Mitos Otak Kanan/Kiri

“Men.. Lu ga cocok masuk IPA karena lu dominan otak kanan”

“Anak IPS tuh cocok jadi businessman, dominannya otak kanan kata seminar2 bisnis”

“Gw kayaknya kebanyakan make otak kiri nih, apa aja gw itung termasuk probilitas nembak cewe”

Pernah ga denger kalimat-kalimat serupa di obrolan sehari-hari?. Pengalaman gw sendiri, pernah denger bahasan otak kiri dan kanan mulai dari pengajar di ruang kuliah, pembicara di seminar bisnis sampe sesama penumpangi angkot yg lagi ngetem. Kayaknya percakapan dan “fakta” tentang otak kiri dan kanan udah dapet status kebenaran. Layaknya fakta sains lainnya seperti hukum gravitasi dan teori evolusi.

Image Courtesy of http://www.cartoonaday.com

Pada tau darimana perihal pembedaan otak ini berasal? Dan kenapa kayaknya diyakini banget kebenarannya? Ok gw akan bahas di tulisan ini mulai dari

1. Asal usul mitos, yg berasal dari Pa De Paul Broca, ilmuwan dari Prancis. Yang kebetulan profesinya Neurosaintis yg hobinya bedah2 otak.
2. Berkembangnya mitos Otak Kanan dan kiri dari istilahnya yg bener yakni Brain Lateralization.
3. Dampak mitos pada pembagian jurusan, cara belajar dan bahkan sampe ke kuliah & kerjaan.

Asal usul mitos

Ada musium di Paris yg namanya susah, Musee de l’Homme. Salah satu koleksinya adalah deretan toples-toples diisi cairan formalin dan benda mengambang dalamnya adalah otak manusia. Mulai dari otak orang2 yang dianggap jenius sampe pembunuh dan psikopat diawetin disana. Salah satu toples tersebut berisi otak seorang ahli bedah otak (Ironis ya? hehe..), dan pada labelnya tertulis Paul Broca.

Siapa sih Paul Broca? Dan kenapa ditaro di awal bagian tulisan ini? Dia termasuk yang pertama yang ‘ngeh’ kalo ada bagian di otak yg bertanggung jawab untuk kemampuan bicara kita. Ada daerah di sekitar depan sebelah kiri otak yang kalo rusak, bisa bikin orang tersebut kesulitan bicara, daerah ini dinamain Area Broca. Jadinya orang bakal menderita kesulitan bicara dan berkomunikasi ketika pembuluh daerah di Area Broca pecah dan menderita stroke ringan.

Broca juga saintis pertama yang bilang kalo orang yang menderita epilepsi, bisa berkurang kejang-kejangnya kalo ‘jembatan’ antara otak kiri dan kanan, yg namanya corpus colossum, diputus. Dan emang hasil penelitiannya membantu banyak orang yg menderita epilepsi bisa hidup secara normal tanpa takut kejang2 dan tersedak kala gejala itu muncul. Jadi maklum aja kalo pendapat Broca tentang dualitas fungsi di otak sangat dihormati dan diterima luas di masyarakat sains pada saat itu.

Berkembangnya mitos

Pendapat Broca tentang adanya area spesial di otak untuk kemampuan bahasa. Dan ditambah bukti-bukti dari rekan dokternya tentang pasien yg mengalami kesulitan bicara ketika terjadi stroke di otak sebelah kiri. Kedua hal tersebut bikin orang2 banyak mengasosiasikan otak kiri dengan kemampuan berbahasa dan kompleksitas sintaksis berbahasa. Ga salah juga sih, ada percobaan sebagai berikut, coba baca kalimat dibawah:

The boogles are blundling the bludget

The boogles is blundling the bludget

Jangan khawatir kalo lu ga ngerti artinya, itu kata-katanya asal aja ko, hehe.. Tapi orang yg punya kerusakan di bagian kiri otak akan kesulitan bedainnya. Untuk yg ngerti grammar jelas yg benar adalah yg pertama. Boogles dengan akhiran ‘s’ menunjukan plural dan diikuti oleh ‘are’. Walau kata-katanya ga ada arti, ada bagian di otak yg nentuin grammar.

Selain susah bedain grammar, kadang ada kondisi yg namanya Aphasia. Sering ga lu, susah mau bilang suatu kata tapi tau artinya. Lu mau bilang ambilin pensil tapi tangan lu bikin gerakan nulis dan pala lu geleng-geleng sambil bilang “itu.. tuh.. ah apa sih.. ya pokoknya itu lah”. Nah, kalo kerusakannya di Area Broca, orang bahkan jadi bener-bener gak bisa nyebutin nama barang-barang, tapi bisa deskripsiin bentuk, warna dan guna barang2 tersebut.

Kalo kiri kuat korelasinya dengan grammar dan sintaksis, gimana dengan otak belahan kanan? Dan darimana mitos populer yang bilang kalo otak kanan tuh cocok untuk artist dan bisnisman yg ga perlu kalkulasi rumit? Kalo kondisi susah nyebut nama barang adalah Aphasia, nah ada kembarannya di otak kanan namanya Agnosia. Kelainan yg diakibatkan kerusakan di bagian kanan akan nimbulin kesulitan mengenali pola yg biasa dengan mudah kita kenalin, yaitu muka manusia. Heh? Ko bisa? Bukannya secara evolusi kita akan kenal pola apa pun yang mirip muka manusia? Nah coba kita masuk ke dunia orang Agnosia dengan mengenali gambar apakah di kanan ini?

