<![CDATA[This study is motivated by the rapid growth of refillable drinking water depot businesses in Pandian Village, Sumenep City District, Sumenep Regency a trend that has not been fully matched by the implementation of professional operational management. Identified issues include distribution delays, inconsistent water quality, suboptimal cleaning of water jugs, weak inventory control, and the absence of written standard operating procedures (SOPs). This research aims to describe the operational management practices of these refillable water depots, evaluate their operational efficiency and effectiveness based on Key Success Indicators (KSIs), and formulate recommendations for operational improvement. A descriptive qualitative approach was employed, with data collected through participant observation, semi-structured interviews, and documentation. The study participants selected via purposive sampling consisted of three depot owners, three operators, and nine regular customers. Data analysis followed the interactive model developed by Miles and Huberman, while data validity was verified through source and technique triangulation. The findings indicate that while operational management at the refillable water depots in Pandian Village functions, it lacks optimal professionalism and efficiency. Of the five established operational success indicators, only the cost-related indicator was met; the indicators for quality, timeliness, cleanliness and hygiene, and customer satisfaction were not consistently achieved. Key challenges include delayed filter replacements, suboptimal jug-washing procedures, inefficient facility layouts, unsystematic inventory record-keeping, distribution without fixed routes, and a reliance on corrective (reactive) machine maintenance. The study recommends the development of written SOPs, the implementation of systematic water quality logging and filter replacement scheduling, the adoption of an inventory system with defined minimum stock levels, the zoning of distribution areas, the physical separation of "dirty" and "clean" operational zones, and the application of Lean Management and 5S principles. The implementation of these recommendations is expected to improve operational efficiency, maintain water quality, enhance service, and increase customer satisfaction. Abstrak Penelitian ini dilatarbelakangi oleh pesatnya pertumbuhan usaha depot air minum isi ulang di Desa Pandian, Kecamatan Kota Sumenep, Kabupaten Sumenep, yang belum sepenuhnya diimbangi dengan penerapan manajemen operasional yang profesional. Permasalahan yang ditemukan meliputi keterlambatan distribusi, ketidakkonsistenan kualitas air, kurang optimalnya kebersihan galon, lemahnya pengendalian persediaan, serta belum adanya standar operasional prosedur (SOP) tertulis. Penelitian ini bertujuan untuk mendeskripsikan praktik manajemen operasional pada usaha depot air minum isi ulang, mengevaluasi efisiensi dan efektivitas operasional berdasarkan Key Success Indicator (KSI), serta merumuskan rekomendasi perbaikan operasional. Penelitian ini menggunakan pendekatan kualitatif deskriptif. Data dikumpulkan melalui observasi partisipatif, wawancara semi terstruktur, dan dokumentasi. Informan penelitian terdiri atas tiga pemilik depot, tiga operator, dan sembilan pelanggan tetap yang dipilih menggunakan teknik purposive sampling. Analisis data menggunakan model interaktif Miles dan Huberman, sedangkan keabsahan data diperiksa melalui triangulasi sumber dan teknik. Hasil penelitian menunjukkan bahwa manajemen operasional pada depot air minum isi ulang di Desa Pandian telah berjalan secara fungsional, tetapi belum optimal dalam aspek profesionalisme dan efisiensi. Berdasarkan lima indikator keberhasilan operasional yang ditetapkan, hanya indikator biaya yang dinilai tercapai, sedangkan indikator mutu, waktu, kebersihan dan higiene, serta kepuasan pelanggan belum tercapai secara konsisten. Permasalahan utama meliputi keterlambatan penggantian filter, belum optimalnya prosedur pencucian galon, tata letak yang kurang efisien, pencatatan persediaan yang belum sistematis, distribusi tanpa rute tetap, serta pemeliharaan mesin yang bersifat korektif. Penelitian ini merekomendasikan penyusunan SOP tertulis, pencatatan kualitas air dan jadwal penggantian filter, penerapan sistem persediaan dengan stok minimum, pengelompokan wilayah distribusi, pemisahan area kotor dan bersih, serta penerapan prinsip Lean Management dan 5S. Penerapan rekomendasi tersebut diharapkan dapat meningkatkan efisiensi operasional, menjaga kualitas air, memperbaiki pelayanan, dan meningkatkan kepuasan pelanggan.]]>
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