<![CDATA[ABSTRAK Proyek renovasi bangunan komersial skala kecil-menengah di daerah menghadapi ketidakpastian yang tinggi karena kondisi eksisting yang baru terungkap sepenuhnya selama pelaksanaan, keterbatasan pasokan material lokal, kebutuhan mempertahankan operasi bisnis selama konstruksi, serta perubahan lingkup pekerjaan. Metode pengendalian mutu yang kompleks dan berbasis data intensif seringkali tidak proporsional bagi kontraktor perseorangan berskala kecil. Penelitian ini bertujuan mendeskripsikan dan mengevaluasi penerapan siklus Plan-Do-Check-Act (PDCA) sebagai pendekatan pengendalian mutu yang ringan dan adaptif pada studi kasus renovasi ruko menjadi kafe (Rumah Kopi Tanjung Batu, Tomohon) yang tetap beroperasi selama masa konstruksi sekitar empat bulan. Metode penelitian bersifat studi kasus kualitatif-deskriptif, memanfaatkan dokumentasi proyek, catatan pelaksanaan pekerjaan interior dan fasad, serta perbandingan konseptual PDCA dengan empat metode alternatif (Root Cause Analysis, Six Sigma/DMAIC, Total Quality Management, dan Failure Mode and Effects Analysis) berdasarkan kriteria kebutuhan sumber daya, keahlian, biaya, integrasi keselamatan dan kesehatan kerja (K3), serta kesesuaian skala proyek. Hasil penelitian menunjukkan bahwa PDCA dipilih karena kesederhanaan penerapan, biaya rendah, sifat iteratif yang sesuai dengan dinamika lapangan, serta kemampuannya mengintegrasikan pertimbangan K3 pada tahap perencanaan dan pemeriksaan. Pemanfaatan pemodelan tiga dimensi sederhana turut mendukung koordinasi dan mengurangi ambiguitas desain. Penelitian ini menyimpulkan bahwa PDCA dapat diposisikan sebagai mekanisme pembelajaran organisasi yang ringan bagi kontraktor kecil dalam mengelola ketidakpastian renovasi, meskipun klaim efektivitasnya masih bersifat deskriptif dan memerlukan indikator terukur pada penelitian lanjutan. ABSTRACT Small-to-medium-scale commercial renovation projects in regional areas face substantial uncertainty arising from existing building conditions that are only fully revealed during construction, limited availability of local materials, the need to sustain business operations throughout construction, and mid-project scope changes. Complex, data-intensive quality management methods are often disproportionate to the resource capacity of small, individually owned contracting firms. This study aims to describe and evaluate the application of the Plan-Do-Check-Act (PDCA) cycle as a lightweight and adaptive quality-control approach in a case study of a shophouse-to-cafe renovation (Rumah Kopi Tanjung Batu, Tomohon) that remained operational throughout an approximately four-month construction period. A qualitative descriptive case-study method was employed, drawing on project documentation and interior and facade work records, and comparing PDCA conceptually against four alternative methods, Root Cause Analysis, Six Sigma/DMAIC, Total Quality Management, and Failure Mode and Effects Analysis, using criteria of resource requirements, expertise, cost, integration of occupational health and safety (OHS), and suitability for project scale. The results show that PDCA was selected for its ease of implementation, low cost, iterative nature suited to dynamic site conditions, and its capacity to integrate OHS considerations within the Plan and Check phases. The use of simple three-dimensional modelling further supported coordination and reduced design ambiguity. The study concludes that PDCA can be positioned as a lightweight organizational-learning mechanism for small contractors managing renovation uncertainty, although claims of effectiveness remain descriptive and require measurable indicators in future research.]]>
