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PEMANFAATAN SOLAR CELL SEBAGAI SUMBER ENERGI ALTERNATIF UNTUK FASILITAS DI WILAYAH DTA AZ-ZAHRA Moch Irwan Hermanto, Moch Irwan Hermanto; Abdussalam, Abdussalam; Jiehad Akbar Pria Utama, Jiehad Akbar Pria Utama; Budiman Fauzi, Budiman Fauzi; Ganis Sanhaji, Ganis Sanhaji
Media Nusantara Vol. 19 No. 3 (2022): SEPTEMBER 2022
Publisher : Media Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30999/medinus.v19i3.3184

Abstract

DTA Az-Zahra is a madrasa in RW 07 Dusun Leuwiliang, which is used as a place to study religion and a gathering center for RW 07 residents, which has power problems, namely frequent blackouts. Because of this, DTA Az-Zahra needs continuous electricity, so a solar cell installation work program was made. The purpose of installing solar cells is to convert solar energy into electrical energy which will be used for lighting and alternative electricity at the site. The method used in the implementation of solar cell installation using observation and interview methods. The working concept of this system uses a Polycrystalline Solar Module (50Wp). To make changes to the Solar Power Generation system, this Polycrystalline Solar Module (50Wp) converts solar energy into DC current. The resulting DC electric current will flow through the SSC controller to be able to charge electricity at the Accu and to determine the power received by solar panels from sunlight as well as the on-off output generated by the panel.
DONASI DAN BHAKTI SOSIAL BAGI MASYARAKAT CILEUNYI WETAN TERDAMPAK COVID 19 (UPAYA MEMUTUS MATA RANTAI WABAH COVID 19) Iwan Satriyo Nugroho, Iwan Satriyo Nugroho; Noneng Nurhayani, Noneng Nurhayani; Rahmi Rismayani Deri, Rahmi Rismayani Deri; Abdussalam, Abdussalam; Jiehad Akbar Pria Utama, Jiehad Akbar Pria Utama; Syahroni Mustofa, Syahroni Mustofa
Media Nusantara Vol. 18 No. 2 (2021): Juni 2021
Publisher : Media Nusantara

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Abstract

COVID-19, short for Coronavirus Disease 2019, is caused by the novel coronavirus SARS-CoV-2. This virus emerged in Wuhan, China. In early January 2020, Chinese authorities identified a new coronavirus, which was later named SARS-CoV-2 due to its genetic similarity to the SARS (Severe Acute Respiratory Syndrome) virus. Global Spread: In January 2020, cases of COVID-19 were reported in several countries, leading the World Health Organization (WHO) to declare it a Public Health Emergency of International Concern on January 30, 2020. Pandemic Declaration: On March 11, 2020, WHO declared COVID-19 a pandemic because the virus had spread globally, affecting many countries and causing significant illness and death. Global Response: Governments around the world implemented a variety of measures to control the spread of the virus, including lockdowns, travel restrictions, social distancing guidelines, mask mandates, and vaccination campaigns. Impact: COVID-19 has had a major impact on public health, economies and societies around the world. The disease is burdening healthcare systems in many countries, causing disruption to daily life, business, education and travel. Vaccine Development: Efforts to develop a vaccine against COVID-19 began in early 2020. Continuing Variants and Challenges: The virus continues to evolve, causing the emergence of new variants. Long-Term Implications: In mid-2024, COVID-19 will still be a global health problem.
ANALISIS STRATEGI KORPORASI TOYOTA DALAM MENDUKUNG KEMAJUAN PEREKONOMIAN NEGARA Musyfiq Amrullah, Musyfiq Amrullah; Iwan Satriyo Nugroho, Iwan Satriyo Nugroho; Muhajirin, Muhajirin; Abdussalam, Abdussalam; Budiman Fauzi, Budiman Fauzi; Dewi Arita, Dewi Arita
Media Nusantara Vol. 20 No. 1 (2023): APRIL 2023
Publisher : Media Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30999/medinus.v20i1.3220

