Rabu, 28 November 2012
Jumat, 23 November 2012
Dasar Penyamaan Warna Pada Bahan Campuran
Polyester 65% / Rayon 35%
1. Konfirmasi terhadap adanya perbedaan sumber cahaya.
2. Hal yang bersangkutan dengan dasar penyamaan warna.
Biru
Violet Hijau
Orange
( Mix Merah dan Kuning )
(a) Konfirmasi terhadap konsentrasi Ü koreksi terhadap faktor konsentrasi
(b) Konfirmasi terhadap warna Ü Koreksi terhadap faktor warna.
Koreksi terhadap warna ini dilakukan dengan menggunakan 1sampai 2 bahan pewarna.
(c) Pemeriksaan terhadap kesamaan warna.
Contoh :
Colour
| Polyester side |
Rayon side
|
Yellow
|
+ 10%
|
– 20%
|
Red
|
-
|
-
|
Blue
|
+ 10%
|
–20%
|
Terhadap 1 bagian Polyester, rayon side mengalami koreksi sebesar 2 kali ( 2 bagian ).
PERBURUHAN
PERTANYAAN & Answer by Mukdas.s
1. JELASKAN MENURUT ANDA TENTANG HUBUNGAN INDUSTRIAL
A system molded relationship among agents in production process goods / consisting of service element Entrepreneur / industrialist, Employ and Government base on Pancasila's points and Indonesia
2. SEBUTKAN POKOK-POKOK YANG TERKANDUNG DALAM PENYUSUNAN PKB
- The right and the obligation of Entrepreneur / industrialist
- The right and obligation of labor union and Right For the Employee liabilities
- Duration, Beginning and expired of application PKB
- Legalization signature of PKB by Labor union & entrepreneur / industrialist
3. SEBUTKAN POKOK-POKOK DARI HAKEKAT PKB
- The right and the obligation of Employee & Entrepreneur / industrialist
- Good relationship base on Industrial relationship commitment
- Employe Participation in Company policy
- Minimize disputation of employment
- Additional rule for the government rule which is not make it yet.
4. BUATKAN SECARA GARIS BESAR KONSEP TATA TERTIB. DI LINGKUNGAN KERJA SAUDARA
Regulation of company is make by the management which have the all procedure must doing by the employee with diciplin.
Every rule must follow the PKB rule which is already made by labour union and management of company, and the rule have more detail contents of any procedure in working area.
5. JELASKAN JENIS-JENIS PERSELISIHAN YANG TERMUAT DALAM UU NO.2 TAHUN 2004
1. Dispute of Rights
2. Dispute of Interest
3. Dispute of deposition of employee
4. Dispute between two or more Labour union in one company
6. BUATKAN SKEMA TATA CARA PENYELESAIAN PERSELISIHAN HUBUNGAN INDUSTRIAL
1. Bipartit negosiation
2. Mediation
3. Conciliation
4. Arbitration
5. Court of Industrial Relationship
-- Ends --
MANAGING PEOPLE
EFFECTIVE MANAGEMENT & RESOURCE CONTROL
Increasingly in the present economic climate, we find that the most successful companies in the market place are coming to the realization that the ability of their people is a vital factor in leading them to achieve their desired market share.
Technology will continue to change, but the personal touch retains its importance in satisfying the customers, which is at the end of the day the "raison d’être" of SPV in terms of fibre delivery.
Therefore, people are the most significant asset of any organisation and that is an absolute for SPV. This is why you, as managers, are such a vital key. You are the ones who are managing what should be the most prized asset of your company: Your People. To them, you are the face of SPV, you must always remember that! People must be selected, trained, assigned, directed and controlled by a management team.
Resource Identification (Can/Can’t /Will/Won’t)
The Resource Identification is a tool that allows you to look at the people you have in your team, and to consider what the training and motivation needed are to keep them at optimal performance.
SAAT ADA PERLAWANAN
ON BEING ATTACKED
There are times when we find ourselves being attacked. And when we are attacked in a hostile, aggressive manner, it may be a bit difficult to handle. We might have a tendency to react either defensively, or attack in return.
It is perhaps more effective to take control of such irrational confrontations than it is to react to them. While it may be easy to do so, if we follow several simple guidelines we can increase our chances of turning an irrational attack into a more productive relationship.
1. SHOW OPENNESS : There is nothing more disarming than to openly accept “feedback”. If possible, move away from any audience, and maintain an open relationship. Sit down. Encourage the confronter to say everything he/she desires to say. Give positive nonverbal responses. Maintain adult-like (A) behaviour.
2. PROBE : Encourage the attacker to tell the whole story. Ask questions. Try to get all the facts and feelings out. Take notes if it won’t interfere with the open relationship you’ve created. Paraphrase key points. Avoid making any judgements about what you are being told -- maintain an (A) behaviour style.
