<![CDATA[ABSTRACT Waiting time in pharmacy services is an important indicator in assessing the quality of healthcare in hospitals. At the Outpatient Pharmacy Installation of Mangusada General Hospital, observations indicated that drug waiting times often exceeded the national standards, namely ≤30 minutes for ready-made drugs and ≤60 minutes for compounded drugs. This study aimed to analyze the efficiency of pharmacy services using the Lean Management approach, focusing on identifying workflow, non-value-added activities, and the causes of delays. The study applied a mixed-methods design with a convergent parallel approach conducted from April to June 2025. Qualitative data were collected through in-depth interviews with 10 informants consisting of healthcare workers, managerial staff, and patients, complemented by direct observations, while quantitative data were obtained by measuring waiting times for BPJS compounded and non-compounded drug services using the Value Stream Mapping (VSM) method. Data were analyzed thematically for qualitative findings and descriptively for quantitative results. The findings revealed that although the service flow was systematic, it was not efficient, as several types of waste were identified, including long waiting times, task duplication, and manual processes that prolonged service duration. The total lead time reached 77.60 minutes for compounded drugs and 128.67 minutes for non-compounded drugs, with waiting time dominating over active processing time. The main causes of delays included limited pharmacy staff, a manual queuing system, suboptimal room layout, the absence of technical guideline documents, and a lack of integrated information systems. These results indicate that the application of Lean Management is effective in identifying waste and opportunities for improvement. Strategic measures such as increasing the number of pharmacy staff, improving room layout, developing technical guideline documents, and integrating queuing and information systems are recommended to enhance efficiency and the quality of outpatient pharmacy services. Keywords: Waiting Time, Lean Management, Pharmacy Services, Value Stream Mapping, Waste. ABSTRAK Waktu tunggu pelayanan farmasi merupakan indikator penting dalam menilai mutu pelayanan kesehatan di rumah sakit. Di Instalasi Farmasi Rawat Jalan RSD Mangusada, hasil pengamatan menunjukkan bahwa waktu tunggu obat kerap melebihi standar nasional, yaitu ≤30 menit untuk obat jadi dan ≤60 menit untuk obat racikan. Penelitian ini bertujuan menganalisis efisiensi pelayanan farmasi melalui pendekatan Lean Management dengan menekankan pada identifikasi alur kerja, aktivitas tidak bernilai tambah, serta faktor penyebab keterlambatan pelayanan. Penelitian menggunakan desain mixed methods dengan pendekatan konvergen paralel yang dilaksanakan pada bulan April–Juni 2025. Data kualitatif diperoleh melalui wawancara mendalam terhadap 10 informan yang terdiri dari petugas kesehatan, pihak manajerial, dan pasien serta diperkuat dengan hasil observasi, sementara data kuantitatif dikumpulkan melalui pengukuran waktu tunggu pada alur pelayanan obat BPJS racikan dan nonracikan dengan metode Value Stream Mapping (VSM). Analisis data dilakukan secara tematik untuk data kualitatif dan deskriptif untuk data kuantitatif. Hasil penelitian menunjukkan bahwa alur pelayanan farmasi di RSD Mangusada telah berjalan sistematis, namun belum efisien karena masih terdapat aktivitas pemborosan berupa waktu tunggu yang panjang, duplikasi tugas, dan proses manual yang memperlambat pelayanan. Total lead time mencapai 77,60 menit pada obat racikan dan 128,67 menit pada obat nonracikan, di mana waktu tunggu mendominasi dibandingkan dengan waktu proses aktif. Faktor penyebab keterlambatan antara lain keterbatasan tenaga farmasi, sistem antrean manual, tata letak ruang yang kurang optimal, ketiadaan dokumen petunjuk teknis, serta sistem informasi yang belum terintegrasi. Temuan ini menunjukkan bahwa penerapan Lean Management efektif dalam mengidentifikasi pemborosan dan peluang perbaikan. Oleh karena itu, diperlukan langkah strategis berupa penambahan tenaga farmasi, perbaikan tata letak ruang, penyusunan dokumen kerja seperti petunjuk teknis, serta integrasi sistem antrean dan informasi untuk meningkatkan efisiensi sekaligus mutu pelayanan farmasi rawat jalan. Kata Kunci: Waktu Tunggu, Lean Management, Pelayanan Farmasi, Value Stream Mapping, Pemborosan.]]>
