<![CDATA[Background: The implementation of a work culture of concise, neat, clean, attentive, and diligent is a proven adaptation of lean management that improves service quality, patient safety, and operational efficiency. However, its implementation in hospitals is often suboptimal. Purpose: To analyze the implementation of concise, neat, clean, attentive, and diligent in hospital inpatient wards. Method: A case study survey of residency reports was conducted from May to June 2025, using interviews with five Nurse Unit Managers (NUMs), questionnaires with 115 nurses, and field observations. The analysis used fishbone and SWOT analysis, with interventions designed following Kurt Lewin's theory of change. Results: Staff compliance with the 5Rs increased from 61% to 83% post-intervention, while patient/family engagement increased from 35% to over 60%. The pilot unit's standardization of ward layouts was also accompanied by enhanced supervision and the use of visual educational media (posters, leaflets, QR codes). Conclusion: Implementing a structured and collaborative work culture can improve ward order, increase staff compliance, and encourage patient participation. Follow-up actions are recommended through program integration into hospital SOPs, utilization of digital monitoring, and replication of standard layouts across all units. Keyword: Inpatient Wards; Nursing Management; Patient Safety; Work Culture. Pendahuluan: Penerapan budaya kerja ringkas, rapi, resik, rawat, rajin (5R) merupakan adaptasi lean management terbukti meningkatkan mutu layanan, keselamatan pasien, serta efisiensi operasional, namun implementasinya di rumah sakit sering belum optimal. Tujuan: Untuk menganalisis implementasi ringkas, rapi, resik, rawat, dan rajin (5R) di ruang rawat inap rumah sakit. Metode: Penelitian survey case study laporan residensi, dilaksanakan pada Mei-Juni 2025, melalui wawancara dengan 5 Nurse Unit Manager (NUM), kuesioner terhadap 115 perawat, serta observasi lapangan. Analisis menggunakan fishbone dan SWOT, dengan intervensi yang dirancang mengikuti teori perubahan Kurt Lewin. Hasil: Tingkat kepatuhan staf terhadap 5R meningkat dari 61% menjadi 83% pasca intervensi, sementara keterlibatan pasien/keluarga naik dari 35% menjadi lebih dari 60%. Uji coba standarisasi layout ruang rawat di unit pilot juga disertai penguatan supervisi dan penggunaan media edukasi visual (poster, leaflet, QR-code). Simpulan: Pelaksanaan 5R secara terstruktur dan kolaboratif mampu memperbaiki keteraturan ruang rawat, meningkatkan kepatuhan staf, danmendorong partisipasi pasien. Tindak lanjut disarankan melalui integrasi program ke dalam SPO rumah sakit, pemanfaatan monitoring digital, serta replikasi layout standar ke seluruh unit. Kata Kunci: Budaya Kerja 5R; Manajemen Keperawatan; Keselamatan Pasien; Ruang Rawat Inap.]]>
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