Bisa liat jelas kan? Muka siapa hayo? Coba balik gambarnya. Yangg pake Hape atau laptop gampang, nah yg pake PC mohon bantuan orang lain untuk jungkir balikin monitornya  . Sebelum lu balikin gambarnya, pasti otak lu berusaha keras ngenalin pola atau gambar apaan sih? Itulah Frustasinya orang yg kena Agnosia untuk mengenali pola-pola gambar dan gambar yang overlap.

Dari kedua kondisi tadi:

Aphasia, kesulitan berbahasa akibat kerusakan di otak bagian kiri dan..

Agnosia, kesulitan mengenali pola akibat kerusakan di otak bagian kanan, maka...

Muncul lah pendapat berlebihan di luar wilayah kedokteran, malah lebih ke arah psikologi praktis dan populer, kalo Otak bagian kiri untuk hal-hal yg runut seperti linguistik atau kalkulasi. Dan konsekuensinya orang-orang yg kerjanya insinyur atau saintis dan ahli bahasa “kuat” di otak bagian kiri. Dan pasangannya, Otak bagian kanan untuk hal-hal seperti visual atau sensor spasial (ruang), maka org yang suka gambar atau kerja di bidang visual “kuat” di bagian kanan.

“Trus ya gapapa lah ada pendapat gitu, toh ada benarnya dari sejarah neurosains jaman Broca. Lagian juga orang-orang nyaman dengan pembagian otak kiri dan kanan, dan akhirnya kita ga bisa maksa org yg suka Seni untuk belajar Matematika kan?”

Tunggu dulu, seperti juga makan sate kambing, kalo keblablasan juga ga sehat. Sama halnya pendapat di sains... #ApaSih

Dampak Mitos

Iya memang ada area atau bagian di korteks otak kita yg bertanggung jawab untuk hal-hal tertentu, seperti bahasa dan visual. Tapi kenyataannya, dalam proses berpikir dan menerima input sinyal dari indera, otak kita bekerja secara bersamaan atau simultan. Pelukis memang make bagian kanan otak untuk nerima sinyal warna dan bentuk, tapi dia juga make otak bagian kiri untuk koordinasi gerakan halus nyapu kuas di kanvas. Saintis yg lagi ngitung kurva kecepatan maksimum Enzyme emang make otak kiri untuk kalkulasi konsentrasi enzim, tapi otak kanan juga berperan untuk ekstrapolasi data di grafik. Bahkan orang yg lagi nyanyi sebenarnya gunain dua bagian otak secara simultan dengan bantuan bagian Amygdala untuk emosinya.

Kadang, fakta sains itu suka dibikin lebay sama kalangan yang ga dalemin sains. Contoh kasus gampang deh, ada buku bisnis yang judulnya berbau-bau DNA (lu cari di toko buku juga pasti nemu - you know what I mean). Nah buku itu analogiin orang2 di perusahaan sebagai DNA yg bisa “termutasi” dan berubah jadi baik seperti di evolusi gen. Mungkin dari sinilah istilah mutasi pegawai negeri jadi populer. Huahaha...

Nah, dampak Mitos yg kentara banget dan bikin kesalahpahaman makin melebar adalah :

1. Dikotomi antara orang bidang Seni atau Sosial dan Sains. Dibilang kalo, dua bagian itu bertolak belakang. Banyak yg bilang “Sosial itu gak kayak sains yang dari A ke B” atau “Sains itu ilmu pasti gak kayak Sosial” dan bahkan “Seni tuh jangan pake logika”. SALAH BESAR MASBRO ! Semua kesalah pahaman itu muncul karena udah ada prasangka kalo kita ditakdirkan kuat di otak kanan atau di kiri.
2. Salah Penjurusan di Sekolah atau Kuliah. Kalo kita jago banget kalkulus ya masuknya jurusan eksakta (nama eksakta yg artinya “Pasti” aja udah salah). Trus kalo kita ga bisa kalkulus kita masuk ke sosial atau bahasa gitu? Udah cukuplah kesalahpahaman orang2 jaman gw sekolah atau ortu kita yg ngebagi sembarangan pelajaran di sekolah dengan istilah Sosial dan Sains plus Bahasa. Jujur aja anak Bahasa sering banget jadi kasta beda dari Sains, bener ga? Kenyataannya bagian otak yg tanggung jawab untuk ngitung Trigonometri dan mahamin grammar ada di satu area? Lah gimana kalo jurusannya di sekolah dipisah?
3. Otak kanan diperluin buat sukses bisnis. Ini beneran jadi jargon yg populer di seminar bisnis, baik di dalam atau luar negeri. Singkatnya mereka bilang kalo lu mau jadi entrepreneur harus pake otak kanan. Alasannya? Otak kiri kan buat kalkulasi jadi malah bikin lambat aja. Kalo lu mau bisnis lu harus terjun langsung ga pake mikir lama, ga pake itungan rumit untung rugi, lu jalanin aja dulu, yang penting langsung jadi member dan apakah lu punya mimpi?.. Eh oops keterusan biasa denger diprospek sama yg nawarin MLM, hehe..

Dari tiga dampak mitos otak kiri dan kanan yg paling deket kena sama lu semua adalah nomor 1 dan 2. Jadi apa donk nasihat bijak mengenai dampak mitos ini?? Tulisan ini ga berusaha ngasih lu saran untuk milih jurusan apa nanti di SMA atau di kuliah, untuk tema yang satu ini udah diwakilin sama tulisan Faisal yang keren banget tentang gimana cara milih jurusan yang tepat. Tulisan ini ngasih latar belakang berkembangnya dan fakta yg beneran di sains. Makanya dari dulu Wisnu udah tekanin berkali-kali tentang pentingnya berpikir kritis ! Dengan berpikir kritis lu bisa bikin keputusan berdasar fakta yg bener. Selain itu lu juga bisa ngasih “pencerahan” untuk orang-orang yang salah menghakimi orang2 dengan membaginya berdasarkan Kanan dan Kirinya otak.

