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 Tips Merawat AC di Rumah
Sekarang ini juga sudah banyak rumah-rumah yang ada mesin pendingin udara (ruangan) atau AC. Untuk di kota, bahkan hampir tiap rumah juga punya AC atau pendingin ruangan.

Agar performance AC selalu dalam kondisi yang prima, maka diperlukan perawatan/pemeliharaan yang sangat rutin. Keuntungan jika dilakukan perawatan yang sangat rutin adalah:
- Umur part terutama kompresor menjadi lebih lama.
- Pemakaian enersi listrik efisien.
- Kapasitas pendinginan AC selalu maksimal.

Berikut adalah tips-tips atau pedoman cara untuk merawat mesin pendingin ruangan (udara) atau AC:

1. Cek filter udara unit indoor (dalam ruangan)
Karena fungsi AC antara lain adalah untuk dapat menyediakan udara yang sehat buat pernafasan, maka AC juga selalu diperlengkapi dengan filter.
Filter udara telah mempunyai fungsi ganda, yaitu
>> Untuk menjaga agar sirip-sirip coil pada unit indoor tidak cepat kotor.
>> Untuk membuat udara yang dihembuskan dari indoor bebas dari debu. Filter telah terbuat dari bahan khusus yang gampang mengikat partikel-partikel debu, bakteri, serbuk, bulu binatang, asap rokok dan lain-lain. Jika cukup banyak kotoran terakumulasi pada filter, maka akan dapat menyebabkan aliran udara fan blower terganggu, sehinga kapasitas pendinginan akan turun. Filter indoor sebaiknya dicuci minimal sebulan sekali. Membersihkan filter juga dapat dilakukan sendiri. Filter yang rusak juga harus diganti dengan yang baru. Filter umumnya mudah dilepas dan dipasang dengan cara slide-out dan slide-in.

2. Cek tekanan refrigran dan arus kompresor.
Tekanan yang berkurang juga merupakan indikasi telah terjadi kebocoran. Jika tekanan berkurang setelah unit dipakai bebarapa bulan atau setelah setahun, hal ini juga menunjukkan telah terjadi kebocoran yang sangat kecil. Perlu pemeriksaan yang teliti untuk dapat menemukan kebocoran seperti ini. Arus kompresor yang over menunjukkan kemungkinan terjadi refrigran over charge.

3. Cek kemungkinan kebocoran.
Secara berkala setiap 6 bulan atau minimal setahun sekali amati bagian-bagian perpipaan apakah menunjukkan adanya tetesan atau perembesan oli. Jika dijumpai hal ini, maka menunjukkan adanya kebocoran kecil.

4. Pencucian sirip-sirip coil evaporator dan kondensor.
Sirip-sirip pada coil evaporator & kondensor juga berfungsi untuk dapat memperluas kontak antara coil dengan udara. Jika sirip-sirip ini sampai rusak atau bengkok misalnya, maka dapat menghambat aliran udara. Gunakan sisir khusus yang dipakai untuk dapat memperbaiki sirip-sirip yang bengkok.

Dalam jangka waktu yang lama pada permukaan sirip sirip coil akan terakumulasi debu atau kerak. Hal ini juga akan dapat menghambat kontak antara sirip-sirip dengan udara, sehingga kapasitas pendinginan akan turun. Oleh karena itu sirip sirip coil evaporator maupun kondensor minimum setahun sekali harus dibersihkan. Membersihkan sirip-sirip coil diperlukan peralatan khusus dan teknisi yang terlatih.

Sirip-sirip pada AC, terutama bagian outdoor lama kelamaan akan terjadi korosi yang dapat menyebabkan kontak dengan udara menjadi kurang baik. Sirip dengan bahan khusus seperti Blue-fin misalnya, mempunyai kelebihan lebih tahan lama terhadap korosi daripada sirip aluminium biasa.

5. Periksa aliran udara unit indoor
Kecepatan fan blower indoor juga dapat menyebabkan kapasitas pendinginan berkurang. Periksa bearing mungkin kocak karena aus. Bearing dan as motor fan blower yang kering kadang dapat menimbulkan suara noise, maka berilah sedikit minyak pelumas.

6. Cek saluran pembuangan air dan leveling unit indoor
Kadang terjadi kebuntuan atau kebocoran pada saluran pembuangan air. Cek pembuangan air dengan cara mengisi air dari gelas pada tatakan penadah air pada unit indoor. Cek dudukan indoor apakah tidak ada yang kendor dan tidak miring.

7. Cek Outdoor
Cek baling-baling outdoor apakah dapat berputar dengan lancar. Berilah minyak kalau perlu. Aliran udara yang lemah pada unit outdoor akan dapat menyebabkan pembuangan panas tidak sempurna, temperatur kondensor naik, dan tekanan refrigran juga akan naik serta kapasitas pendinginan turun. Hal ini dapat menyebabkan kerja kompresor tambah berat dan umur kompresor tidak lama. Cek konektor-konektor kabel listrik apakah mungkin ada yang kendor. Cek dudukan unit outdoor apakah tidak ada skrup yang kendor dan dudukan tidak miring.

8. Pembersihan lingkungan sekitar unit outdoor
Agar proses sirkulasi pembuangan panas oleh outdoor tetap terjaga dengan sempurna, maka lingkungan disekitar unit outdoor harus selalu dipelihara. Mungkin ada sampah disekitarnya, atau mungkin ada daun pohon yang dapat menghambat sirkulasi udara.

Demikianlah tips praktis merawat AC di rumah, agar AC tidak cepat rusak dan AC dapat bekerja optimal. Semoga bermanfaat.

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.

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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.