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Cari Kursus Mesin CNC Murah di Neglasari Bandung Hubungi : 085711904807 Kami Tenaga ahli yang berpengalaman lebih dari 10 Tahun yang bergerak dalam bidang pelatihan mengoperasikan dan memprogram mesin CNC Milling. Spesial diskon untuk Paket Perusahaan / Instansi, Paket Perguruan Tinggi dan Paket Sekolah/Guru/Siswa yang ingin bekerjasama Hubungi Tim Marketing kami : 085711904807 (Seminar, Workshop, Projek, dll. *Office : LKP SINDO (Lembaga Kursus dan Pelatihan Sinergi Indonesia) Jl. Ters. Cisokan Dalam No. 21 Bandung *Workshop : PT. Tekmindo (Teknologi Manufaktur Indonesia) Bandung

Cari Kursus Mesin CNC Murah di Neglasari Bandung Mesin CNC sekarang banyak digunakan dalam industri permesinan kursus mesin cnc di Bekasi untuk memproduksi komponen dengan tingkat kerumitan dan presisi yang tinggi. Selain itu, mesin CNC mempunyai konsistensi yang lebih efektif untuk pengerjaan dalam jumlah banyak. Penggunaan mesin konvensional dalam proses pemotongan, pengeboran dan proses permesinan lainnya, tentu saja memberikan hasil yang tidak presisi dan memerlukan waktu cukup lama dikarenakan hasil produksi akan tergantung dari kemampuan operator dalam melakukan proses tersebut. Banyak produk-produk yang dihasilkan dengan mesin CNC ini, mulai dari peralatan rumah tangga,kendaraan bermotor sampai pesawat terbang sekalipun menggunakan teknologi ini Cari Kursus Mesin CNC Murah di Neglasari Bandung

Cari Kursus Mesin CNC Murah di Neglasari Bandung

saco-indonesia.com, Jose Mourinho telah menginginkan Diego Lopez untuk dapat menjadi pengawal gawang utama Chelsea, sebagaimana

saco-indonesia.com, Jose Mourinho telah menginginkan Diego Lopez untuk dapat menjadi pengawal gawang utama Chelsea, sebagaimana yang telah dilaporkan oleh harian olahraga asal Portugal - A Bola.

Kiper yang kini telah membela Real Madrid itu sebelumnya juga sudah pernah bekerja sama dengan Jose Mourinho. Berkat The Special One, ia mampu menyingkirkan Iker Casillas untuk mendapat tempat utama di Los Blancos.

Kemungkinan Lopez untuk hijrah ke Chelsea jelas terbuka lebar. Pasalnya, meski ia telah dipercaya oleh Carlo Ancelotti di La Liga, ancaman dari Iker Casillas juga masih terasa nyata bagi pemain yang pernah membela Sevilla tersebut.

Meski hanya bermain di Liga Champions, St Iker telah memiliki rekor yang fantastis. Bermain enam kali, ia telah mencatatkan 3 clean sheet. Lopez sudah bermain 17 kali untuk tim musim ini di La Liga dan hanya bisa membuat 4 clean sheet atau satu lebih banyak dari Casillas.

Chelsea sendiri kini memang sedang mencari pengganti untuk Petr Cech, yang akan berusia 32 tahun Mei mendatang. Thibaut Courtois sebelumnya disebut akan jadi kandidat kuat pengawal gawang anyar The Blues, namun nampaknya Mou lebih menyukai Lopez.


Editor : Dian Sukmawati

saco-indonesia.com, Seorang saksi mata telah menceritakan peristiwa mobil 'terbang' hingga tenggelam dan hilang di Kalim

saco-indonesia.com, Seorang saksi mata telah menceritakan peristiwa mobil 'terbang' hingga tenggelam dan hilang di Kalimalang. Hingga kini polisi juga masih harus melakukan pencarian.

Menurut Kardi, saksi mata itu, mobil terbang dan nyungsep ke Kalimalang pada Kamis (23/1) pukul 23.00 WIB malam. Sang sopir bisa menyelamatkan diri dengan berenang.

Saat itu lokasi memang sepi, hanya ada beberapa sopir taksi yang mangkal. Sesaat setelah itu lokasi langsung ramai. Sopir juga telah bercerita bahwa mobil itu baru.

"Malam itu juga dia lapor ke Polres bekasi," kata Kardi.

Karena malam gelap, mobil yang tenggelam belum dapat ditangani. Baru siang ini mobil berusaha dicari oleh petugas Brimob.

Seperti yang telah diketahui, mobil Toyota Avanza melaju dengan kencang dari arah Bekasi menuju Jakarta. Namun tiba-tiba mobil tersebut oleng menabrak pagar besi dan terbang masuk ke Kalimalang. Dalam peristiwa mengerikan itu pengemudi telah berhasil menyelamatkan diri dengan berenang.


Editor : Dian Sukmawati

Pronovost, who played for the Red Wings, was not a prolific scorer, but he was a consummate team player with bruising checks and fearless bursts up the ice that could puncture a defense.

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

Photo
 
Credit Peter Arkle

Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

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