Brain lateralization atau pembagian otak bagian kanan dan kiri berikut spesialisasi bagian tertentu untuk fungsi tertentu emang betulan diteliti di sains. Tapi apakah minat dan bakat lu udah Hardwiredatau pasti dan ga bisa diubah-ubah? Apakah bakat seni selalu bertolak belakang sama sains? Apakah kemampuan analisis sosial ga merluin rigiditas dari sains? Apa pun yg kita kerjain akan gunain dan manfaatin dua bagian otak, kanan dan kiri secara simultan.

Jadi Otak dan bakat ga sesimpel judul albumnya Bon Jovi, “This left feels right...”

[Tips] How to Answer the Question "What Was Your Last Salary?

When I was a kid working at Burger King, the minimum wage was $2.75 an hour. I didn't last long at that job. I got fired for calling in sick to go see the rock band Boston play at Madison Square Garden. Nonetheless, if the US Federal minimum wage had risen at the same rate as inflation, it would be over $20 an hour by now, instead of seven dollars and change.

What does that tell you? Real wages have dropped like a stone since I rocked out with my North Jersey homies in the nineteen-seventies. Annual salary increases at most large and medium-sized employers have plummeted or disappeared altogether. That means your best hope for keeping your income in line with the cost of living is to change jobs every now and then.

There's only one problem with that plan. When you apply for a job at a new company, their first question to you is likely to be "What were you earning at your last job?" The less you earned, the smaller your new job offer is going to be. Your past, unexciting wages will dog you forever!

If you were earning $52,000, your new job offer might come in at $53,500. If you earned two hundred and forty-five thousand dollars a year, expect a job offer around two-sixty. Notwithstanding the exacting pay grades, salary charts and ranges laid out by bureaucrats the world over, the strongest predictor of a new hire's starting salary is whatever he or she was earning at the last job.

That's discouraging - and pathetic! If an organization doesn't know how to value your talents other than by looking at what somebody else paid you in a completely different situation, they don't know squat about the talent market. How are you ever going to increase your earnings if every time you change jobs, you get a tiny raise over what they paid you at the last place?

Drinking toxic lemonade over the years, we've gotten used to the idea that the question "What were you earning before?" from a prospective employer is perfectly reasonable. It's not, of course. Your personal finances are your business.

When we call the plumber because our tub drain is clogged, we don't ask "What did you charge the guy down the block to unclog his drain last week?" If we do, the plumber is going to say "My rate is $95 an hour. Do you want me to come over, or not?"

Plumbers have avoided the weenification process the rest of us have subjected ourselves to. I'm generalizing, of course - I haven't met every plumber in the world - but my impression is that plumbers and other tradespeople are way ahead of the suit-and-tie crowd when it comes to saying what they think. They don't become mealy-mouthed and hesitant the way business people so often do when they really should speak up, on the job search or on the job.

They don't fawn and grovel the way job-seekers have been taught to do, and are still being encouraged to do by experts who tell them to please everyone, say anything, and be anyone the employer wants them to be, just to get the job. That's what passes for job search advice today -- advice about how to scrape and bow and beg for a job. Sickening, isn't it?

We can de-weenify ourselves any time we want. The first step in draining the toxic lemonade from our veins, of course, is to realize it's there.

For some reason nearly all of us have come to believe that the most intrusive personal questions are perfectly fine when they're asked in the context of a recruiting process. That's ridiculous. You already know my feelings about the heinous interview questions "With all the talented candidates, why should we hire you?" and "What's your greatest weakness?"

The question "What were you earning before?" (or the variation "What are you earning now?") falls into the same category. These are all questions that one adult lacks the social right to ask another. Yet we happily bleat "Oh, I was earning sixty-eight five over at Miles Prower Products" because we believe that in the hiring process, employers have the upper hand.

Employers will have the upper hand in your job search as long as you give them it to them. When you decide that you have something valuable and unique to bring to your next organization -- when you really believe it, and act out of that conviction -- you'll quickly move past the managers who don't deserve you, and focus on the ones who do.

You won't hand over confidential information about your past salaries, because that's nobody's business but your own.

Here's what you'll do, instead. You'll give your prospective next boss the information s/he really needs to make the Go/No Go decision, which is your target salary level. With that number, your boss or recruiter can quickly determine whether it makes sense to keep talking with you or not.

They don't need your past salaries to make that call. So why hand your personal information over? Here's a script to illustrate how your conversation might go.

RRRRRRRRRRRING!

IVO, a programmer: Ivo Sega here.

CAROL, a company recruiter: Hi Ivo! It's Carol from Vector Industries. Thanks again for coming out to meet everyone last week. Josh, our CTO, was really happy to meet you.

IVO: No problem. I was happy to meet him too. You've got some interesting projects going on. It could be a lot of fun to tackle one of them.

CAROL: I'm glad to hear it. Can you come back and meet more of our team next Tuesday at three p.m.?

IVO: I'll have to check. I have some things I have to do on Tuesday afternoon. Can I ask you a related question?

CAROL: Shoot.

IVO: I want to check on the salary range for this position, so that I don't waste your time or Josh's if we aren't in the same ballpark. Are you the right person to have that conversation with, and is this a good time to do it?

CAROL: I can get into that topic. What were you earning at Sonic Systems?

IVO: In this job search I'm focusing on jobs in the ninety-five to a hundred-kay range. If this job is in that ballpark, it makes sense for me to come back for a second interview. Is this position in that salary range?

CAROL: That could stretch the budget a little bit, but it isn't out of the question. What were you earning over at Sonic?

