad Aisyah Fitri, Nurul Akbar Zein Al Ghozali Alexander King Amilia Devi Siregar Andikarya, R. Oke Andrianto, Andreas Angela Azalia Trisna Putri Anggreyorina, Anggreyorina Anissa, Regina Nurfitriyani Annisa Berlia Maharani Ardanti, Rizkia Ima Arif Rachman Arumjati, Vernilina Oktaeighta Arumjati, Vernillina Oktaeighta Aryo Dwi Wicaksono Asriansyah Asriansyah As’ady, BJ. Azmy Ayomi, Anasthasia F M Ayu Purnama Dewi Aziz, Firdaus Abdul Aziz, Moch Abdul Bagenda, Wahyuddin Bahari, Eko Satrio Beni Nugroho, Dionysius Berliani, Ajeng Novia Brillianty Putrisari Sudarman Chairil M Noor Chitrayuni, Wilsa Dadang Kusnadi Dale Anggara Darwati, Datik Yuli Dasrun Hidayat Debora Yolanda, Venny Denny Christian Lukas Devita, Welly Rahma Dewi, Nyoman Nila Dheni, Achmad Dimyati, Ferry Drs. Alex Kahu MS Lantum Dwi Arani Alienda Dwi Budi Santoso Dwiyono, Isa Efawati, Yen Eli Susana, Eli Ellyana Ellyana Endah Pujiastuti Endang Komara Enjuldella Marcrisna Rohrohmana Erliany Syaodih Erliany Syaodih Erlim, Rezi Ermiati Ermiati Evi Maria Faizah, Wahyu Nur Faizar, Eddy Fajar Nugraha Fani Pangabdian, Fani Fauzan . Fifi Noviana Firdausa, Kiko Erynio Fitaloka, Neng Diana Fitriana, Liskanita Nur Fittrani, Andi Gartika Rahmasari, Gartika Gede Pramana Yogi Ginting, Agustina Br. Gumilar, Candra Guslita, Resi Guslita, Ressy Habibah, Zahrotul Habibie, Ariyanto Hagiyah, Alaa ‘Ulil Handayani Nining Hanggorowati, Asterina Dwi Hans Ariel Satyana Hapa, Maria Hapid, Reza Harianto, Muhammad Imam Fitrah Hasni Hanifah Herlina, Nina - Hery Siswanto Hidayat, Fanny Agustina Himawan, I Made Fajar Sutrisna Humaera, Namira Nita Ign. Wiseto P. Agung Iin Sakina L. Iis Iskandar, Iis Indah Dwi Mentari Irawati, Irfa Jaya, Aryc Oktarian Joko Pitoyo Josephine Fausta Nazuli Jujur, Utang Kahar Mulyani Karlinawati, Ni Made Devi Santi Kasmanto Kasmanto Kuddi, Apriani Langingi, Gerald Hendriks Larasati Larasati Layrenshia, Belinda Lestari, Nike Dwi Putri Lestari, Yuniati Liambana, Junlianty Limansyahputra, Shandy Ludiwyk, Ludiwyk Lukas, Denny Christian M Noor, Chairil Maharani, Ardelia Maharani, Dessy Maharani, Iris Fatia Mahardika, Yudia Makmur, Afifah Idelma Manik, Sitti Lolo Sundari Margaretna, Nur Fitri Maria Hapa Marlena, Ena Masuni, Evi Maulidi, M. Alfi Mayang Wulandari Mayang Wulandari Melinda, Tanti Melliasari, Hesti Mochtar, Fransiska Mona Rahmadia Mudrikah, Miftah Muhammad Joni Chandra Mulyani Kahar Mulyani, Kahar Nababan, Natanael Nasrullah Nasrullah Nayu Hestyna Wardany Ndolu, Guntur Christian Putra Nerissa Arviana Nico Nico Niluh Dewi Ratnasari, Niluh Dewi Nining Handayani Noor Azahra, Anggraeni Noor Roziq Ghulam Perdana Nopianti, Poppi Furi Novira Azelikha, Fionny Novriyanti, Tika Nugroho, Maulana Adjie Nurdin, Findy Wijaya Nurhasanah, Annisa Nurwansyah, Atikah Pangihutan, Reymond Pattinasarany, Alfadesta Hermon Perdana, Noor Roziq Ghulam Pipang Patasik, Kevin Pramayanti Putri Sayu Made Ardhia Prasetyo Agung, Ignatius Wiseto Pratama, Devina Gracia Pratama, Rhegy Seno Pratomo, Nugroho Rizki Putra, Eduardus Raditya Kusuma Putra, Kevin Aldio Putri Purnama Sari, Putri Purnama Putri, Nurhalisa Putriasni, Chyntia Qohardita, Risa R. Oke Andikarya Rachmatullah, Fahmi Rahmayati, Anisa Raka Indrabrata Setiawan Ramadhani, Annisa Dwi Magistra Ratna Indriana Donggori Raysha Ramadhani Reski Mulia Paramita Restiani Widjaja , Yani Restiani Widjaya, Yani Restiani, Yani Rhegy Seno Pratama Rhomadon, Wahyu Rian Andriani, Rian Ridwansyah Ridwansyah Rilistyawati, Nabila Distiara Rinawati Rinawati Rinawati Rinawati Rizki Adriansyah Rubini ROHMAH, FAIZATUR Rosanti, Isti Kenyo Rusmiati Rusmiati S Poana, Gabriella Salia Marvinia Salwiyadi Salwiyadi Sandi, Ghaniy Prima Sandini, Dwi Sanya Diandra Praniti Saraswati, Nadya Ayu Satriya, Guntur Sekarjati, Irene Setiati Putri, Paramita Indah Setyagraha, Javan Agustian Sibarani, Tagor Silvia, Syfa Since Yuliana Frans, Inggrid Sinta, Sinta Siswani, Siswani Siti Halimah Sofwatul Marfiyah Sopa Martina Sri Wahyuni Sapri Sri Widya Astuti, Baiq Sudarman, Brillianty Putrisari Sugiri, Syafiq Indra Sukajie, Bambang Susilawati, Rika Maryam Suwardhani, Achmad Dheni Suyono, Seso Sulijaya Syafii . Syarifuddin , Didin Tahang, Andi Setiawan Tallupadang, Deivita Patintingan Tara, Elena Silvia Taufiq, Josefa Vanina Winata Thalia, Thalia Titania Az Zahra Tri Lestari Triandana Budi Wisesa Tunggadewi, Ni Putu Tania Nadyanti Ulfa Novirwan Umchudloh, Umchudloh Utomo, Muhammad Aditya Veranita, Mira Viany, Viany Vitara Daru Rahmi Vivi Rizki Hensmit Wentinusa, Stella Maria Widodo, Ayudisty Ristika Kusumawardhani Wijaya, Yani Restiani Willma Fauzzia Witarsih, Silvia Witri, Repelita Worung, Ivan Master Wulan Ervinna Simanjuntak Yani Restiani Widjaja Yani Restiani Widjaja, Yani Restiani Yasa, Sang Made Agus Wira Nugraha Yogiyopranoto, Muhammad Yohanes Firmansyah yuli Darwati, Datik Zivana, Fidela Hanan