mobil berbahan bakar coklat dan rmah lingkungan

supey menulis:

Alternatif bahan bakar ramah lingkungan bisa dari bahan apa saja bahkan yang mungkin tak terpikirkan sama sekali sebelumnya. Kalau di Indonesia pernah diperkenalkan jelantah atau minyak goreng bekas pakai sebagai bahan bakar mobil, di London, Inggris para ilmuwan menggunakan coklat sebagai bahan bakar.

Mobil bertenaga coklat itu untuk pertama kalinya diperkenalkan Selasa (5/5). Jangan berpikir yang dipakai adalah cokelat batangan karena harganya bisa selangit. Yang mereka gunakan adalah limbah coklat dari pabrik yang selama ini dibuang dicampur minyak nabati sebagai biofuel.

Tidak hanya bahan bakarnya yang ramah lingkungan, mobil tersebut juga dibuat dari serat tumbuh-tumbuhan yang tak beracun. Misalnya, ban terbuat dari serat wortel dan akar-akaran, tempat duduknya dari campuran rami dan busa minyak kedelai. Body-nya pun dari serat tumbuh-tumbuhan.

Kecepatan lajunya tak kalah dengan mobil pada umumnya. Pada pengujian saat ini baru dikebut 96 kilometer perjam namun saat diuji coba di jalur belapan diharapkan mampu menembus kecepatan 232 kilometer perjam. Mobil yang diberi nama "WorldFirst Formula 3 racing" car itu memang akan digunakan dalam balapan European Grand Prix dan Britain's Goodwood Festival of Speed.

diambil dari KOMPAS.com

Facebook Haram

supey menulis:

as you guys know,

recently there is an issue regarding to facebook.

it said that facebook is forbidden for mosleems. but MUI has not made any decisions regarding to this.

my friend thought that there are some reason why facebook has been forbidden;

•  facebook could make us ignoring our kids

• make us stick on our computer

• make us careless to our surrounding

• could make tou get thinner/slimmer or be a fatso

 

• every level of age become facebooker, even a toddlers

• in any circumstances, you always want to be connected to FB

so guy, don't fall in love and get addicted to facebook, and misuse it.

it has been created to help us connecting to our friends, so use it wisely

data from my fellows

AIKIDO "The Beginners Guide"

supey menulis:

Arrival at the Dojo
Please be punctual. Enter the dojo (the practice location) and be on the tatami (mat surface) at least five minutes before the class starts and meditate until the sensei (instructor) begins the class. When you come earlier, do warm-up exercises and practice by yourself or with other practitioners. If you happen to be late, do your warm-up exercises off the tatami and then obtain permission to step on the tatami from the Sensei.
(Lateness, occasional or stemming from special commitments (work for instance), is acceptable. However, lateness caused by poor planning or lack of consciousness is an indication of a disorderly mind and unless corrected will slow down one’s learning and progress in Aikido).

About Rei
Aikido is more than a sport, it teaches a way of life. As such it commands our appreciation and respect. This appreciation and respect is owed to O'Sensei ( the founder of Aikido), the dojo (the place of the way), the sensei and the other practitioners. Rei means "appreciation and respect" and the manner by which it is expressed.

Rei in the Dojo
Upon entering the dojo, bare your head and do a standing bow towards the Kamiza (shrine): face the Kamiza arms held by the side of the body and bend the torso to a 30 to 45 degrees angle.
At all times while in the dojo but not on the tatami, it is necessary to wear zori (sandals). They are kept on shelves at the dojo entrance. They should be put on upon entering the dojo and neatly left at the side of the tatami during the practice. Care of one's zori is a good sign of one's discipline.

Rei on the Tatami
Upon stepping onto the tatami, kneel down in seiza (sitting on the heels with the back straight) and bow to the Kamiza by bending the torso down to an horizontal position while lowering both hands in front of the knees. Your back should stay very straight and the position be very stable. This bow is also required whenever you leave the Tatami temporarily or definitively. In either case authorization to leave the Tatami before the end of the practice must be obtained from the Sensei.

Rei to O'Sensei
The spirit of the founder is always present in the dojo through his legacy. That is why we express our gratitude and respect with a kneeling bow to the Kamiza at the beginning and end of each class. If you are late, bow on your own to O'Sensei before joining the class.

Rei to the sensei
At the beginning and end of a class, immediately after bowing to O'Sensei. The sensei and the practitioners bow to each other. During the class, do a kneeling bow to the sensei whenever he gives you personal attention. Note also that during a class the instructor is addressed as "Sensei" and not by his personal name.
When one bows to the Sensei, at the beginning of the class, tradition is that one says "Onegai shimasu" ("please do me a favour and practice with me") whereas at the end of the class, one says "Domo arigato gozai mashita" ("thank you very much")).

Rei to partners
Your partner is the mirror of yourself. Ignoring his individuality and self-esteem is against the spirit of aikido. Your partner is not someone you compete against, but a person to train and improve with. Helping your partner is helping yourself.
At the beginning and end of each movement, practitioners bow to each other (in seiza) to eliminate all trace of aggressiveness. Normally one changes partner for each technique.
Senior practitioners are precious helpers for you. Regardless of age, sex and social status, they deserve your respect. Listen to them sincerely and follow their directions during practice.
On the other hand, senior students should not take advantage of their position. They should remain humble and sincere, both in attitude and behavior, and to try to be good role model for beginning practitioners.

Rei to weapons
Aikido training sometimes involves usage of weapons: the bokken (wooden sword), the jo (a 3 to 4 feet wooden stick), and the tanto (wooden knife). When used they are a prolongation of yourself and help improve your aikido. As such they deserve respect and are bowed to before and after their usage: while standing hold the weapon with both hands at eye level the blade toward you with the tip to your left (except for the jo which has neither) and bow to the Kamiza. They should not be thrown, stepped on or over.

General manners
While you practice, always be alert. Careless practice causes accidents and make no improvement in one's Aikido. Do not waste both yours as well as your partner's time in unnecessary talking during practice. Keep the conversation minimal at all times.
Do not hesitate to let your partner and the Sensei know when you cannot continue practice because of sickness, injuries, or genuine tiredness. When only a short rest is necessary, go quietly to the corner after bowing to your partner and the Sensei, and watch the class. If you feel sick, and still want to practice, see the Sensei and ask permission. Your body belongs to nobody else but you, take good care of it and prevent injuries.
Wash your dogi (the uniform worn during practice) regularly, ideally after every class. You may leave it at the dojo as long as it is clearly identified and left at the appropriate places. Do not use the hooks provided to hang your clothes when you change: there are barely enough as it is without using them for dogi storage.
Keep your toe and finger nails short and filed at all times. Never wear jewelry at any time on the tatami. This will help prevent accidents to both yourself and your partner. Relieve yourself before class. If you sweat a lot keep an handkerchief or an hand towel in your dogi. Do not drink during class.
Please mark the appropriate box on the attendance list for each of your practice days. If your name does not appear on the list, just add it in one of the provided blank lines. The number of practice days since your last successful test (or your training start) is kept with the list of students on the board.
The dojo where we practice belongs to the membership of Aikido de la Montagne. Each and every member share the responsibility of keeping the dojo clean at all time and should enjoy it. Cleanup is done after each practice. Do not wait to be directed, but show initiative and do whatever is necessary to assure that the facility is clean. If you have any question, ask the Sensei or any advanced student, They will cheerfully answer.
Those not on the tatami during a class should have the tactfulness of keeping their voice low to avoid disturbing those who practice. This is especially critical when there are more persons outside the tatami than on it; for instance when people are waiting for a class to finish to go on the tatami. In any case silence is mandatory when participants are bowing.
By keeping in mind that the dojo's main goal is Aikido training, it becomes easy to adopt the proper attitude that one should have when in the dojo.

