Sparpart genset murah genset perkins genset foton genset cummins murah genset lovol 100 kva harga
jual ECM perkins agen ECM perkins distributor ECM perkins toko ECM perkins seting ECM perkins

Jual Genset Doosan di Musi Rawas 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).

Jual Genset Doosan di Musi Rawas Kami juga menerima pembuatan box silent dan perakitan diesel generator set. Produk kami meliputi berbagai diesel generator set model open, silent lokal yang ukuranya menyesuaikan lokasi pondasi genset, mobile/ trailer . Sebagian besar mesin kami menggunakan Merk : Perkins, Cummins, Deutz, Lovol, Isuzu Foton dengan generator Leroy Somer, Stamford, kualitas terbaik brushless alternator. Jual Genset Doosan di Musi Rawas

Jual Genset Doosan di Musi Rawas

Tag :
Jual Genset Lovol | Jual Genset Doosan di Musi Rawas | Jual Genset Lovol kav 45 kva | jual genset lovol Kap 70 Kva Prime Power type 1004TG | Genset Lovol | Genset Lovol kav 45 kva | Jual Genset cummins |

sparepart genset lovol untuk semua kapasitas Murah di Cirebon

sparepart genset lovol untuk semua kapasitas Murah di Cirebon 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). sparepart genset lovol untuk semua kapasitas Murah di Cirebon

saco-indonesia.com, Para pebalap Formula 1 tampaknya telah menghabiskan musim dingin dengan memilih-milih nomor balap yang akan

saco-indonesia.com, Para pebalap Formula 1 tampaknya telah menghabiskan musim dingin dengan memilih-milih nomor balap yang akan mereka gunakan hingga akhir karirnya nanti.

Seperti yang telah diumumkan oleh Federasi Balap Mobil Internasional (FIA) pekan lalu, mulai musim depan para pebalap F1 telah diperbolehkan untuk memilih nomor balapnya sendiri, dari nomor 2 hingga 99. FIA juga telah meminta para pebalap untuk dapat mengirimkan tiga nomor pilihan mereka.

Pebalap Force India, Sergio Perez juga telah mengumumkan bahwa ia menginginkan nomor 11. Sementara pebalap Scuderia Ferrari, Fernando Alonso dikabarkan ingin memakai nomor 14.

Pebalap Toro Rosso, Jean-Eric Vergne dan pebalap Mercedes, Nico Rosberg masing-masing ingin memakai nomor 27 dan nomor 6. Sementara pebalap Williams, Valtteri Bottas ingin memakai nomor 77. Rekan setimnya, Felipe Massa juga telah mengumumkan via Twitter bahwa dirinya akan menggunakan nomor 19.

Meski begitu ada beberapa pebalap yang tak ingin mengungkapkan nomornya, seperti Daniel Ricciardo, Daniil Kvyat dan Romain Grosjean. "Saat ini, saya juga harus merahasiakannya. Namun sangat menyenangkan para pebalap F1 akhirnya telah diperbolehkan memilih nomor sendiri mulai tahun depan," ujar Ricciardo yang akan membela Red Bull Racing.

Pebalap Scuderia Ferrari, Kimi Raikkonen dikabarkan akan memakai nomor 7, namun sang juara dunia 2014, Sebastian Vettel belum dapat memastikan nomor balapnya musim depan.


Editor : Dian Sukmawati

Saco-Indonesia.com — Setiap hari, tak terhitung banyaknya foto, video, dan jenis-jenis file lain yang diunggah oleh ratusan juta pengguna ke Facebook.

Saco-Indonesia.com — Setiap hari, tak terhitung banyaknya foto, video, dan jenis-jenis file lain yang diunggah oleh ratusan juta pengguna ke Facebook. Hanya sebagian kecil di antaranya yang sering dilihat oleh pengguna. Namun, semua konten ini tentu perlu disimpan sehingga memakan ruang media storage di server jejaring sosial tersebut.

Bagaimana caranya agar konten-konten usang bisa tetap dipertahankan di media penyimpanan (supaya tidak hilang ketika dicari) tetapi tidak terlalu memakan tempat dan biaya? Facebook merasa perlu mencari alternatif selain hard disk konvensional.

Minggu lalu, pada ajang Open Compute Summit, perusahaan ini memperlihatkan purwarupa sistem cold storage yang menggunakan cakram Blu-ray untuk menyimpan data hingga hitungan Petabyte atau jutaan Gigabyte.

Sebanyak 10.000 cakram Blu-ray bisa disimpan dalam lemari khusus yang tingginya lebih dari 2 meter. Lengan-lengan robot lantas mengambil cakram-cakram yang diatur dalam serangkaian magasin untuk mengambil data dari disc yang sesuai.

Sebuah cakram Blu-ray sendiri didesain utnuk menampung data mulai dari 25 GB untuk setiap keping single-layer hingga 128 GB pada keping varian 4-layer.

Dikutip dari The Verge, wakil presiden bidang teknis Facebook Jay Parikh mengatakan bahwa sistem berbasis Blu-ray ini bisa menghemat penggunaan energi hingga 80 persen dan ongkos hingga 50 persen dibandingkan metode cold storage konvensional yang mengandalkan hard disk.

Blu-ray bukan medium ideal untuk penyimpanan utama karena kecepatan transfer data yang relatif lamban, tetapi cakram ini cocok digunakan untuk menyimpan data yang jarang diakses, seperti backup file foto dan video pengguna Facebook.

Saat ini, penyimpan data Blu-ray tersebut sudah mulai digunakan oleh Facebook dan bisa menyimpan sejumlah besar data, mencapai 30 Petabyte. Ke depannya, perusahaan jejaring sosial itu berniat menggunakan flash memori hemat energi untuk menyimpan data, tetapi solusi ini relatif mahal dibandingkan alternatif lain.

Sumber: The Verge/kompas.com

Editor : Maulana Lee

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.

A 214-pound Queens housewife struggled with a lifelong addiction to food until she shed 72 pounds and became the public face of the worldwide weight-control empire Weight Watchers.

Artikel lainnya »