Abstract

The Corporate Strategy course is one of the mandatory courses in the Economics Study Program at the Nahdlatul Ulama College of Islamic Economics and Industrial Engineering, Faculty of Engineering, Islamic University of the Archipelago. Corporate Strategy is a strategy related to choosing the direction of the company as a whole, as well as managing the business and product portfolio. This strategy is the company's overall orientation towards growth, stability or rethenchment.The goal of Toyota's corporate strategy analysis is to help companies understand their position in the market and develop effective long-term strategies to achieve their business goals. Some specific objectives of Toyota corporate strategy analysis may include:Understanding the External Environment: Identify external factors such as economic, political, technological, social and environmental that can influence Toyota's business. This helps in capturing opportunities and anticipating threats in the global market. Analyzing the Internal Environment: Evaluate Toyota's internal resources such as operational strengths, technological capabilities, competitive advantages, and organizational culture. This helps identify strengths that can be optimized and weaknesses that need to be addressed. Developing Vision and Mission, Identifying Corporate Strategy, Optimizing Organizational Structure, Measuring Performance and Managing Risk. Overall, the goal of Toyota's corporate strategy analysis is to increase the company's long-term competitiveness and profitability, while considering the external and internal factors that influence their performance in the global automotive market.
APPLICATION OF E-LEARNING ROLE PLAY FOR SUPLLY CHAIN MANAGEMENT IN REMOTE AREA SALES FORCE TO IMPROVE DISTRIBUTION PERFORMANCE Iwan Satriyo Nugroho, Iwan Satriyo Nugroho; Moch Irwan Hermanto, Moch Irwan Hermanto; Abdussalam, Abdussalam; Guntur Jakariya, Guntur Jakariya; Musyfiq Amrullah, Musyfiq Amrullah; Ganis Sanhaji, Ganis Sanhaji; Riko Darma Putra, Riko Darma Putra
Media Nusantara Vol. 20 No. 2 (2023): MEI 2023
Publisher : Media Nusantara

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Abstract

PT HMS is a distribution company that distributes FMCG (Fast Moving Consumer Good) products. This distribution company is determined to distribute its products from the manufacturer/factory to the hands of consumers in a fresh condition, suitable for consumption, at prices according to recommendations and easily accessible to consumers. The distribution of FMCG products is carried out by the sales distribution system from warehousing to retail. From retail then distributed to consumers. Improving the distribution system, especially improving and developing the distribution system, including control and developing sales competence in the field, is very necessary to achieve the company's targets, namely Sales Volume and distribution. E-learning role-play simulations for supply chain management (SCM) can be highly effective in training and development contexts. Here's how role-play simulations can be utilized in e-learning for SCM: Supplier Negotiations, Demand Forecasting and Planning, Inventory Management, Logistics and Distribution. Risk Management. Collaborative Planning, Forecasting, and Replenishment (CPFR). Ethical and Sustainable Supply Chain Practices: Incorporate role-play scenarios that address ethical dilemmas and sustainable practices in SCM. Learners can explore issues like fair labor practices, environmental impact, and ethical sourcing decisions. Benefits of using e-learning role-play simulations for SCM include: Experiential Learning, Enhanced Engagement, Skill Development, Realistic Context When designing e-learning role-play simulations for SCM, it's essential to ensure scenarios are relevant, challenging, and aligned with learning objectives. Providing feedback and debriefing sessions after simulations can further enhance learning outcomes by reinforcing key concepts and encouraging reflection on decision-making processes
ANALISA PERENCANAAN STRATEGI KORPORASI PT SA AIRLINES DENGAN METODE EVALUASI FAKTOR EXTERNAL (EFE). Ganis Sanhaji, Ganis Sanhaji; Musyfiq Amrullah, Musyfiq Amrullah; Abdussalam, Abdussalam; Rohmatunnissa, Rohmatunnissa; Iwan Satriyo Nugroho, Iwan Satriyo Nugroho; Muhajirin, Muhajirin
Media Nusantara Vol. 20 No. 1 (2023): APRIL 2023
Publisher : Media Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30999/medinus.v20i1.3223