Terminology
Counting
1. Ichi 2. Ni 3. San 4. Shi (Yon) 5. Go
6. Roku 7. Shishi (Nana) 8. Hachi 9. Ku (Kyu) 10. Ju

Clothing and equipment
Dojo                            practice place.
Kamiza                       shrine.
Tatami                       practice mat.
Gi                               uniform.
Obi                             belt.
Shiro obi                    white belt or a practitioner with a belt. (In Aikido there is usually only white and black belts).
Zori                            sandals.
Bokken                      wooden sword.
Jo                               wooden stick.
Tanto                        wooden knife.

Manner
Rei                             bowing; literally "appreciation and respect".

Roles
O'Sensei                    the founder of Aikido.
Sensei                        the instructor.
Nage                          the person who does the technique.
Uke                            the person who receives the technique.

Posture
Ai hanmi                   partners face each other, each with the right or the left foot forward (right/right or left/left).
Gyaku hanmi           partners face each other, one with the right foot forward the other with the left foot, or vice-versa (right/left or left/right).
Maai                          proper distance between the two partners facing each other.
Seiza                          kneeling position, sitting on the heels with back straight.
Falls (Ukemi)
Koho kaiten              back roll.
Zempo kaiten          forward roll.
Warm up (Jumbe undo)
Haishin undo           final back stretch.

Category of movements
Tachi waza = standing technique.
Hanmi hantachi waza = technique done with uke standing and nage sitting.
Suwari waza = sitting technique.
Omote waza = entering movement in front of uke, considered positive.
Ura waza = entering movement behind uke, considered negative.
Soto kaiten = outside turning movement.
Uchi kaiten = inside turning movement
Irimi = entering movement going toward uke.
Tenkan = turning movement.
Tenshin = nage steps back.

Attacks
Katate dori = one hand grasp of a wrist.
Ryote dori = two wrists grasp from the front (one hand per wrist).
Morote dori = two hand grasp of a wrist.
Kata dori = shoulder grasp.
Ryokata dori = two shoulders grasp.
Ushiro tekubi dori = two wrists grasp from behind.
Ushiro ryokata dori = two shoulders grasp from behind.
Shomen uchi = descending strike to the top of the head.
Yokomen uchi = sideways strike to the head.
Tsuki = thrust punch.

Techniques
Ikkyo = arm pin.
Nikkyo = wrist control by turning it in.
Sankyo = wrist control by twisting it.
Irimi  nage = entering throw.
Shiho nage = four corners throw.
Tenshi nage = heaven (ten) and earth (shi) throw.
Kote gaeshi = throwing by turning out uke's wrist.
Kaiten nage = throwing by pushing diagonally on one of uke's arm while maintaining down his head.
Kokyu ho = breathing exercise.

5 S implementation

Supey menulis:

A high proportion of our visitors have shown their interest into this particular discipline and asked for a more detailed explanation of the process to implement it. I strongly recommend to do this at the very beginning of your Lean Effort. It will make all the future tasks much easier and produce top results in every way.

Originally compiled by one of the Toyota Production System gurus: Iwao Kobayashi, the 5S or 5-Ss have been a valuable first step in many successful implementation processes. Many people though, frequently misunderstand or misinterpret its essence and here I will try to produce some simple guidance so that you become a champion implementer for your own benefit and that of your company.

One of the main advantages of learning this discipline is the applicability it has in every environment: you car, your garage, your kitchen, and home in general; your social life also benefits big time from this. This article will be focusing on a manufacturing environment but you will discover how easy it is to adapt the steps to any other environment. Today there is an important movement to bring the Lean Manufacturing principles of the Toyota Production System to Administrative areas (Lean Office) and to the Health Industry (Lean Healthcare). These applications will contribute to reduce their cost of operation and benefit the economy in general.

In order to have a total, measurable, and noticeable success implementing the 5S, I strongly recommend that you be very objective and focus on [ONE PARTICULAR AREA] only. Take several pictures of the area in general and some spots of special interest within the area. 

Watch Out!!! It is easy to feel very excited from the beginning as soon as we start seeing results. This excitement can make you want to Five-S every single spot or corner in your plant, home etc... Watch out! you may end up not getting the good results your effort deserves. You must be selective and concentrate all your attention and resources into one small and clearly defined area. Then your results will be of a very high impact on everyone else and you will be developing the necessary credibility for getting everyone else's support to continue the spread of this "new" culture. 

As most of the valuable components of the Toyota Production System (TPS) or Lean Manufacturing, the 5S is mostly comprised of "Common Sense" the least common of senses...

In all these steps, it will be the experience of the operators in the area where we are working that will give us the guidelines. We want them to come up with creative ideas that will make their area easier to work at. That is the essence of any Kaizen Event. 

The team of a Kaizen Event for implementing the 5S will be comprised like many others: include at least one of the users of the area, if possible add a maintenance person, at least one supervisor or leader, and whenever possible, a manager. This team should be anywhere from 4 to 8 people for a defined work area that can be as small as fewer than 100 and should not exceed 1,000 square ft.

The first S (Seiri) is for "Sort" 

This is about removing from our selected area anything that simply does NOT belong in it: broken tools or parts, trash, remains of pipe, wire, paint, brushes, oil cans; food wrappings and beverages' cans and bottles; pieces of wood, metal, paper, cord that we keep "just in case", defective products, more supplies than necessary for the next few hours of process, pieces of clothing, rags, finished or semi-finished products that are "waiting" to go to the next process, boxes, bags, etc. The team will need to break any attachment that they feel for some of those items. "When in doubt, throw it out". 

Of course not everything that "does not belong in the area" is trash or worthless, for this reason, we will create in advance (close by) what we call a "parking" or "red-tag" area. Indeed, some items that evidently may have some value and be useful in a different place of the plant or can be sold to someone else, we will tag using a simple "RED Label" of any size. Then all those items are carried to the "red tag area" and are made available to people from other areas of the plant where they can and will be utilized. The rest of items (worthless) will be properly disposed of. Ideally the "red tag area" will be open for only a few days, then the valuable items not needed should be moved to a warehouse and someone must take care of them to return, sell, donate, or any other alternative. This should be accomplished in a reasonable timely manner.