IVO: You know Carol, the key for me is to make sure we're close enough to continue the conversation. It sounds like we are. Do you want to double-check that salary range with Josh before we set something up?

CAROL: I can do that, but I can't help but notice you're avoiding my question. Do you want to share your last salary with me?

IVO: I really don't, because that information isn't relevant to our conversation and frankly I'm not going to ask Josh what he paid the person who had this job before me. You've got confidential information that you can't share, and I'm in the same position. Over the years I've had royalty arrangements and incentive programs and base salaries that all made sense for me and the organizations that paid me at the time. I wouldn't expect any of those arrangements to map to your situation, and that's why I like to check the salary for each new gig against what I need to earn.

CAROL: I know that some of our departments do salary-history checks as a part of their background check. Would you give us permission to verify your past salaries at Sonic and your other employers, and/or could you bring us a W-2 if we needed it? I'm just checking. I don't know Josh's thoughts on that issue.

IVO: Thanks so much for asking, Carol. I definitely wouldn't be comfortable with that. Like I said, I'm not asking Josh to open the vault and tell me what he pays my prospective co-workers or what he pays the contractors who work for him now. That isn't any of my business, and I feel that my past salary information is confidential too. I'm sure you understand.

CAROL: You're not the first person who's shared that point of view with me, and I do understand. Some of our managers are pretty old-school in that respect. I will pass on the information to Josh and confirm that he wants to do a second interview, and my gut says that he will.

IVO: That sounds fine. I'll wait for your call.

No one is going to overvalue your services, but plenty of people will undervalue them. You have to value them first, and valuing yourself includes knowing when to say "I'm not comfortable with that request."

When you find your voice, your muscles grow. When you cave and cower and pretend that going along with any off-the-wall request or demand is the safe -- and therefore best -- option, your flame will shrink.

You will take less and less appealing and lucrative projects because you won't know where your own bottom line is. That is the opposite of empowerment. You will be a pawn in somebody's else game until the day you say "No." You will find your line in the sand, that day.

You will find that keeping your head down and going along with presumptuous requests -- whether someone wants your salary history or expects you to work until midnight on your birthday -- is not a viable career strategy. It's bad for your income, your health and your precious fuel tank. Your parents didn't raise you to be a wuss, did they? You can start draining the lemonade from your veins right now.

You'll be happy when a recruiter or hiring manager says one day "What, you won't share your past salary information? Well, you're out of the running here, in that case!"

You'll be elated to hear that, because you'll know that you would have hated working for people who value your privacy so little and whose gauging-a-candidate's-market-value skills are so weak. What could you learn from such people? If you're not learning, your flame is dimming, and you don't have time for that!

If you balk at our script and think "That will never work in real life," be assured that this approach works brilliantly for job-seekers every day, but only for people who have healthy self-esteem. If you have been so beaten down by the Godzilla world that you believe you have no power in the employer-employee equation, then your fearful conscious brain is going to scream "I could never say that!" That's okay. It takes time to build your mojo after it's been squashed.

You can keep your compensation history to yourself, the way every plumber and consultant does. Your muscles and mojo will grow when you do. It's a new day, and the Human Workplace is already here. Will you rise to the occasion?

Note: in the illustration at the top of this story, Liz drew a manager interviewing a job candidate across his desk. Of course, we don't actually recommend that you interview a candidate with a desk between you. Get out of your chair, walk around the desk and sit down with the candidate in your extra visitor chair. That way you can have a level, person-to-person conversation. Get the desk out of the picture! For more guidance on Interviewing with a Human Voice, the Human Workplace interviewing program, write to Michael Wilcox at michael@humanworkplace.com

What is RF Drive Test

What is RF Drive Test (Testing)?

Every good RF design, after its implantation should be evaluated. There are few ways to do this, for example through analysis of KPI (Key Performance Indicator) or through prediction tools and signal interference. Other very common and efficient way to evaluate the network is conducting a Drive Test.

But what is it?
The name is intuitive: take a drive test. The Drive Test is a test performed in cellular networks regardless of technology (GSM, CDMA, UMTS, LTE, etc. …). Means collecting data on vehicle movement. Its variation has also intutive: Walk Test, ie, collect data by walking areas of interest.

The analysis of drive test are fundamental for the work of any professional in the field of IT and Telecom comprising two phases: data collection and data analysis.

Although through the analysis of KPI’s we can identify problems such as dropped calls, among others, the drive tests allow a deeper analysis in field. Identifying areas of each sector of coverage, interference, evaluation of network changes and various other parameters.

Then let’s know more about this technique, and know what we can do with it?

What is a Drive Test?
Drive Test, as already mentioned, is the procedure to perform a test while driving. The vehicle does not really matter, you can do a drive test using a motorcycle or bicycle. What matters is the hardware and software used in the test.

• A notebook – or other similar device (1)
• with collecting Software installed (2),
• a Security Key – Dongle – common to these types of software (3),
• at least one Mobile Phone (4),
• one GPS (5),
• and a Scanner – optional (6).

Also is common the use of adapters and / or hubs that allow the correct interconnection of all equipment.
The following is a schematic of the standard connections.

The main goal is to collect test data, but they can be viewed / analyzed in real time (Live) during the test, allowing a view of network performance on the field. Data from all units are grouped by collection software and stored in one or more output files (1).

• GPS: collecting the data of latitude and longitude of each point / measurement data, time, speed, etc.. It is also useful as a guide for following the correct routes.
• MS: mobile data collection, such as signal strength, best server, etc …
• SCANNER: collecting data throughout the network, since the mobile radio is a limited and does not handle all the necessary data for a more complete analysis.

The minimum required to conduct a drive test, simplifying, is a mobile device with a software to coleect data and a GPS. Currently, there are already cell phones that do everything. They have a GPS, as well as a collection of specific software. They are very practical, but are still quite expensive.

