jasa pelatihan cnc program di Jakarta Utara 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 jasa pelatihan cnc program di Jakarta Utara

jasa pelatihan cnc program di Jakarta Utara Mesin CNC sekarang banyak digunakan dalam industri permesinan jasa pelatihan cnc program di Jakarta Utara 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, jasa pelatihan cnc program di Jakarta Utara kendaraan bermotor sampai pesawat terbang sekalipun menggunakan teknologi ini. jasa pelatihan cnc program di Jakarta Utara

jasa pelatihan cnc program di Jakarta Utara

Sahabat   Darimulah ku temukan arti sebuah persahabatan Engkau hadir temani hari-hariku Saat sedih maupun bahag

Sahabat

 
Darimulah ku temukan arti sebuah persahabatan
Engkau hadir temani hari-hariku
Saat sedih maupun bahagia
Lalui hari bersamamu
Ingatlah kala itu sahabat
Aku bercanda tawa bersamamu
Namun apa kebersamaan ini terus  berjalan?
Akankah kita kan selalu bersama?
Persahabatan kala bersamamu
kan selalu tersimpan di benakku
Namun kini aku dan dirimu terpisah oleh waktu
Janji yang pernah kita ucapkan di masa lalu
kan terus teringat dalam ingatanku
Ingatlah wahai sahabat ku selalu mengenangmu
Tentang semua kebersamaan itu
Andai kau tahu sahabat harapanku tuk tetap bersamamu
Namun semuanya tlah jadi kenangan terindah bagiku sahabat
 
Untuk Kawanku

Aku tahu aku salah
Aku tahu aku melukai hatimu
Tapi bukan maksudku seperti itu kawan
Kata-kata maaf selalu ku ucapkan untuk mu
Tapi apalah daya
tidak ada gunanya semua itu di benakmu
Aku tidak ingin persahabatan ini hancur
Aku ingin kita slalu tetap bersama
Maafkanlah aku kawan
Aku sayang kalian
aku tak bisa apa-apa tanpa kalian
Aku tidak dapat berdiri tegak tanpa kalian
Hanya kata-kata maaf yang dapat aku utarakan
Hanya kata-kata maaf yang dapat ku berikan
ku rela aku serahkan jiwa ragaku untuk kalian
Demi persahabataan ini, ku rela berkorban hanya untuk kalian
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Seorang sahabat ialah seseorang yang...
tertawa serta menangis dengan Inspirasi,
Seseorang yang meminjamkan tangan untuk membantu,
meski sahabat mungkin tak selamanya,
Dan mereka dak mungkin berakhir bersama-sama,
kenangan persahabatan sejati kan bertahan selamanya.
Seorang sahabat bukan bayangan atau hamba
Tapi seseorang yang memegang
sepotong seseorang di dalam hatinya.
Seseorang yang sellau berbagi senyum,
Seseorang yang mencerahkan hari mu
 
Bukan Sahabat Terbaik

Mungkin aku bukanlah sahabat yang baik
ku sering melalaikanmu
ku sering membuatmu merasa tersisih
mungkin selama ini banyak bicara ku yang pedih
aku sering tak memahamimu
aku hanya manusia biasa
karena kekurangan ku itu aku sering memanjatkan doa
semoga tuhan kan selalu melindungimu
karena siapapun kalian
kalian adalah sahabatku..,..

by yandre pramana putra

saco-indonesia.com, Petugas Buser Polsek Pasar Kemis, Kabupaten Tangerang telah menembak tersangka komplotan pencuri kabel PLN,

saco-indonesia.com, Petugas Buser Polsek Pasar Kemis, Kabupaten Tangerang telah menembak tersangka komplotan pencuri kabel PLN, karena telah melawan saat disergap, Minggu(9/2) kemarin .

Menurut Kapolsek Pasar Kemis Kompol Afroni Sugianto, tiga pelaku pencurian kabel listrik SN, 25, JM, 23,  dan HO,43. Ketiga tersangka telah diketahui warga mencuri kabel milik PLN di gardu listrik di Kuta Bumi dan mengangkutnya dengan mobil Toyota Avanza hitam

Warga yang telah melihat juga sempat mencatat nomer polisi mobil yang dinaiki tersangka dan telah dilaporkan ke polsek Pasar Kemis.

Atas laporan tersebut polisi kemudian telah melacak mobil tersangka. Tim buser dipimpin kanit reskrim Ipda Yan Hendra telah berhasil melacak tersangka di wilayah Sepatan kabupaten Tangerang.

“Saat kami sergap tersangka mendorong dan ingin melarikan diri sehingga kami berhasil melumpuhkan HR dengan timah panas,” tegas Yan Hendra

Petugas telah berhasil menyita barang bukti tas berisi 4 obeng, kunci segitiga, pisau curter, garpu, kunci leter T, gunting besi, 4 gulungan kabel listrik seberat 400 kg sepanjang 10 KM, baju seragam logo PLN dan mobil Avanza.

Menurut kapolsek, pelaku kalo beraksi memakai baju logo PLN dan sudah 18 kali beraksi. Dengan rincian di Pasar Kemis 5 kali, di Kalimalang 7 kali, 5 kali di Kalideres. “Kami juga masih melacak penadah kabel curian,”jelasnya.


Editor : Dian Sukmawati

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.

Under Mr. Michelin’s leadership, which ended when he left the company in 2002, the Michelin Group became the world’s biggest tire maker, establishing a big presence in the United States and other major markets overseas.

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