In many cases we find some materials or pre-assemblies that can't be processed because of a missing tool or wrong material or part. Remember: if it can't be processed in the next few hours, it does not belong in the area. It should have not been brought to it in the first place. The "owner" of each area must become aware of the importance of not allowing anyone to bring in anything that is not needed in the short term. This becomes more understandable and supported by everyone as we keep advancing in the 5S culture. Some materials, because of their nature, need to come to the area in higher volumes than strictly required, for these we must assign an appropriate rack or storage space close to the area where we can get the materials we will use in the next period of time (usually not more than 4 hours). Exception will be made if they are very small pieces like rivets, screws, etcetera, that we can hold within the reach of the operator without causing any clutter or compromising workspace. 

Now our area has gained some space, sometimes it is a lot of space! This will let us move to...

The second S (Seiton): "Set in Place"

The old saying: "one place for everything and everything in its place" becomes the way of thinking for every team member when we enter this second phase of implementation. The goal is for anyone (when this step is finished), to find anything they may need in just a few seconds. The "place" assignment must be logical and determined by the direct user of the workstation. Some arrangements may be necessary like: racks, shelves, drawers (preferably open access ones), using the creativity of our team. Consider ease of access and ergonomic work postures, also safety is a factor. In order to assure that tools, jigs, and other repetitive-use items go back to their exact place, some visual systems will be helpful. In the case of tools, the whiteboards with shadows for each tool are excellent. in some cases we will find it convenient to utilize conventional color codes. This helps avoid confusion when there are tools that look very much alike and have differences of size or application. For major items like carts, trash cans, dollies, incoming and outgoing pallets, you may find it convenient to use delimitation lines, so they always are kept in the same spot. Shelves assigned to keep certain materials or tools should also show a clear identification that make it easy for the user to find and return them when necessary.

Here we see some examples in an electronic assembly area: 

Please note: 

Boxes clearly labeled to identify their contents
Instruments securely fastened in a readable position without using table space
Standard Process Instructions for different assemblies can be easily rotated and are out of the way of the assembly surface
The roll of soldering wire is in a simple dispenser, also out of the table surface we see the soldering iron and its cleaning pad 
The operators decided in what position the parts should be stored, keeping the most frequently used closer to the point of use 

When the team achieves this orderly accommodation of everything the user may need, then the next step will be much more effective...

The third S (Seiso): "Shine" or "Super-Cleaning"

This step is very important and the team must focus not only on cleaning the area, but also find the root cause(s) or the origin(s) of contamination. The purpose is to create awareness and go to the root cause of the problem. Everyday thousands of years-labor are used to clean machines and areas that should have not gotten dirty in the first place. When the team is cleaning any part of the area, they should ask themselves: How can we prevent this to get dirty again? This will take you to discover oil leaks, lose or missing covers and opportunities to improve the behavior of everyone. We all benefit from a cleaner space. You will agree that when a surface or area is very clean, it is likely that anyone would feel uncomfortable to throw something on the floor.

This means that the third S is very useful to inspect your equipment and installations. Cleaning is inspection, after that initial effort, it will be much easier to keep the area clean. Cleanliness contributes to make the area safer and the people who work in it will be happier. Since happiness is a critical ingredient of quality, you will start getting results in the product as well.

In some cases when the area is somewhat complex, we may need to create a Standard Procedure to clean it well and keep it like that all the time. The team must establish a self-audit system and find out if any additional prevention is needed to avoid contamination and decay of the area. We do not recommend external audits, since they are a way to send a wrong message to your people. We are talking "Autonomous Quality" here. When people are empowered to define the quality of their work and feel the responsibility to grow that quality all the time. (See Zero Quality Control)

By the end of the third S implementation, the area must have been brought up to a level of comfort, cleanliness, and orderliness never seen before. Yes, You All are Making a Difference! 

Some pictures of before and after are a great tool to boost the satisfaction and self-esteem of your team. Find a spot to publish them with pictures of the whole team.

The previous 3 Ss are a key element in the Lean Manufacturing deployment, and are of course (as any other Kaizen Event), a never ending task, since each new day is a valuable opportunity to improve something. Also it becomes easier everyday because people get used to success. 

Now you are ready for the simplest and the most difficult 4th and 5th Ss...

The fourth S (Seiketsu): "Standardize"

The new level of cleanliness and orderliness of the "Five-Sed" area is a valuable achievement of the whole team. It was not easy, I know it first-hand. Now we do not want all the team's effort to be a total waste! Likely, you need to educate and motivate some other people who did not participate in the 5 S Implementation Kaizen Event (especially at the beginning of a global implementation). They all need to understand all the benefits that everyone will derive from a better workplace. Have them provide creative ideas to keep all the good work lasting for ever. Publish a brief note with pictures on the billboards all over the plant. 

Standardization is the assimilation of the new way of having our workstations looking, feeling, and functioning. Everyone in the company must feel they all are a part of this success, and will benefit from it. Ask for their continuous support. Top Management should address publicly the achievement and offer all the support that may be needed to continue spreading the 5S philosophy all over the organization. The 5S of an area may take just a few hours and perhaps in some cases up to several days. A motivational speech would be very appropriate at this time.

Finally the fifth S (Shitsuke): "Sustain"

Like any progress we achieve in life, it is critical to do all that it may take to preserve it. in this case, Kaizen Events are very powerful, since they imply empowerment of all the team members to follow up and support the cause.

At the time of closure of each implementation project, the members must write and say what their commitment will be in order to preserve and enhance the improvement accomplished. The closure of every Kaizen Event is a brief "Ceremony" where the Team and a Top Management group meet for about one hour, lunch time is usually very good so they all celebrate. In this closure, the Team members present the accomplishments achieved and explain what will the direct and secondary positive effects that are expected from the effort realized. This is a mutual commitment to follow up on the purpose and support of the project.

Congratulations! Repeat the dose as necessary...

by Enrique Mora

Best Practice in maintenance

Supey menulis:

13 Steps to be a WORLD CLASS MAINTENANCE :

1. Philosophical and Theoretical Shifts.

  To achieve Best Practices, within the maintenance and production organizations, there must be both a technological and an organizational philosophical shift in the way that departments conduct their daily business. Unless both the technical and organizational shifts occur at the same time, the cycle of change can not be sustained. The organization will slip back to its old ways, failing to achieve these Best Practices in Maintenance.

2. Understanding Change.

 Most people fear changes therefore are resistant to it. It is important that everyone realize the importance of making the necessary changes. Only those willing to make the changes necessary can expect to achieve real success. As the maintenance and production organizations make the decision to become a World Class Organization, they must be willing to develop within themselves a highly disciplined and committed plan of action. Once the plan of action is developed, it must be reviewed and agreed upon by top management. When approval has been received, maintenance and production managers must move boldly and swiftly to make the changes as necessary and implement the plan as rapidly as possible.

 3. Teamwork.

  All plant operation and support personnel need to be informed of the plan and its affect upon each individual in a timely fashion. They need to participate in the re-engineering processes so they can gain ownership. Personnel who understand and agree with a process are more willing to cooperate with it, and will be less likely to create difficulties later on. Teamwork throughout the organization realignment process is critical to achieve success.

4. Training.

  A specific training program must be developed covering all aspects of the proposed changes being made. Training sessions and progress meetings will be necessary to introduce the new ideas. Basic methods must be presented so that personnel will understand them. Training sessions should be limited to one hour each day and cover all aspects of the new plan. Workshops can be used to focus on the current and day-to-day problems as they arise.