3. COMMIT TO DISCUSS FURTHER : Do not attempt to resolve an irrational attack in front of an audience or while the confronter is still emotionally involved in the confrontation. DO secure a time and place to get together later. Get a commitment of the attacker’s desire to resolve the situation, if possible. Thank the attacker for the opportunity to help.
KAIN TENUN ANYAMAN
Anyaman dasar ada 3 jenis, yaitu :
1. Anyaman polos
•Nama lain : Anyaman blacu, plat, plain
•Ciri2nya :
1.Anyaman paling sederhana, paling tua dan paling banyak dipakai.
2.Mempunyai rapot yang paling kecil.
3.Bekerjanya benang2 lusi dan pakan paling sederhana, yaitu : 1 naik, 1 turun.
4.Jumlah silangan paling banyak diantara jenis anyaman yang lain
5.Anyaman paling kuat dibandingkan dengan anyaman lain.
6.
Banyak gun yang dipakai minimum 2 gun. 2.Anyaman keper
•Nama lain : Anyaman twill, drill.
•Ciri2nya :
1.1. Pada permukaan kain terlihat garis miring.
2.2. a. Jika arah garis miring berjalan dari kanan bawah kekiri atas, disebut : keper kiri.
b. Jika arah garis miring berjalan dari kiri bawah kekanan atas, disebut : keper kanan.
3.3. a. Garis miring yang dibentuk oleh benang lusi, disebut : keper lusi.
b. Garis miring yang dibentuk oleh benang pakan, disebut : keper pakan.
4.
3.Anyaman satin
4.4. Besarnya sudut garis miring dapat berubah tergantung dari tetal dan angka loncat.
5. Appearance kain pada permukaan atas dan bawah berlainan.
6.6. Jika rapot terkecil dari anyaman keper = 3 helai lusi dan 3 helai pakan, disebut : keper 3 gun.
7.
7. Anyaman keper diberi nama menurut banyaknya gun minimum, misalnya : keper 3gun, keper 4 gun, keper 5 gun dan seterusnya
3.Anyaman satin
•Ciri2nya :
1.1. Dalam 1 rapot, banyak benang lusi = banyak benang pakan.
2.2. Pada permukaan kain, hanya menonjolkan salah satu efek yaitu efek lusi atau efek pakan.
3.3. Anyaman satin dengan efek lusi = Satin lusi
Anyaman satin dengan efek pakan = Satin pakan
4.4. Pada satin lusi, tetal lusi > tetal pakan
Pada satin pakan, tetal pakan > tetal lusi.
5. Efek garis miring tidak tampak jelas.
6. Banyaknya gun minimum = jumlah benang lusi/pakan dalam 1 rapot.
7. Anyaman satin dibedakan menurut banyaknya gun minimum.Misal : satin 5 gun, satin 6 gun, satin 7 gun.
MENGANTAR PERUBAHAN DENGAN BAIK
Application Process of Change
1. Recognize and accept the need for change.
Until the need for change is recognized and accepted, the chance of successful change will remain small. Many times we are requested to change just for the sake of changing. This is not acceptable to most of us. If the need can be realistically established, then the desire can be reinforced.
2. Communicate.
Let everyone know what the changes are going to be. Explain the benefits and do not hide the difficulties. Enlist help. Keep change within context. Remember that a change may look big, but often, in reality, it is small.
3. Support the needed change.
To tell someone to change, and expect it to happen on its own, is an exercise in futility. Frequent reminders of why the change is necessary as well as what the benefits will be are positive methods that support the needed change.
4. Reinforce, both positively and negatively, the reaction to change.
If the change is being successfully accomplished, tell the person so. If the degree of success is less than acceptable, tell the person this also. Without the positive and negative reinforcement, the enthusiasm for and commitment to making the change will be lost.
5. Act as a role model.
Any change that you would require an employee to make should be either to eliminate an inappropriate behavior or to establish (reinforce) a positive behavior. Would you ask someone to take on a behavior or characteristic that you yourself do not (or would not) have? If you request that someone perform a duty, you should be able to role model the proper behavior for him/her. By acting as a positive role model, you can shorten the time required for the person to effectively make the change.
6. Identify and recognize zones of stability--what will not change (it is surprising how what may be regarded as a major change is really not that major at all).
Each of us has a limited tolerance for change We can cope with small changes successfully, but a large number of changes at any one time will lessen the chance of success. When making behavioral changes, attempt to make only a couple of changes at a time rather than everything at once. Act as a zone of stability for those who rely on you. Set high, yet reasonable, standards; continually apprise subordinates of expectations regarding their job performance; and give them regular reviews of their efforts.
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