Drive Test Routes
Drive Test routes are the first step to be set, and indicate where testing will occur. This area is defined based on several factors, mainly related to the purpose of the test.

The routes are predefined in the office.
A program of a lot of help in this area is Google Earth. A good practice is to trace the route on the same using the easy paths or polygons. The final image can then be brought to the driver.

Some software allows the image to be loaded as the software background (geo-referenced). This makes it much easier to direct routes to be followed.

It is advisable to check traffic conditions by tracing out the exact pathways through which the driver must pass. It is clear that the movement of vehicles is always subject to unforeseen events, such as congestion, interdicted roads, etc.. Therefore, one should always have on hand – know – alternate routes to be taken on these occasions.

Avoid running the same roads multiple times during a Drive Test (use the Pause if needed). A route with several passages in the same way is more difficult to interpret.

Drive Test Schedule
Again depending on the purpose, the test can be performed at different times – day or night.
A Drive Test during the day shows the actual condition of the network – especially in relation to loading aspect of it. Moreover, a drive test conducted at night allows you to make, for example, tests on transmitters without affecting most users.

Typically takes place nightly Drive Test in activities such System Design, for example with the integration of new sites. And Daytime Drive Test apply to Performance Analysis and also Maintenance.
Important: regardless of the time, always check with the responsible area which sites are with alarms or even out of service. Otherwise, your job may be in vain.

Types of Calls
The Drive Test is performed according to the need, and the types of test calls are the same that the network supports – calls can be voice, data, video, etc.. Everything depends on the technology (GSM, CDMA, UMTS, etc. …), and the purpose of the test, as always.

A typical Drive Test uses two phones. A mobile performing calls (CALL) for a specific number from time to time, configured in the Collecting Software. And the other, in free or IDLE mode, ie connected, but not on call. With this, we collect specific data in IDLE and CALL modes for the network.

The calls test (CALL) can be of two types: long or short duration.
Short calls should last the average of a user call – a good reference value is 180 seconds. Serve to check whether the calls are being established and successfully completed (being a good way to also check the network setup time).

Long calls serve to verify if the handovers (continuity between the cells) of the network are working, ie calls must not drop.
Types of Drive Test
The main types of Drive Test are :

• Performance Analysis
• Integration of New Sites and change parameters of Existing Sites
• Marketing
• Benchmarking

Tests for Analysis Performance is the most common, and usually made into clusters (grouping of cells), ie, an area with some sites of interest. They can also be performed in specific situations, as to answer a customer complaint.

In integration testing of new sites, it is recommended to perform two tests: one with the site without handover permission – not being able to handover to another site – thus obtaining a total visualization of the coverage area. The other, later, with normal handover, which is the final state of the site.
Depending on the type of alteration of the site (if any change in EIRP) both tests are also recommended. Otherwise, just perform the normal test.

Marketing tests are usually requested by the marketing area of the company, for example showing the coverage along a highway, or at a specific region/location.

Benchmarking tests aims to compare the competing networks. If the result is better, can be used as an argument for new sales. If worse, it shows the points where the network should be improved.
Data Collecting (almost) Flawless

Who has done a Drive Test before already knows this: It looks as Murphy’s sits in the back seat. That’s because a lot of problems – but preventable – always end up happening.
To avoid, or at least minimize, the occurrence of these problems, always make a checklist before starting the Drive Test.

It is very frustrating to run a route, and only in order to realize that the data were not collected properly.
So before you start, check all connections, always! Mainly, make sure that all equipment is properly energized. You will not want to see a low battery warning on a busy road, will you?
When we say check, include making sure that the connections are tight and will not drop with vehicle movements.

Also make sure the equipment is tied, or you will see a flying laptop in case you need to give a halt.
When assembling the equipment, maintain a distance of at least a foot between each antenna, thereby ensuring that we have no electromagnetic interference or distortion of the radiation pattern of antenna that can affect measurements.

Making sure that all equipment involved are tied and connected to the power source, verify now that all were identified by the collection software. This must be done using the program interface, which displays each element on which port is connected properly.

Now with the equipment identified, make sure the GPS has acquired satellites it needs to determine its position. You must be an open area with sight to the satellites. It is advisable to configure the software to do the collection in Degrees, Minutes and Seconds. Familiarize yourself with the concept.

Another fact that should be taken into account in relation to its GPS antenna. It should generally stay in one place on the vehicle roof, where you can see the sky. If it is not waterproof, it is necessary to protect it with plastic if it rain.

If everything is OK with GPS, start a test collection to verify that all data being written.
In the program main window, make it an indicator that tells if the data are being recorded. Also note that the parameters of the network are visible on the window of each device – mobile, gps, scanner, etc.. Some software also offers the facility to visualize this data without saving. It is very important to make sure everything is OK before you start.

And now, finally, but certainly most important, remember that: first, you’re driving!
It is recommended whenever possible to have one vehicle driver and one equipments operator. If this is not possible, always start, stop or make changes to a collectionat a secure point of the road.
And of course: always check the conditions of the vehicle, and always wear your seat belt!

Annotations
Most software offer the facility to add notes (Marker) during the Drive Test. Whether through it, or using a piece of paper, always make notes.

Information related to the test should be recorded for future aid in the analysis. For example, how is the weather (rain), if there is some very big obstacle in the area, possible sources of noise, etc …

And what is collected?

Okay, but what is actually collected?

Well, before that, we must ensure that data is able to be recorded. Remember that we are using a notebook, which arguably is subject to freeze the screen lock.

And if so, what to do? Unfortunately, there is much besides restarting the equipment.

But some practices can also minimize these errors.