  Use practical training methods to assist in the development of solutions as problems arise. Training must be ongoing until the newly established standards are fully established, so that they can be maintained.

  Plant personnel need to be trained in Problem Solving Skills using a formal methodology. People need this type of training so they can learn how to constructively analyze information. Using a single common approach methodology, everyone involved will bring a common approach or perspective to how they will access performance problems and develop recommendations. Anytime problems arise and the indicators' trend in a negative direction, the company as a whole can pull together quickly using the multilevel, cross-functional team that is equipped to analyze the opportunity.

  Once trained in problem-solving methodology, groups may need the support of a qualified facilitator. An individual within the organization (generally a Personnel Trainer) needs to be assigned to receive specialized training to meet those needs. Having a facilitator present is beneficial while the groups are small and new to the process. As time passes, they will naturally be able to work more and more without the aid of the facilitator. The facilitator should be able to provide support in the development of positive group dynamics by honing those skills they learn. Groups as they are established need to be and should be made up of personnel from the various departments within the company.

 5. Asset Management.

  Realign the plant into major plant equipment configurations or asset centers. An asset center can be a group of equipment designed to produce a single product, or component of a product. Each of the newly established asset centers will constitute the newly devised individual cost centers. By associating all costs, equipment, personnel and material associated to the operation of the group costs can be assigned. Once established, each cost center must be tracked and monitored for the important trending factors to provide management personnel with accurate and viable information as to where money is being spent. Establish a unique but specific center identity classification for each asset center. In this manner total operation and maintenance costs, with relevant work orders and their associated costs are charged to the specific cost center. Equipment descriptions, personnel assigned and other specific identification systems are then standardized to facilitate easy data retrieval. With a sound and effective asset management plan, the computerized maintenance tracking system will function at its full potential.

6. Warehouse/Inventory Control.

  The re-organization of the warehouse function is one of the more critical function changes. Most existing store rooms are improperly stocked, because the nature of maintenance personnel is to hoard critical individual parts and supplies until it is necessary to overhaul the entire system. It is essential that the parts on hand be adequate to meet the needs of all work in progress and emergencies, so that each maintenance function be fully served: not too many, not too few. The warehouse must be audited and inventoried in its entirety including the hoarded parts and supplies. Parts and supplies must be tagged and be easily located within the store-room. Once tagged and placed into the store room, the part must be entered into an automated control system by identification number, location and cost center(s) that use the part. Parts and equipment must be cross-referenced by application to multiple cost centers. This will allow maintenance personnel to locate any specific item and/or part each time they make a search.

  Create an equipment history analysis, identify dormant or excess stock items. Once identified, excesses are tagged for salvage or scrap keeping your inventory viable. The creation of optimum warehouse inventory levels is essential, on the basis of real time usage that is justifiable. Procedures for spare part receipt, issue, audit, salvage and scrap must be formulated. A written directive to produce a clear understanding by all personnel is essential.

  Warehouse and maintenance personnel must be trained in all aspects of data entry relevant to their job duties. Access into or entry into the warehouse must be restricted to only warehouse-men and be strictly enforced.

 7. Corrective Maintenance (CM).

  With assets and parts identified, corrective and preventive maintenance can be carried out in a more meaningful fashion. Personnel can be assigned to meet the needs of the newly created asset centers. Their costs directly associated to the individual asset center. Work orders must be written directly to the asset number in question so that costs associated with the work order for parts, materials and labor are effectively accumulated then used for accurate cost analysis, and to enhance performance forecasting.

  Everyone associated with production and maintenance should know what is being done, by whom, where, when and why. Develop written procedures for the work order system as a whole, detailed responsibilities are assigned to specific personnel for the completion and reporting of work. The use of operators to do routine maintenance tasks such as lubrication, minor adjustment is essential.

  Planning is the critical stage in the work order system. It is the Planner who sets the expected labor, material and time line requirements. The planner must be charged and empowered to make the determination of how much work can be accomplished in a given time period for each asset center to facilitate both production requirements and maintenance needs, and how much production and maintenance backlog there will be. Backlog must be effectively managed so that it does not grow to an unmanageable size. The planner must be answerable to the production manager and the maintenance manager to do his job effectively, and meet both maintenance and production requirements.

8. Preventive Maintenance (PM).

  The PM program must also undergo a total re-evaluation to determine its adequacy and effectiveness. Too much unscheduled downtime and frequent equipment breakdowns indicate that PM's are not working as they should. The real objective of the PM Program is to reduce downtime and breakdowns to a level that is acceptable and manageable by the specific departments. The effective PM program must be set to work hand-in-glove with a corrective and a predictive maintenance program if it is to be successful in the reduction of unnecessary equipment down-time.

  It is essential that there be good coordination and cooperation between operations and maintenance managers as a standard practice. Use written directives to establish who is in the lead and who is in the lag position in various operating scenarios. It is critical to success to realize that operations not always be allowed the lead. The leads should always relate to equipment reliability and be the dictating factor in establishing lead and lag positions. At the same time, maintenance needs to realize that without the cost center effectively producing products the outcome in all areas is adversely affected.

 9. Predictive Maintenance (PdM).

  The effective use of good forecasting tools are essential, if it is the desire of managers, to prolong the useful operational life of the given equipment configuration. Through proper application of the many and varied predictive maintenance tools available to maintenance personnel, failure patterns can easily identify and used to effectively predict eventual failure with some degree of accuracy over time. The more common predictive tools available to maintenance departments without great cost are: vibration analysis, lubrication analysis, thermography, and ultrasonics.

  All machines give early warning signs predicting their impending failure. The correct application and early uses of those predictive tools will greatly aid in the identification of impending problems before they become catastrophic. With the use of early detection and effective alert mechanisms by the maintenance department, failure pat-terns can be identified providing managers with information necessary for planning. Effective use of failure trending, will over time, indicate an adverse effect in performance for any equipment assigned to the trending analysis and its ultimate effect upon production. When trends are ignored, failures do occur, the lesson to learn is how soon or when to make the necessary repairs. To capture a pending failure just prior to adverse action in performance, rather than just prior to the equipment failure event is the key. Effective failure analysis data becomes a tool to judge the trade off, down time versus loss of productivity due to failure.

  PdM must therefore become a routine part of any regular Production and PM program if it is to be effective.

10. Purchasing.

  Purchasing also plays an important role in the modern integrated maintenance organization. The use of an automated system to trigger purchase orders that are designed to facilitate stocking levels as they are established is essential. Adequate planning and proper establishment of workable stock levels, (controlled by supply lead-time and usage) can prevent stock-outages and overstocking. This action will be very effective in controlling stock purchasing activi-ties.

  The trick here is to have on-hand only the items required for genuine emergencies. By letting a supplier be the main stock point, your in-house stock levels will be only sufficient to meet the needs of a bonafide emergency. One method is to find a supplier who will be willing to guarantee an adequate supply of your stock items on his shelf to meet all the needs of your operation. This can be accomplished by selective purchasing. Selective purchasing can be done by agreeing to purchase all your supplies from a single supplier. To remain competitive, commit to purchase from the supplier on an annual basis, but re-bid purchases on that basis and spot check competitors frequently. A written contract can be very helpful, specifying the need to remain competitive.

