Perjalanan Umroh Murah di Jakarta Hubungi 021-9929-2337 atau 0821-2406-5740 Alhijaz Indowisata adalah perusahaan swasta nasional yang bergerak di bidang tour dan travel. Nama Alhijaz terinspirasi dari istilah dua kota suci bagi umat islam pada zaman nabi Muhammad saw. yaitu Makkah dan Madinah. Dua kota yang penuh berkah sehingga diharapkan menular dalam kinerja perusahaan. Sedangkan Indowisata merupakan akronim dari kata indo yang berarti negara Indonesia dan wisata yang menjadi fokus usaha bisnis kami.

Perjalanan Umroh Murah di Jakarta Alhijaz Indowisata didirikan oleh Bapak H. Abdullah Djakfar Muksen pada tahun 2010. Merangkak dari kecil namun pasti, alhijaz berkembang pesat dari mulai penjualan tiket maskapai penerbangan domestik dan luar negeri, tour domestik hingga mengembangkan ke layanan jasa umrah dan haji khusus. Tak hanya itu, pada tahun 2011 Alhijaz kembali membuka divisi baru yaitu provider visa umrah yang bekerja sama dengan muassasah arab saudi. Sebagai komitmen legalitas perusahaan dalam melayani pelanggan dan jamaah secara aman dan profesional, saat ini perusahaan telah mengantongi izin resmi dari pemerintah melalui kementrian pariwisata, lalu izin haji khusus dan umrah dari kementrian agama. Selain itu perusahaan juga tergabung dalam komunitas organisasi travel nasional seperti Asita, komunitas penyelenggara umrah dan haji khusus yaitu HIMPUH dan organisasi internasional yaitu IATA. Perjalanan Umroh Murah di Jakarta

Sedikit latar belakang bagaimana besi beton dibuat

Besi beton diproduksi secara umum terdiri dari 3 jenis: besi beton permukaan polos (round bar), besi beton ulir (deformed bar) dan besi beton kanal u (shape). Bahan baku besi beton adalah billet, yang juga merupakan balok baja berukuran 100 x 100 mm, 110 x 110 mm, 120 x 120mm dengan panjang masing-masing sekitar 170 mm. Bahan baku dari billet sendiri adalah besi-besi tua, skrap, serta bahan penolong seperti kokas, grafit, lime, ferro alloys yang dilebur dengan berbagai metode. Bahan penolong tadi digunakan untuk mendapatkan unsur carbon (C), Si (silicon), Mn (Mangan) yang akan sangat berpengaruh pada qualitas besi beton.
 
Mutu besi beton yang baik adalah yang telah memiliki kekuatan tarik (standard yield strength / Ys) minimal 24 kg / mm2. Kadar carbon berpengaruh besar kepada sifat mekanik dari besi beton. Kadar carbon yang terlalu besar akan membuat besi beton menjadi lebih getas dan akan meningkatkan kekerasan dan kekuatan tarik tetapi keuletannya cenderung menurun. Kadar unsur silikon berpengaruh terhadap struktur mikro besi beton. Kadar silikon yang rendah mengakibatkan besi menjadi kropos. Kadar unsur mangan berpengaruh besar pada keuletan besi beton. Unsur mangan yang terlalu banyak dapat meningkatkan keuletan tetapi mengurangi kekerasan.

Cara menghitung berat besi beton SNI (Standard Nasional Indonesia)
 
Polos dengan grade U24 (Standard Yield Strength: 24 kg / mm2)

Ulir dengan grade U40 (Standard Yield Strength: 40 kg / mm2)

Berat (dalam kg) = diameter (mm) * diameter (mm) * panjang (m) * 0.006165

0.006165 merupakan coefisien dalam mencari berat besi beton.

Sebagai contoh besi dengan diameter 10mm dan panjang 12m mempunyai berat

10*10*12*0.006165 = 7.398 kg

Untuk daerah bali dan sekitarnya, besi yang banyak dipasarkan adalah besi dari PT Hanil Jaya Steel - Surabaya. Hal ini dikarenakan biaya transportasi yang lebih murah dan kualitas besi beton yang baik. Besi beton SNI dari pabrik Hanil mempunyai toleransi 0.2mm dengan panjang 12m. Besi beton jenis ini mempunyai marking seperti "HIJ SNI 16mm" untuk ukuran 16mm.

Besi Beton Ulir/Sirip SNI 13mm

Besi Beton Polos SNI 10mm

Contoh diatas adalah besi beton ulir SNI 13mm (S13 = Sirip 13) dan besi beton polos SNI 10mm (P10 = Polos 10)

Selain besi beton jenis SNI, terdapat juga besi beton NON-SNI atau sering kali disebut BANCI. Kekuatan tarikan atau yield strength dari besi beton jenis ini tidak dapat dipastikan. Untuk besi beton dengan marking HJ menurut informasi dari pabrik mempunyai kekuatan U19-20 untuk yang jenis polos dan untuk jenis ulir mempunya kekuatan U25-30. Toleransi untuk besi beton jenis ini biasanya lebih besar sampai 0.3mm dengan panjang 12m dan terdapat marking dengan berbagai tanda salah satunya HJ.

Besi Beton NON SNI Ulir/Sirip 13mm

Besi Beton NON SNI Ulir/Sirip 13mm (Ukuran Sket 12.5mm)
 
Terdapat lagi jenis besi beton tarikan. Besi beton jenis ini biasanya tidak mempunyai panjang 12m dan tidak terdapat marking atau tanda.
 
Perhatian!

Terdapat fenomena belakangan ini banyak penjual menjual kawat baja dan bukan besi beton. Besi beton dengan diameter ukuran 6-10mm yang sering kali menjadi korban. Fungsi dari kawat baja sangat berbeda dengan besi beton. Kawat baja berfungsi untuk pengikat dan besi beton berfungsi untuk penyangga. Sehingga kekuatan tarikan kawat baja jauh dibawah kekuatan besi beton. Hanya saja diameter kawat baja ini sama besar dengan besi beton ukuran tertentu. Hal ini sering kali digunakan untuk mendapatkan pasar atau pun mengeruk keuntungan maximal.
 
Anda dapat mempercayakan supplier besi anda kepada kami. Kami hanya menjual besi dari PT Hanil Jaya Steel - Surabaya dengan marking HIJ untuk besi beton SNI dan marking HJ untuk besi beton NON-SNI.

 

BELAKANG BAGAIMANA BESI BETON DIBUAT

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.

How Some Men Fake an 80-Hour Workweek, and Why It Matters

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