A typical file size of Drive Test is from 30 minutes to an hour. Of course everything will depend on the size of the file, which in turn depends on information being recorded.

Very large files suffer more risk of being corrupted – especially in case of malfunction of the notebook – and are more difficult to move, load, and even to analyze.

Always leave a few GB free on your HD (Hard Drive) before beginning any data collection. And use the least amount of RAM specified – required – the software collection.

Another important thing: do not open or use other programs when you are collecting data only when strictly necessary.

Drive Test files are always big, and you’re always moving them. So keep a daily basis – weekly is appropriate – to perform a defragmentation of hard drive and a scan for errors.

Whenever you finish the collection, stop the ongoing calls, and only then stop collecting. Otherwise, these calls may be interpreted erroneously as falls.

Now, yes. If the data were collected, we can talk about them. And to vary, depending on the equipment used and the purpose of Drive Test.

In the case of mobiles, there are collected all the messages exchanged between the sites and it, with all layers of information – even if you don’t know much of it. It’s because in most critical cases, such data can be sent to better prepared laboratories for deep analysis.

If using a scanner, we also have information from sites that were not “seen” by the mobiles.
Of course, everything is configurable, but it’s always good to use the default setting, and record everything that is possible.

All information is stored with their respective data Date and Time as well as its geographical position.
Typical example of data output is shown below.

Equipment and Collection Software
We have spoken enough of them. And what are the equipment and collection software recommended?
Well, that question is not easy. Let’s make an analogy: What is the car that you will buy next year?
Got it? You’ll have to check what your need, availability in the market, and the best cost benefit. You may even continue by walking.

And with the equipment and software to collect and post-processing of Drive Test is the same.
You should verify if it is compatible with your network, what are the differential costs and benefits, not least, support!

Remember that new tools and features are constantly emerging. Keep up to date on this subject.
Note: we could have listed here some equipment and software, for example, the one we use. But we prefer not to quote any of them, to avoid the risk of eventually being somewhat unfair.

But anyway, whatever the equipment, software and procedures used, the end result is always the same: reports and output files.

The vast majority of collection (or processing) software have in common some software which also makes analysis. These are called post-processing software. Each post-processing software has its specific analysis, and as data (measures) collected is huge, they can be of great help to solve very specific problems. These tools present the data in tables, maps and comparison charts that help in making decisions.

Regardless of what the post-processing software, all have the functionality to export data in tabular form, in text format or CSV.

This may be an attractive option, especially if you have own tools, developed specifically for your needs.
The following are examples of drive test data processed by Hunter GE Drive Test tool, created entirely in VBA.

One advantage of working with the data this way is that no matter how they were collected, but its content. So for example we can, even if a team has run half the route with a type of software, and another team of drive test shot the rest with another software, we can plot the data from our network on a single desktop. That’s where for example the generic geo-referenced analyzing softwares enters, such as Mapinfo and Google Earth.

Another advantage is that the analysis available in Mapinfo and Google Earth has often a better use, since they are more familiar to most professionals, not just those who specific do/analyse Drive Test. This can be understood as not having to purchase multiple software licenses for post-processing: only one for cases of deeper analysis.

Conclusion
Today we had an overview of Drive Test, a common and efficient technique for evaluating the network.
Analyses made through the information of data collected in the field represent a true picture of network conditions, and can be used in decision making in several areas, from planning and design through optimization and maintenance of the system, always with the goal of maximizing Quality, Capacity and Coverage in the Network.

[Source: telecomhall.com]

8D Solving Process

The 8D Process works best in teams tasked with solving a complex problem with identifiable symptoms. However, you can also use this process on an individual level, as well.

Applying the Tool

To use the 8D Process, address each of the disciplines listed below, in order. Take care not to skip steps, even when time is limited; the process is only effective when you follow every step.

Discipline 0: Plan

Before you begin to assemble a team to address the problem, you need to plan your approach. This means thinking about who will be on the team, what your time frame is, and what resources you'll need to address the problem at hand.

Discipline 1: Build the Team

You should aim to put together a team that has the skills needed to solve the problem, and that has time and energy to commit to the problem-solving process.

Keep in mind that a diverse team is more likely to find a creative solution than a team of people with the same outlook (although if outlooks are too diverse, people can spend so much time disagreeing that nothing gets done.)

Create a team charter that outlines the team's goal and identifies each person's role. Then, do what you can to build trust and get everyone involved in the process that's about to happen.

If your team is made up of professionals who haven't worked together before, consider beginning with team-building activities to ensure that everyone is comfortable working with one another.

Discipline 2: Describe the Problem

Once your team has settled in, describe the problem in detail. Specify the who, what, when, where, why, how, and how many; and use techniques like CATWOE and the Problem-Definition Process to ensure that you're focusing on the right problem.

Start by doing a Risk Analysis – if the problem is causing serious risks, for example, to people's health or life, then you need to take appropriate action. (This may include stopping people using a product or process until the problem is resolved.)

If the problem is with a process, use a Flow Chart , Swim Lane Diagram , or Storyboard to map each step out; these tools will help your team members understand how the process works, and, later on, think about how they can best fix it.

Discovering the root cause of the problem comes later in the process, so don't spend time on this here. Right now, your goal is to look at what's going wrong, and to make sure that your team understands the full extent of the problem.

Discipline 3: Implement a Temporary Fix

Once your team understands the problem, come up with a temporary fix. This is particularly important if the problem is affecting customers, reducing product quality, or slowing down work processes.

Harness the knowledge of everyone on the team. To ensure that each person's ideas are heard, consider using brainstorming techniques such as Round Robin Brainstorming or Crawford's Slip Writing Method , alongside more traditional team problem-solving discussions.