 The first ten activities were designed to assist managers in regaining control of their maintenance function. As they are put into practice, they can be refined and tuned to meet the individual plant's requirement.

11. Pro-Active Maintenance (PAM).

  Pro-active maintenance is a term to identify the enhancement of both the preventive and predictive maintenance technologies. It is absolutely necessary that managers identify and document data gained from both the PM and PdM programs so that they can develop the PAM portion of the equation. The PAM becomes the history that is viable to each cost center.

  To make this happen, establish and effectively use a documented history for each cost center. Start charting each center's uptime versus downtime, determine the cause and effect factors as they become apparent. Make changes in the operation and maintenance functions as they affect the overall uptime. Equipment histories must be accurate for them to be useful and effective in the PAM program. The effective PAM program will ultimately lead to a timely and accurate implementation plan of action. The PAM will provide managers a vehicle to effectively create a reduction in total maintenance down time while maximizing equipment production reliability and useful life.

12. Accountability.

 Accountability is required and must be built into the system. Individuals and groups assigned need to be specifically challenged so that the drive is in the proper direction. Activities need to be charted along with the development of detailed plans and how they have impact on the key measures. The indicators are then used to highlight the success of the plan and serve to reinforce those actions taken.

Too often personnel perceive accountability in the negative. They are often called to account for poor performance. It is critical that a reward's mechanism be built into the measurement system. With positive results, visible recognition will have positive impact on the key measures. The use of indicators to highlight the success of the plan will serve as a factor for reinforcement.

Overview Indicators:

These indicators are normally valuable for upper management, and are generally broad based. To be more effective, each is broken down into sub-indicators for a true analysis. The sub-indicators need to be shared with all employees. Some of the viable sub-indicators are:
• Budget Compliance (Actual versus Forecast).
• Plant-wide Overall Equipment Effectiveness (OEE).
• Costs as a Percent of Sales or Operating Costs.
• Maintenance Costs as a Percent of Replacement Asset Value.
• Maintenance Dollars per Unit Produced.
• Percent Absenteeism.
• Safety, Environmental and Regulatory Performance/Compliance.
• Training Hours or Dollars as a Percent of Overall Hours or Dollars Expended.
• Employee Turnover

Organizational Structure Indicators:

 Of lesser importance are the organizational structure indicators, however they do reflect ratios of different positions or functions. They do show if the organization is moving more or less in empowerment. Some of the indicators are:
• Ratio of Salaried Employees to Hourly Employees.
• Ratio of Company Employees to Contractors.
• Ratio of Production Employees to Maintenance Employees.
• Maintenance Employees per First Line Supervisor.
• Maintenance Employees per Planner.
• Maintenance First Line Supervisors per Planner.

Stores/Maintenance Parts Management Indicators.

 The use of indicators to reflect the storeroom's ability to provide high availability of parts as required at the optimal cost is essential. The following indicators can be used:
• Inventory Accuracy and Frequency.
• Percentage of Stock-outs.
• Inventory Turnovers,
• Percentage of Inactive Inventory.
• Materials versus Labor Ratio.
• Percentage of Growth of Line Items.
• Percentage of Growth in Number of Suppliers.
• MRO Value as a Percentage of Plant Replacement Values.

Routine Maintenance Indicators.

  The following indicators can be used to evaluate the consistency in performance of maintenance activities. To adhere to good maintenance practices as reflected by these indicators, expect positive results financially and in equipment performances. Examples are:
• Work Input Level (By Craft, Priority and Type).
• Backlog Level (By Craft, Priority and Type).
• Standing Work Orders as Percentage of Total Hours.
• Man Hours per Work Order.
• Daily Schedule Completion.
• PM Completion.
• PM Expense as a Percentage of Total Maintenance Expense.
• Work Generated Per PM/PdM Task.
• Percentage of Maintenance Rework.
• Percentage of Overtime and Total Callouts.
• Percentage of Emergency Work.

Equipment Performance Indicators

 The Equipment Performance Indicators are the most valuable of all the indicators, as they alone will reflect the "actual value of the plan" and employee activity successes or failures. These measures specifically focus upon reliability, cost of critical equipment or the cost of manufacturing lines.
• Overall Equipment Effectiveness (OEE)
• Equipment Downtime
• Equipment Capacity, Utilization, Running Speed or Performance Efficiency.
• Mean Time Between Failure (MTBF) for Pumps, Motors, Compressors, etc.
• List of Worst Performing Equipment.
• Set-up or Change-over Times.
• Start-up and Shut-Down Times.
• Monthly Costs for Each Type of Equipment (Pumps, Motors, Compressors, etc.)
• Monthly Costs for Each Asset Center. 

Summary

 The measurement of performance is critical to the organization's plan for success. It has been often said: "What you measure, is what you get." In all reality the use of measurement is much more complex, not being simply what is measured, what is more important is: How it is measured. To achieve success, integrate these measures into the overall company vision and strategy. Create a process to insure the indicators are acted upon in an intelligent and expeditious manner.

 With the use of a cross-functional review team charged to review and evaluate the maintenance and the manufacturing reliability indicators should include those in the organization most affected by that action, or those who can have real impact upon the indicators. Teams will consist of a company wide equipment operators, craft personnel, first line supervisors and engineers. Create and use a dialog with a free exchange of ideas, real communication is most important to remove inhibitions. Then move forward to achieve real successes.

13. Reliability Centered Maintenance (RCM).

  RCM is the final stage of maintenance realignment program. RCM totally integrates PM, PdM and PAM with accountability in each major manufacturing configuration. The total function of that configuration and how well it is centered in reliability maintenance is the real measure of success. Each of the assigned equipment components' within an asset center can be operated with a higher degree of confidence, resulting in better production forecasting, greater employee satisfaction and higher profit margins.

  Once RCM has been accomplished, the result will be a Totally Integrated Maintenance (TIM) approach to problem solving and providing for equipment reliability improvement. PM, Pdm and PAM must be working together with each established facet in place and fully functional if RCM is to become successful. When TIM is achieved the Maintenance Department will become a RCM Department. Personnel equipped to meet the demands of the World Class Manufacturing Organization.

 Long range benefits for the Totally Integrated Maintenance department can be far reaching, included in the benefits are:
1. The overall reduction of equipment emergencies by as much as 75%.
2. Reduction in maintenance purchasing by as much as 25%.
3. Improvement of warehouse activities and warehouse accuracy to as much as 95%.
4. Increasing PM effectiveness by as much as 200%.

 Industrial Maintenance Technology (IMT) is fast becoming an advanced science, where and whenever implemented/integrated, the RCM Management Plan will work. The plan does require hard work and dedication. It will be upsetting at first, ultimately it will aid in the establishment of or in the enhancement of a World Class Organization in your plant.