Abstract

PT. SA Airlines is one of the well-known airline companies in the United States. One of the authors conducted research while still studying in the United States. Through this research, the theory and application of Corporate Strategy regarding the development of this large international scale aviation company will be fully explored. Using the External Factor Evaluation method, the corporate strategy of PT SA Airlines will be analyzed. External Factor Evaluation (EFE) is a strategic management tool used to analyze the external environment or macro-environmental factors that can affect an organization. It is part of the broader process of strategic analysis and is particularly useful in the context of strategic planning and competitive analysis. The External Factor Evaluation helps organizations PT. SA to: - Gain a comprehensive understanding of the external environment and its potential impact on business operations.-Identify key opportunities and threats in the external environment. - Compare their performance against competitors or industry standards.- Formulate or adjust strategies to leverage strengths and opportunities and mitigate weaknesses and threats. Overall, the EFE matrix is a valuable tool for strategic planning as it provides a structured approach to assess and respond to external factors influencing organizational performance.
Co-Authors Aditya Rahmat Gunawan, Aditya Rahmat Apriliana, Yolin Inka Asep Wasid , Asep Wasid Aziz, M Ali Imron Abdul Budiman Budiman Budiman Fauzi, Budiman Fauzi Cahaya Jatmoko Chaerul Umam Christy Atika Sari Darwin Nahwan Dewi Arita, Dewi Arita Dila Sekar Arum Sari , Dila Sekar Arum Sari Dila Sekar Arum Sari, Dila Sekar Arum Sari Doheir, Mohamed Efni Yusnita, Efni Yusnita Eko Hari Rachmawanto Elkaf Rahmawan Pramudya Erna Zuni Astuti Fauzi Adi Rafrastara Fifi afiania, Fifi afiania Ganis Sanhaji, Ganis Ganis Sanhaji, Ganis Sanhaji Guntur Guntur Guntur Jakariya, Guntur Jakariya Guruh Fajar Shidik Heru Lestiawan Islam, Hussain Md Mehedul Iwan Satriyo Nugroho, Iwan Satriyo Nugroho Jan Setiawan Jiehad Akbar Pria Utama, Jiehad Akbar Pria Utama Jiehad Akbar Pria Utamay, Jiehad Akbar Pria Utamay Meylina, Nadila Moch Irwan Hermanto Moh. Ihsan Muhajirin, Muhajirin Muhammad rifai, Muhammad rifai Musyfiq Amrullah , Musyfiq Amrullah Musyfiq Amrullah, Musyfiq Amrullah Noneng Nurhayani, Noneng Nurhayani Nugraha, Arifinza Eska Nurtiyanto, Woro Agus Pebruari K.A, Ralintang Prayogo, Riyan Adi Pulung Nurtantio Andono Purwanto Purwanto Purworo, Pras Rafika Ratik Srimurni, Rafika Ratik Srimurni Rahmawati, Anisa Dwi Rahmi Rismayani Deri, Rahmi Rismayani Deri Ramadhan Rakhmat Sani Reina Marsela , Reina Marsela Reina marsela, Reina marsela Riko Darma Putra, Riko Darma Putra Riyansyah , Rico Rohmatunnissa, Rohmatunnissa RR. Ella Evrita Hestiandari Sa’adah, Dwi Lailatus Shabirin, Akbar Riadus Shofiyatun, Rosyta Sinaga, Daurat Sri Wahyuningsih Sunardi Sunardi Syahroni Mustofa, Syahroni Mustofa Wellia Shinta Sari Wildanil Ghozi Zahara, Alfi Wahyu Zahroini, Inziana