Once the group has identified possible temporary fixes, address issues such as cost, implementation time, and relevancy. The short-term solution should be quick, easy to implement, and worth the effort.

Discipline 4: Identify and Eliminate the Root Cause

Once your temporary fix is in place, it's time to discover the root cause of the problem.

Conduct a Cause and Effect Analysis to identify the likely causes of the problem. This tool is useful because it helps you uncover many possible causes, and it can highlight other problems that you might not have been aware of. Next, apply Root Cause Analysis to find the root causes of the problems you've identified.

Once you identify the source of the problem, develop several permanent solutions to it.

If your team members are having trouble coming up with viable permanent solutions, use the Straw Man Concept to generate prototype solutions that you can then discuss, tear apart, and rebuild into stronger solutions.

Discipline 5: Verify the Solution

Once your team agrees on a permanent solution, make sure that you test it thoroughly before you fully implement it, in the next step.

Consider:

• Conducting a Failure Mode and Effects Analysis (FMEA) to spot any potential problems.
• Using Impact Analysis to make sure that there will be no unexpected future consequences.
• Using Six Thinking Hats to examine the fix from several different emotional perspectives.

Last, conduct a Blind Spot Analysis to confirm that you and your team haven't overlooked a key factor, or made an incorrect assumption about this solution.

Discipline 6: Implement a Permanent Solution

Once your team reaches consensus on the solution, roll your fix out. Monitor this new solution closely for an appropriate period of time to make sure that it's working correctly, and ensure that there are no unexpected side effects.

Discipline 7: Prevent the Problem From Recurring

When you're sure that the permanent solution has solved the problem, gather your team together again to identify how you'll prevent the problem from recurring in the future.

You might need to update your organization's standards, policies, procedures, or training manual to reflect the new fix. You'll likely also need to train others on the new process or standard. Finally, you'll need to consider whether to change your management practices or procedures to prevent recurrence.

Discipline 8: Celebrate Team Success

The last step in the process is to celebrate and reward your team's success . Say "thank you" to everyone involved, and be specific about how each person's hard work has made a difference. If appropriate, plan a party or celebration to communicate your appreciation.

Before the team disbands, conduct a Post-Implementation Review to analyze whether your solution is working as you thought, and to improve the way that you solve problems in the future.

Key Points

In the late 1980s, Ford Motor Company developed the 8D (8 Disciplines) Problem-Solving Process to help manufacturing and engineering teams diagnose, treat, and eliminate quality problems. However, teams in any industry can use this problem-solving process.
The eight disciplines are:

1. Plan.
2. Build the Team.
3. Describe the Problem.
4. Implement a Temporary Fix.
5. Identify and Eliminate the Root Cause.
6. Verify the Solution.
7. Implement a Permanent Solution.
8. Prevent the Problem From Recurring.
9. Celebrate Team Success.

The 8D Problem-Solving Process is best used with a team solving complex problems; however, individuals can also use it to solve problems on their own.

5 Minute Management Course

Lesson 1:

A man is getting into the shower just as his wife is finishing up her shower, when the doorbell rings.

The wife quickly wraps herself in a towel and runs downstairs. When she opens the door, there stands Bob, the next-door neighbor.

Before she says a word, Bob says, "I'll give you $800 to drop that towel, "

After thinking for a moment, the woman drops her towel and stands naked in front of Bob After a few seconds, Bob hands her $800 and leaves.

The woman wraps back up in the towel and goes back upstairs.

When she gets to the bathroom, her husband asks, "Who was that?"

"It was Bob the next door neighbor," she replies.

"Great," the husband says, "did he say anything about the $800 he owes me?"




Moral of the story

If you share critical information pertaining to credit and risk with your shareholders in time,you may be in a position to prevent avoidable exposure.


*********




*********

Lesson 2:


A sales rep, an administration clerk, and the manager are walking to lunch when they find an antique oil lamp. They rub it and a Genie comes out.

The Genie says, "I'll give each of you just one wish."

"Me first! Me first!" says the admin clerk. "I want to be in the Bahamas, driving a speedboat, without a care in the world."

 Puff! She's gone.

"Me next! Me next!" says the sales rep. "I want to be in Hawaii, relaxing on the beach with my personal masseuse, an endless supply of Pina Coladas and the love of my life."

Puff! He's gone.

"OK, you're up," the Genie says to the manager.

The manager says, "I want those two back in the office after lunch."


Moral of the story

Always let your boss have the first say.


*********

Lesson 3:


An eagle was sitting on a tree resting, doing nothing. A small rabbit saw the eagle and asked him, "Can I also sit like you and do nothing?"

The eagle answered: "Sure , why not."

So, the rabbit sat on the ground below the eagle and rested. All of a sudden, a fox appeared, jumped on the rabbit and ate it.



Moral of the story

To be sitting and doing nothing, you must be sitting very, very high up.


*********

Lesson 4:


A turkey was chatting with a bull. "I would love to be able to get to the top of that tree," sighed the turkey,"but I haven't got the energy."

"Well, why don't you nibble on some of my droppings?" replied the bull.

They're packed with nutrients."

The turkey pecked at a lump of dung, and found it actually gave him enough strength to reach the lowest branch of the tree.

The next day, after eating some more dung, he reached the second branch.

Finally after a fourth night, the turkey was proudly perched at the top of the tree. He was promptly spotted by a farmer, who shot him out of the tree.



Moral of the story

BullShit might get you to the top, but it won't keep you there.


*********

Lesson 5:


A little bird was flying south for the Winter.It was so cold the bird froze and fell to the ground into a large field. While he was lying there, a cow came by and dropped some dung on him. As the frozen bird lay there in the pile of cow dung, he began to realize how warm he was.

The dung was actually thawing him out! He lay there all warm and happy, and soon began to sing for joy.