Author : Bruce .C. Hiatt   [http://hiattengineeringltd.com/home ]

hasil akhir PEMILU 2009

Supey menulis:

hasil akhir Pemilu Legislatif di Republik Indonesia Tahun 2009;

1. Partai Hanura 3.922.870 (3,77)

2. PKPB 1.461.182 (1,40)

3. PPPI 745.625 (0,72)

4. PPRN 1.260.794 (1,21)

5. Gerindra 4.646.406 (4,46)

6. Barnas 761.086 (0,73)

7. PKPI 934.892 (0,90)

8. PKS 8.206.955 (7,88)

9. PAN 6.254.580 (6,01)

10. PPIB (0,19)

11. Partai Kedaulatan 437.121 (0,42)

12. PPD 550.581 (0,53)

13. PKB 5.146.122 (4,94)

14. PPI 414.043 (0,40)

15. PNI Marhaenisme 316.752 (0,30)

16. PDP 896.660 (0,86)

17. Pakar Pangan 351.440 (0,34)

18. PMB 414.750 (0,40)

19. PPDI 139.554 (0,13)

20. PDK 669.417 (0,64)

21. Republika-N 630.780 (0,64)

22. Partai Pelopor 341.914 (0,33)

23. Golkar 15.037.757 (14,45)

24. PPP 5.533.214 (5,32)

25. PDS 1.541.592 (1,48)

26: PNBK 468.696 (0,45)

27. PBB 1.864.752 (1,79)

28. PDI-P 14.600.091 (14,03)

29. PBR 1.264.333 (1,21)

30. Partai Patriot 547.351 (0,53)

31. Demokrat 21.703.137 (20,85)

32. PDKI 252.293 (0,31)

33. PIS 320.665 (0,31)

34. PKNU 1.327.593 (1,43)

41. Partai Merdeka 111.623 (0,11)

42. PPNUI 146.779 (0,14)

43. PSI 140.551 (0,14)

44. Partai Buruh 266.203 (0,25)

Total suara ada: 104.099.785 suara

10 (sepuluh) Partai yang memperoleh suara terbanyak;

31. Demokrat 21.703.137 (20,85) 23. Golkar 15.037.757 (14,45) 28. PDI-P 14.600.091 (14,03) 8. PKS 8.206.955 (7,88) 9. PAN 6.254.580 (6,01) 24. PPP 5.533.214 (5,32) 13. PKB 5.146.122 (4,94) 5. Gerindra 4.646.406 (4,46) 1. Partai Hanura 3.922.870 (3,77) 27. PBB 1.864.752 (1,79)

Resume or CV

Supey menulis:

Habis baca-baca tentang resume, berikut sebagian yang bisa disimpulkan;

Resume atau CV (Curriculum Vitae) adalah alat dasar untuk mencari pekerjaan. 

Resumemu adalah salah satu hal yang sangat penting untuk kamu buat, secara gamblang dapat dikatakan; "Tidak ada Resume maka tidak akan ada intervuew, jika tidak ada ada interview maka tidak akan ada pekerjaan"

semua yang ada di resumemu harusnya menyajikan sang pemberi pekerjaan sebuah alasan untuk mewawancaraimu, karenanya, sebuah resume haruslah berisikan sebuah penjelasan ringkas tapi efektif tentang dirimu, seperti; apa yang bisa kamu kerjakan, apa yang telah kamu kerjakan, seberapa besar pengetahuanmu, siapa kamu, pekerjaan seperti apa yang kamu sukai.

Berikut beberapa prinsip dasar yag harus di perhatikan dalam membuat suatu resume;

1. Sebuah resume haruslah rapi dan dapat memikat mata, tidak ada salah tulis, salah eja ataupun salah tata bahasa.
2. jika ingin dicetak, maka gunakanlah kertas yang berkualitas bagus
3. sebisa mungkin resume jangan di fotolopi tapi tapi dicetak dengan printer yang berkualitas prima, laser print contohnya.
4. haruslah tersusun rapi urutannya.
5. lay out susunan haruslah diperhatikan, agar dapat memikat mata pembaca.
6. gunakan penjelasan yang singkat jangan bertele-tele, hindari penggunaan kata ganti orang pertama.
7. jika memungkinkan, suatu resume harus cukup dalam 1 (satu) halaman. jika lebih dari 1 (satu) halaman, maka harus diberi nomor halaman.
8. daftar kata kerja (verb) harus digunakan, untuk menunjukan bahwa anda yang mengerjakan hal tersebut.
9. tanda-tangan diakhir resume tidaklah dibutuhkan.
10. jika memilki poto, jangan di letakkan dengan ukuran yang besar, tapi cukup kecil saja.

Berikut 6 (enam) point yang harus ditampilkan di resume, dan 1 (satu) tambahan;

1. Informasi pribadi; Nama, Alamat rumah, No Telpon, Alamat email.
2. Posisi yang diinginkan; gambarkan jenis pekerjaan yang diinginkan.
3. Pendidikan; Nama universitas, Lokasi, Jurusan, lulus tahun, IPK. Kursus-kursus yang diikuti juga dicantumkan jika berkaitan dengan pekerjaan/posisi yang diinginkan.
4. Kemampuan: Kemampuan komputer, bahasa, sertifikat-sertifikat yang dimiliki, dan lainnya.
5. Pengalaman kerja: Nama Perusahaan, Jabatan, Masa kerja, dan gambarkan dengan singkat dan jelas nilai-nilai utama anda.
6. Aktivitas di luar kerja atau hobby; cantumkan hal-hal yang berkaitan dengan posisi yang ingin anda dapatkan.
7. Referensi: cantumkan, minimal 3 (tiga) nama yang dapat dijadikan acuan si pemberi kerja untuk mengenal diri anda. lengkapi dengan; gelar, alamat bisnis, posis, nama perusahaan, no telpon. ini tidak di gabungkan dengan resumemu, tapi di buat di lembar yang baru. di resumemu cukup ditulis : " Dilampirkan jika dibutuhkan". Penting: sebaikanya mantan atasanmu yang dijadikan referensi, jangan keluarga taupun temanmu.

Ok, guys...

good luck...!

