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belajar cnc program di Cirebon Mesin CNC sekarang banyak digunakan dalam industri permesinan belajar cnc program di Cirebon 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, belajar cnc program di Cirebon kendaraan bermotor sampai pesawat terbang sekalipun menggunakan teknologi ini. belajar cnc program di Cirebon

belajar cnc program di Cirebon

saco-indonesia.com, Arsenal telah berhasil ditahan imbang tamunya Chelsea di ajang Premier League, Selasa dini hari (24/12). Lag

saco-indonesia.com, Arsenal telah berhasil ditahan imbang tamunya Chelsea di ajang Premier League, Selasa dini hari (24/12). Laga yang bertajuk Derby London itu juga harus berkesudahan imbang tanpa gol. Tambahan satu poin untuk membuat Arsenal berada di peringkat kedua dan gagal untuk menggeser Liverpool. Kedua tim tersebut telah mempunyai poin yang sama dengan koleksi 36 poin. Sementara Chelsea berada di peringkat empat dengan 34 poin

Pada awal-awal babak pertama kedua tim tersebut bermain dengan tempo sedang dan cenderung hati-hati. Terlihat cuma sesekali berhasil menekan ke daerah pertahanan lawan masing-masing.

Dua puluh menit laga berjalan, Arsenal juga mulai menguasai permainan. Ada dua peluang yang didapat dari sepak pojok bagi kedua tim, namun masih belum bisa untuk mengubah kedudukan.

Mendekati menit ke tiga puluh The Gunners masih terus menekan. The Blues yang terus ditekan masih tetap tenang dan sesekali bisa untuk mencuri counter attack. Di menit ke-32 tendangan keras Lampard masih mengenai mistar gawang. Kedudukan juga masih imbang tanpa gol.

Tendangan Willian dari sisi kiri Chelsea hasil dari serangan balik telah mampu digagalkan dengan mudah oleh Szczesny. Sampai babak pertama berakhir kedudukan masih sama kuat tanpa gol. Kedua kiper tersebut tak banyak melakukan penyelamatan gemilang.

Babak kedua dimulai Arsenal masih terus menekan. Pasukan Arsene Wenger masih belum bisa untuk menembus rapatnya pertahanan Chelsea. Tim tamu yang terus digempur mencoba menyerang melalui serangan balik yang cepat.

Pertengahan babak kedua pertandingan mulai keras. Wasit telah menghadiahi kartu kuning bagi kedua tim. Ramires dan Theo Walcott harus menerima kartu kuning akibat pelanggaran.

Tendangan keras Lampard dari luar kotak penalti mampu ditangkap oleh kiper Arsenal dengan mudah. Pemain The Gunners telah kembali diganjar kartu kuning. Thomas Rosicky mendapat kartu kuning setelah melanggar Ivanovic.

Mourinho yang menginginkan perubahan memasukkan Andre Schurrle dan Oscar. Menit ke ke-78 Arsenal mendapat peluang. Tendangan keras Giroud masih menyamping gawang Cech. Kedudukan tak berubah.

Sampai peluit panjang dibunyikan kedudukan tetap imbang tanpa gol. Kedua tim harus puas berbagi angka.

Arsenal: Szczesny, Sagna, Mertesacker, Vermaelen, Gibbs, Arteta, Rosicky, Ramsey, Ozil, Walcott, Giroud.

Chelsea: Cech; Ivanovic, Cahill, Terry, Azpilicueta; Mikel, Lampard; Ramires, Willian (Oscar 77"), Hazard (Schurrle 73") ; Torres (Luiz 86").

Statistik Arsenal - Chelsea
Shots: 7 - 13
Shots on goal: 2 - 4
Penguasaan bola: 61% - 39%
Pelanggaran: 7 - 12
Corner: 4 - 4
Offside: 3 - 2
Kartu kuning: 2 - 1
Kartu merah: 0 - 0.


Editor : Dian Sukmawati

 

saco-indonesia.com, Partai Demokrat telah menganggap remeh usulan Anas Urbaningrum agar Susilo Bambang Yudhoyono mundur dari jab

saco-indonesia.com, Partai Demokrat telah menganggap remeh usulan Anas Urbaningrum agar Susilo Bambang Yudhoyono mundur dari jabatan Ketua Umum. Padahal, menurut Anas, usulannya itu untuk dapat menyelamatkan Demokrat.

"Saya kira itu sesuatu yang tidak terlalu pentinglah, karena kita akan menjelang pemilu tinggal berapa bulan lagi," kata Wakil Ketua Umum Partai Demokrat, Max Sopacua, di Gedung DPR, Jakarta, Selasa (28/1/2014).

Max juga mengaku bingung kenapa Anas sampai meminta SBY untuk mundur. Pasalnya, menurut dia, selama ini antara Anas dan SBY tidak ada kesenjangan. Untuk itu, kata dia, pernyataan Anas tidak perlu diperdebatkan.

"Saya pikir tinggal diterjemahkan saja apakah itu sebuah yang positif atau tidak," sambungnya.

Sebelumnya, Anas dalam melalui Twitter juga menyampaikan, Demokrat juga perlu mencari Ketua Umum baru agar selamat dalam mengarungi Pemilu 2014.

"Jika alasannya konsisten dengan yang dulu, soal anjloknya elektabilitas, sekarang saatnya PD kembali diselamatkan," tulis Anas di akun, @anasurbaningrum.


Editor : Dian Sukmawati

With 12 tournament victories in his career, Mr. Peete was the most successful black professional golfer before Tiger Woods.

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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