A passing cat heard the bird singing and came to investigate.

Following the sound, the cat discovered the bird under the pile of cow dung, and promptly dug him out and ate him.



Morals of this story

(1) Not everyone who shits on you is your enemy.

(2) Not everyone who gets you out of shit is your friend.

(3) And when you're in deep shit, it's best to keep your mouth shut!

Problem AC Vantrend

Ok kadang perangkat ini kalo dah ngadat bisa buat orang gak nyaman mau perjalanan dekat atau jauh, itulah A/C (Air Condition). Nah problem si hijau ini adalah hawa dingin akan berkurang saat berjalan di kemacetan + di siang hari. 

Nah karena perangkat A/C ada beberapa bagian diantaranya:

1.     Kompresor, tugasnya sebagai pompa menekan gas Freon ke kondensor

2.     Dryer, tugasnya menyaring gas Freon dari kondensor

3.     Kondensor, tugasnya mendinginkan suhu uap Freon yang terkompres oleh Kompresor

4.  Extra fan, tugasnya mendinginkan kondensor karena panas yang timbul dari tekanan gas Freon  dari kompressor

5.     Blower, tugasnya menghembuskan udara ke arah evaporator

6.     Evaporator, tugasnya sebagai pentransfer dinginnya Freon dengan sirip-sirip yang rapat

7.     Pressure Switch

8.     Expansion Valves

Awalnya diketahui saat akan melakukan perjalan ke bandung, saat mulai perjalanan (tidak macet) melewati akses depok 2 tembus jalan juanda ac mulai bertingkah dengan hawa yang dinginnya berangsur-angsur hilang. Akhirnya diputuskan untuk mampir ke bengkel ac di jalan djuanda.

Setelah diperiksa tekanan low dan high pressure di compressor sudah berkurang tapi masih ok, kemudian di cek dryer, extrafan, evaporator dan blower. Dicurigai Freon berkurang, dryer mampet, dan juga arah putaran extrafan yang salah.

Dilakukanlah pengecekan dan ternyata tidak ada kebocoran pada jalur A/C, ganti Freon, ganti oli kompresor, dryer diganti dan juga arah putaran extrafan sudah diperbaiki. Hasilnya hembusan A/C kembali dingin walaupun harus jalan disiang hari yang terik. Akan tetapi A/C kembali berkurang dinginnya saat kena macet. Sebelumnya bengkel A/C sudah beritahu kalo memang nanti A/C gak dingin saat macet berarti kompresor yang harus diservis atau diganti. Saat iseng nanya harga kompresor merek ND khusus Vantrend katanya bisa sampai 3-4jt x_x ckckckkck…….. soalnya barangnya susah. Solusi dari bengkel A/C adalah menggunakan kompresor dari Daihatsu Xenia karena tipenya yang mirip. Ya sudahlah nanti saja kalo sudah ada uangnya aja hehehe…..

Sementara klo mau keluar pakai mobil ya paling enggak jangan siang hari :D

Oiya kemarin tiba-tiba extrafan mati, curiga switchnya rusak. Tapi setelah saya bongkar kabelnya saya coba bypass positif exra fan ke aki dan ternyata tidak jalan, sedang switch berfungsi dengan bunyi klik. Diputuskan membongkar extrafan tersebut. Setelah sudah terlepas saya coba cek motornya tetapi tidak bisa dibuka :p…. paten bener…. Iseng saya coba sambungkan kembali kabel positif (+) dari switch dan kabel negative (-) ke body dan ternyata extrafan menyala… saya simpulkan bahwa extrafan tidak meyala karena tidak dapat negative (-)… aneh juga karena sebelumnya tidak apa-apa.

Temuan saya saat extrafan saya nyalakan kok rasanya tiupan anginnya kurang berasa ya juga suara tiupannya lemah sekali.. dan saya pikir mungkin sudah waktunya diganti. Tetapi kemudian setelah saya amati bilah kipas ini ternyata terbalik x_x (pantas aja kurang maksimal niupnya) setelah di balik tiupannya sangat terasa kencang gitu juga dengan suaranya…

Dan hasilnya sekarang proses pendinginan berlangsung agak cepat disbanding sebelumnya, yah walau ketemu macet di sianghari tetap aja gak dingin :D… mungkin harus ganti kompresor. 

Mazda Vantrend 1400 1993

Cerita kali ini mengenai mobil pertama saya yaitu Mazda Vantrend 1993.  Setelah sebelumnya browsing dengan berbagai macam calon akhirnya terpilihlah sebuah Mobil tipe Estate yaitu Mazda Vantrend warna Hijau tahun 1993.

Alasan utama adalah karena kehadiran si buah hati yang kasihan kalo harus kemana-mana naik sepeda motor, angkutan umum atau taxi. Tipe mobil ini menurut saya cukup mengakomodir kebutuhan keluarga karena pasti bawaan bayi itu pasti banyak.

Sebenarnya yang pertama kali melihat si hijau ini adalah istri saya di sebuah showroom di daerah Depok. Karena saat itu saya sedang berada di luar kota untuk tugas kantor di Kalimantan. 

Setelah dilakukan cek oleh kenalan teknisi bengkel dan dinyatakan mesin masih ok maka akhirnya diputuskan untuk meminang si hijau ini J pada mei 2012. Setelah sampai dirumah langsung ganti oli, ganti filter bensin, ganti filter oli.

Banyak perjalanan sudah dilalui dengan si hijau, diantaranya ke Bandung (pulang ke rumah ortu), ke Anyer, Puncak. Selama perjalanan tidak ada masalah dengan kendaraan ini. 

Artikel Berikutnya akan saya bahas tentang keseruan sama si hijau ini. ;)