Palembangku

Supey menulis:
Loe tau gak seeeeh?????
1. PALEMBANG ntu Peringkat I Kota Metropolitan Terbersih diIndonesia 2007 dan 2008 (Kementerian Lingkungan Hidup), danTaman Kota Terbaik 2007, Pasar Tradisional Terbersih 2007serta Hutan Kota Terbaik 2008.
2. PALEMBANG ntu Kota Tertua di Indonesia (lahir pada 683 masehi,so sekarang umurnya udah 1325 taon, hayo kota mana yang bisanandingi hah???). Bahkan menjadi tanah leluhur bangsa2 Melayudi Malaysia n Thailand Selatan.
3. PALEMBANG ntu Tuan Rumah tersukses PON di Indonesia, bahkanopening n clossing ceremonynya luar biasa spektakuler, pertamadi Indonesia yang menggunakan screen laser,
4. PALEMBANG ntu satu-satunya kota di Indonesia (diluar Jakartatentunya) yang pernah menjadi tuan rumah Asian Cup dan AseanCup, sukses lagi. Nah.. 2011 nanti Palembang terpilih sebagaiTuan Rumah SEA Games 2011 !!
5. Palembang ntu memiliki Bandara internasional yang sangatmodern, bahkan paling keren, modis n sip di Sumatra. Pada2007, Bandara Sultan Mahmud Badaruddin II dinobatkan sbgIndonesian Best Airport oleh Dephub RI.
6. Palembang ntu memiliki Stadion Utama Gelora Sriwijaya.Stadion ini super kueren n gede!! Di Indonesia cuma bisadisejajarkan ama Gelora Bung Karno n Stadion Palaran Kaltim.Medan, Bandung, Surabaya, Makassar, lewaaat….
7. Palembang ntu ibukota dari Provinsi Terkaya ke-5 di Indonesia.Disini pusatnya Pupuk Sriwijaya (Holding Company/Induk dariseluruh perusahaan pupuk di Indonesia). Ada Pertamina UP IIIMusi dan Pertamina UPms II Palembang. PT. Semen Baturaja jugaada, pengolahan Karet terbesar di Indonesia. Sumatera Selatantelah ditetapkan SBY sebagai Lumbung Energi dan PanganNasional (Lumenpanas).
8. Palembang ntu memiliki Masjid Agung Sultan Mahmud BadarudinII, yaitu Masjid Nasional RI ke-2 di Indonesia setelah MasjidIstiqlal Jakarta. Masjid ini ditetapkan oleh PresidenMegawati Soekarnoputri pada 16 Juni 2004.
9. Palembang ntu lagi gencar2nya mepromosikan pariwisatanyaAda Visit Musi 2008 lho!!
10. Titi Kamal, Carissa Putri, Revalina S.Temat, Shandy Aulia ntuberdarah Palembang !! He..he..he..
ദികുടിപ്‌ ദാരി : ടുളിസന്‍ ബുദാക് പലെമ്ബന്ഗ് ഡി ബ്ലുഎഫോഴ്.വേര്‍ഡ്പ്രസ്സ്.കോം
Loe tau gak sech..
1. Pembukaan Sea Games 2011 akan digelar di Palembang !!(bukan Jakarta, Bandung, Semarang ataupun Solo).2. SPBU terbesar di Indonesia bentar lagi ada di Palembang !!3. Kota Metropolitan dengan Drainase terbaik 2007 ntu Palembang!!4. Kota Metropolitan dengan penyediaan air bersih terbaik ntu jugaPalembang !!4. Palembang satu-satunya “pure” Kota Metropolitan di Indonesia(Direktorat Metropolitan PU) bukan Medan dg Mebidang-nya,Jakarta dengan Jabotabek-nya, Makassar dengan Mamminasata-nya dan juga bukan Surabaya dengan GKS-nya. METROPOLITANPALEMBANG ya Kota Palembang.5. September 2008 ni, Palembang tuan rumah Pertemuan WalikotaSedunia dan Indonesian China Energy Forum III !!6. Palembang kota ke-3 yang ‘diduduki’ CARREFOUR setelah DKI nSurabaya.7. Palembang dalam waktu dekat akan membuat SirkuitInternasional di kawasan Jakabaring, katanya lebih bagus dariSentul !!8. Eh semuanya, coba lu liat Palembang di Malam Hari, wuuih cantiknian oi!! Gemerlap Jembatan Ampera yang memantul di SungaiMusi yang besar, dengan tatanan LED (Light Electric Display)langsung dari Shanghai!!9. Karena tahun ini Palembang Peringkat I Kota Metropolitanterbersih di Indonesia, maka Palembang akan mewakili kota diIndonesia pada Kompetisi Kota Terbersih se-Asia 2008!!10. Nah.. terakhir, siap-siap akan kehadiran Grand Musi setinggi 55lantai, 7 fly over plus 1 underpass, sebagian udah jalan, malahrendering Grand Musi udah tahap final !!

O iyo skalian aku nak ngumumke ye (Announcement):“BOROBUDUR ntu Candi Pusaka Sriwijaya, yang dibuat oleh 3000 orang Palembang yang didatangkan langsung oleh Gunadharma (Dinasti Syailendra) ke Jawa, tuh buktinya di relief Candi Borobudur ada gambar Kapal Bercadik yang menurut pakar sejarah merupakan kapal armada laut Sriwijaya, trus jelas2 yang ngebangung ntu adalah Dinasti Syailendra yang beragama Budha, cocok sekalo dengan Kerajaan Sriwijaya yang berasal dari Dinasti Syailendra dan Bergama Budha” !!Perlu bukti lagi?? tuh setiap waisak di Borobudur selalu ditampilin Tarian dan Lagu Gending Sriwijaya yang salah satu baitnya berbunyi “Borobudur Candi Pusaka Zaman Sriwijaya, saksi luhur berdiri teguh kokoh sepanjang massa” !!

Loe tau gak sech..1. Dari 23 pasar tradisional yang ada di Palembang, gak ada satupasar tradisionalpun yang becek n bau kaya kota kalian !!Semuanya tertata rapi n indah.2. Palembang sedang membangun (undercontruction) PelabuhanSamudera Tanjung Api-api (Pelabuhan terbesar ke-2 setelahTj.Priok). Provinsi Sumsel akan menghemat triliunan rupiah bilapelabuhan ini kelar, selama ini duit sebanyak itu lari ke provinsiLampung sbg ‘upeti’ pemakaian Pelabuhan Bakauheni olehSumsel. ‘Pelabuhan Belawan, Tanjung Perak, Soekarno Hatta danTeluk Bayur, putussssss man!!3. PAD Kota Palembang tahun 2007 sebesar Rp.1 triliun, gak bedajauh tuh dg Kota Surabaya yang Rp. 1,5 triliuan.4. Stasiun Kereta Api Unsri Inderalaya ntu merupakan stasiun keretaapi termegah n modern seIndonesia, full AC, lounge, cafe, hotspot n super cleen n green!!5. Kota Palembang dan sekitarnya udah ditetapin Pemerintah Pusatsebagai Zona KEKI (Kawasan Ekonomi Khusus Indonesia).6. Palembang juga menjadi Pusat dan Entry Point KawasanBELAJASUMBA (Bengkulu,Lampung, Jambi, Sumatera Selatan danBangka Belitung).
Mall:1. Internasional Plaza.2. Palembang Trade Centre.3. Palembang Square Mall.4. Palembang Indah Mall.5. Ramayana Plaza.6. JM Plaza.next underconstruction…7. Giant Hypermall.8. The Fame City Walk with condotel 22storey.9. Sriwijaya Mall, dll lah..10. ITC Palembang.
Hypermarket:1. Carrefour (cabang kota ke-3 di Indonesia).2. Hypermart.3. Makro.4. Diamond.
Perguruan tinggi:1. Universitas Sriwijaya2. IAIN Raden Fatah (bentar lagi upgrade jadi Universitas IslamNegeri Raden Fatah).3. Politeknik Negeri Sriwijaya4. Universitas Palembang.5. Universitas Tridinanti.6. Universitas Bina Dharma.7. Universitas Syakyakirtie.8. Universitas IBA.9. Universitas PGRI.10. Universitas Muhammadiyah Palembang.11. Universitas Kader Bangsa.12. Universitas Tamansiswa.13. Akademi Ilmu Minyak Bumi dan Gas (Akamigas) Pertamina.14. Sekolah Tinggi Bahasa Asing Methodist.15. Sekolah Tinggi Bahasa Asing Widya Dharma Palembang.16. Sekolah Tinggi Ilmu Administrasi Satya Negara.17. Sekolah Tinggi Ilmu Farmasi Bhakti Pertiwi.18. Sekolah Tinggi Ilmu Hukum Sumpah Pemuda.19. Sekolah Tinggi Ilmu Kesehatan Abdi Nusa.20. Sekolah Tinggi Ilmu Kesehatan Bina Husada.21. Sekolah Tinggi Ilmu Manajemen AMKOP.22. Sekolah Tinggi Ilmu Pertanian Bumi Silampari.23. Sekolah Tinggi Ilmu Pertanian Sriwigama.24. Sekolah Tinggi Ilmu Teknik.25. Sekolah Tinggi Teknik Musi.26. Sekolah Tinggi Teknologi Palembang.27. STIA dan Pemerintahan Palembang.28. STIE Abdi Nusa.29. STIE APRIN.30. STIE Bina Warga.31. STIE Mulia Darma Pratama.32. STIE Musi.33. STIE Sultan Mahmud Badaruddin, Kota Palembang34. STIK Bina Husada, Kota Palembang35. Stikesmas Abdi Nusa, Kota Palembang36. Stikesmas Nusantara, Kota Palembang37. Stikesmas Widya Dharma Palembang, Kota Palembang38. STIPSI Abdi Nusa.39. Stisipol Candradimuka.40. STKIP Sera.41. STMIK PalComTech.42. STMIK Global Informatika MDP.43. STMIK Indo Global Mandiri.44. STMIK Mahameru.45. Politeknik Anika Palembang.46. Politeknik Ilmu Pelayaran Palembang.47. Politeknik Mahameru.48. Politeknik Palembang Darusalam.
SMA Negeri di Palembang aja udah nyampe 23 buah !!
Stasiun TV Lokal:1. Palembang TV.2. Sriwijaya TV.3. Muba TV.

