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Genset Cummins 500 kva Murah di Manggarai Timur Hubungi : 0821 - 1310 - 3112/(021) 9224 - 2423 PT. Tribuana Diesel Adalah penjualan Generating-Set (genset) berkualitas import (builtup) bagi anda yang membutuhkan product berkualitas serta pengadaan yang cepat urgent tanpa berbelit-belit, Genset kami di lengkapi dengan dokumen Certificate Of Original , Manual book engine dan manual book generator, Kami sediakan Genset kapasitas 10 Kva - 650Kva (ANDA PESAN KAMI ANTAR). Genset Cummins 500 kva Murah di Manggarai Timur

saco-indonesia.com, Wali Kota Surabaya Tri Rismaharini tengah menggagas konsep Mass Rapid Transit (MRT) atau konsep angkutan mas

saco-indonesia.com, Wali Kota Surabaya Tri Rismaharini tengah menggagas konsep Mass Rapid Transit (MRT) atau konsep angkutan massal berbasis kereta dalam kota. MRT yang berbentuk monorel dan trem itu, dinilai paling efektif untuk bisa mengatasi kemacetan. MRT juga akan membelah kawasan timur dan barat di Kota Pahlawan.

Untuk bisa merealisasikan konsep itu, puluhan investor, baik dari dalam maupun luar negeri, telah didatangkan khusus ke Kota Pahlawan untuk bisa mendengarkan langsung paparan mengenai konsep MRT. Dan hari ini (18/12), mereka akan dijadwalkan meninjau lokasi yang akan digunakan untuk MRT.

Menurut Tri Rismaharini, paparan yang telah disampaikan tim promotor dilakukan pada Selasa malam di Hotel Majapahit. Hal tersebut sebagai proses awal dari realisasi pembuatan MRT. "Bagi investor yang tertarik, bisa langsung menawarkan investasi secara mandiri atau pun konsorsium," kata Risma.

Setelah itu, lanjut Risma, proses berlanjut pada prakualifikasi lelang, lelang, dan beauty contest. "Dalam proses beauty contest, para investor telah menawarkan konsep terbaik proyek MRT yang akan dilakukan, termasuk berapa harga yang paling ideal dan murah bagi warga Surabaya."

Wali kota kelahiran Kediri itu juga melanjutkan, tawaran konsep dari investor akan dinilai dari berbagai sudut pandang, seperti teknik mesin, manajemen usaha, dampak lingkungan, hingga sisi anggaran dari kalangan pemerintah. "Semuanya akan dinilai langsung oleh tim yang kita bentuk," katanya.

Risma juga berharap, di akhir masa jabatannya nanti, yaitu pada tahun 2015 mendatang, MRT yang berbentuk monorel dan trem itu akan beroperasi secara efektif. "MRT ini juga dinilai paling efektif untuk bisa mengatasi kemacetan di Kota Surabaya. Nantinya, MRT juga akan membelah kawasan Surabaya menjadi kawasan timur dan barat," papar dia.

Meski begitu, alumnus Institut Teknologi 10 November Surabaya (ITS) itu juga menjanjikan, pembangunan MRT di Kota Pahlawan ini, tidak akan menghilangkan angkot yang selama ini sudah lebih dulu eksis.

Angkot, kata dia, akan difungsikan sebagai angkutan pengumpan trem dan monorel. "Kami juga tidak berencana membunuh mata pencaharian sopir angkot, justru kami juga akan melakukan peremajaan angkot," janji Risma.


Editor : Dian Sukmawati

saco-indonesia.com, Empat kali beraksi, kawanan perampok truk telah dibekuk oleh aparat Jatanras Polda Metro Jaya. Dalam aksinya

saco-indonesia.com, Empat kali beraksi, kawanan perampok truk telah dibekuk oleh aparat Jatanras Polda Metro Jaya. Dalam aksinya komplotan bandit yang beranggotakan empat orang ini kerap menyasar truk yang bermuatan barang dengan modus berpura-pura menumpang.

Kasubdit Jatanras Polda Metro Jaya AKBP Herry Heryawan juga menyebutkan keempat pelaku yang dibekuk masing-masing, Erwandi alias Andi, 29, Iwan Setiawan alias Iwan, 23, Kusnadi alias Engkus, 21, dan Juli Erwan, 20. Aksi terakhir kawanan garong ini telah dilakukan terhadap truk kontainer yang bermutan sabun dan sampo pada 26 September 2013 lalu.

“Mereka naik truk dari Jalan Perintis Kemerdekaan, Pulogadung dengan berpura-pura menumpang,” kata Herry. Kemudian sebelum truk masuk ke jalan tol, mereka mulai beraksi. Satu pelaku yang telah membawa senjata tajam  berupa clurit, menodong sopir dan kernet. Sementara pelaku lain mengikat dan melakban awak truk. “Kemudian, kemudi diambil alih oleh pelaku “Korban kemudian dibuang di pinggir tol, sementara para pelaku telah membawa truk tersebut,” kata Herry.

Truk yang bermuatan perlengkapan mandi itu kemudian telah diarahkan oleh para pelaku ke daerah Pondok Gede, Bekasi untuk dapat dijual muatannya. “Para pelaku kita bekuk pada 15 Desember lalu setelah korban melaporkan kejadian itu,”. Dalam pemeriksaan kawanan bandit ini juga mengaku sudah  4 kali beraksi. “Tersangka Juli pernah ditahan di LP Paledang karena kasus penodongan dengan senjata tajam, kemudian pembunuhan, curas dan kepemilikan senjata tajam,” tutur Herry.


Editor : Dian Sukmawati

WASHINGTON — During a training course on defending against knife attacks, a young Salt Lake City police officer asked a question: “How close can somebody get to me before I’m justified in using deadly force?”

Dennis Tueller, the instructor in that class more than three decades ago, decided to find out. In the fall of 1982, he performed a rudimentary series of tests and concluded that an armed attacker who bolted toward an officer could clear 21 feet in the time it took most officers to draw, aim and fire their weapon.

The next spring, Mr. Tueller published his findings in SWAT magazine and transformed police training in the United States. The “21-foot rule” became dogma. It has been taught in police academies around the country, accepted by courts and cited by officers to justify countless shootings, including recent episodes involving a homeless woodcarver in Seattle and a schizophrenic woman in San Francisco.

Now, amid the largest national debate over policing since the 1991 beating of Rodney King in Los Angeles, a small but vocal set of law enforcement officials are calling for a rethinking of the 21-foot rule and other axioms that have emphasized how to use force, not how to avoid it. Several big-city police departments are already re-examining when officers should chase people or draw their guns and when they should back away, wait or try to defuse the situation

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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