I am A Biker, n What about u?

Supey menulis:

diambil dari suatu sumber

I saw you, hug your purse closer to you in the supermarket queue.
But, you didn't see me, put an extra £1.00 in the collection plate last Sunday.
I saw you, pull your child closer when we passed each other in the street.
But, you didn't see me, playing Santa for the kids.
I saw you, change your mind about going into the restaurant.
But, you didn't see me, attending a meeting to raise more money for the hurricane relief.
I saw you, roll up your window and shake your head when I rode by.
But, you didn't see me, riding behind you when you flicked your cigarette butt out the car window.
I saw you, frown at me when I smiled at your children.
But, you didn't see me, when I took time off from work to run toys to the homeless.
I saw you, stare at my long hair.
But, you didn't see me, and my friends cut ten inches off for Charity.
I saw you, roll your eyes at our leather jackets and gloves.
But, you didn't see me, and my brothers donate our old ones to those that had none.
I saw you, look in fright at my tattoos.
But, you didn't see me, cry as my children were born and have their name written over and in my heart.
I saw you, change lanes while rushing off to go somewhere.
But, you didn't see me, going home to be with my family.
I saw you, complain about how loud and noisy our bikes can be.
But, you didn't see me, when you were changing the CD and drifted into my lane.
I saw you, yelling at your kids in the car.
But, you didn't see me, pat my child's hands, knowing he was safe behind me.
I saw you, reading the newspaper or map as you drove down the road.
But, you didn't see me, squeeze my wife's leg when she told me to take the next turn.
I saw you, race down the road in the rain.
But, you didn't see me, get soaked to the skin so my son could have the car to go on his date.
I saw you, run the yellow light just to save a few minutes of time.
But, you didn't see me, trying to turn right.
I saw you, cut me off because you needed to be in the lane I was in.
But, you didn't see me leave the road.
I saw you, waiting impatiently for my friends to pass.
But, you didn't see me. I wasn't there.
I saw you, go home to your family.
But, you didn't see me.

Because, I died that day you cut me off.

I was just a biker. A person with friends and a family.
But, you didn't see me.

I hope this will help people understand the biker community.

If it doesn’t, all I can say is it sucks to be you. I hope you never loose someone that rides.

EVEN IF YOU DON'T LIKE US, RESPECT OUR RIGHTS TO RIDE WHAT WE CHOOSE AND TAKE A FEW EXTRA SECONDS TO BE SURE WE'RE NOT IN 'YOUR' WAY

- LIVE TO RIDE,,,,,,RIDE TO LIVE!

http://xxxx.co.cc

Supey menulis:

anda punya blog atau bikin hosting free?

biasanya alamat nya panjang ya

nah untuk memperpendeknya, anda bisa menggunakan URL forwarder

salah satunya adalah .co.cc 

di sini anda bisa mengoptimalkan blog anda tersebut

anda bisa set DNS anda sehingga berprilaku layaknya .com

atau anda juga bisa hanya memilih URL Forwarder

BTW, ni site juga nerima google apps lho?

seperti google email, tau kan?

itu lho, google kan nyedian 7GB untuk email dengan bentuk seperti ini user@namamu.co.cc

gw dah bikin, admin@syarhun.co.cc 

n kamu juga diperbolehkan untuk bikin account user sebanyak 50 buah lho

buat UKM (Usaha kecil mandiri) sih lumayan lah

biar keliatan lebih enak ngeliatnya, dibanding kita harus taro' email kita dengan alamat email gratisan yang ternama, at least orang2 yang belum tau tentang google apps, gak bakal nyangka kal email kita juga gratisan.

want to know more gimana settingnya

klik aja di tautan diatas

wassalam

Admin@syahrun.co.cc

STOP PlAcES

Supey menulis:

STOP PlAcES...

hmm.... bingung kan, pengen tahu nggak?

itu metode yang sering saya gunakan jika saya sedang terbentur dengan masalah yang rumit.

apa maksud dari kata-kata tersebut?

OK, saya terangkan disini;

S = STOP, Berhentilah pada saat anda menghadapi dead end atau masalah.

T = Think, Berpikirlah sejenak untuk merefresh diri anda, tela'ah mengapa hal tersebut bisa terjadi, apa penyebabnya.

O = Observe, Amatilah lingkungan dan permasalahan yang sedang anda hadapi

P = Pack, kemasi data yang telah anda dapatkan dari hasil pemikiran awal dan observasi

Pl = Planning, rencakan langkah-langkah yang harus diambil untuk mengatasi masalah tersebut

Ac = Acting, Kerjakan langkah-langkah yang telah anda buat sebelumnya.

E = Evaluate, evaluasi apa yang telah anda kerjakan, apakah telah dapat menyelesaikan masalah tersebut atau belu, jika belum ulangi lagi langkah dari awal.

S = Summarize, Simpulkan masalah yang telah anda hadapai dan lalui, apa langkah-langkah yang telah anda ambil untuk mengatasinya dan bagaimana hasilnya, jika anda menghadapi masalah yang sama dimasa yang akan datang anda tinggal melihat lembar kesimpulan ini untuk menyelesaikan masalah tersebut.

mungkin anda juga ingin mencoba?

ayo mari kita bersama-sama mencoba !!!

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