AM Step 6 — Standardise the Workplace

By the time a team reaches AM Step 6, the equipment is in good condition.

The basic conditions are maintained. The inspection routine is running. The team understands their equipment, detects symptoms early, and responds before failures occur. The numbers show it. Minor stops are down. MTBF is up. The reactive cycle that defined the starting point has been replaced by something that actually works.

But the equipment does not exist in isolation.

It sits in a workplace. That workplace has tools, materials, and information that the team needs to do their work. It has standards that govern how the process runs, not just how the equipment is maintained. It has a connection to the product, to the quality of what comes off the line, the consistency of what gets packed, the reliability of what reaches the customer.

AM Step 6 extends the discipline the team has built to all of that.

The standards are reviewed and improved. The workplace is organised so that the right things are always in the right place. The connection between equipment condition and product quality is made explicit, the team learns which settings affect which quality parameters, and they monitor those settings as part of their daily work. Non-value-adding activity in the maintenance routine is identified and eliminated.

The team does not just maintain their equipment in AM Step 6. They manage their processes.

Autonomous Maintenance is built in sequence, step by step, using a structured development process confirmed by audit at each stage. AM Step 6 is the first step in the Optimisation phase. If you are new to the system, the AM Pillar page explains how it works before you begin.

AM Phase 3 — Optimisation

AM Step 6 is the first of two steps in the Optimisation phase. The goal of this phase is to standardise the system, embed continuous improvement, and hand full ownership of the equipment and the process to the operating team.

The two steps build on each other in sequence:

• AM Step 6 — Standardise the Workplace. All standards are reviewed and improved. The workplace is organised so that the right tools, materials, and information are always in the right place. The connection between equipment condition and product quality is made explicit and monitored as part of daily work.
• AM Step 7 — Self Directed Autonomous Management. The team manages their equipment and their process without being directed. The management system is embedded in daily work. Continuous improvement is the team's own activity, not a programme imposed from outside.

The Optimisation phase is complete when the team is genuinely self-directed, maintaining standards, improving them, and managing their process as a matter of course.

Working with the Maintenance function

By this point in the AM journey, the Maintenance function has transferred a significant amount of technical knowledge to the operating team. The team understands their equipment. They can inspect it, detect early symptoms, and respond correctly. The boundary between what the team does and what the Maintenance function does has shifted, deliberately, as the team's capability has grown.

In AM Step 6, the focus of that partnership shifts toward quality and process control. The Maintenance function brings knowledge of the relationship between equipment condition and product quality, which components, if they deteriorate, affect which quality parameters, and how. That knowledge needs to move to the operating team, so that the team can monitor the right things and respond to the right signals.

The Maintenance function also supports the review and update of standards in AM Step 6. As the team's standards are consolidated and improved, the Maintenance function confirms that the technical content is correct, that lubrication specifications are still valid, that inspection methods are still appropriate, that the boundary between team-owned and maintenance-owned tasks still reflects the team's actual capability.

The Maintenance function is also reviewing and improving its own systems in parallel. As the operating team takes on more of the routine inspection and condition monitoring work, the Maintenance function can focus its capacity on higher-level technical work, planned overhauls, reliability engineering, and the improvement projects that require specialist knowledge. AM Step 6 is where that rebalancing becomes most visible.

Purpose

The purpose of AM Step 6 is to extend the discipline the team has built, from the equipment to the wider workplace, and from equipment maintenance to process management.

Three things happen together in AM Step 6.

The first is standardisation. All the standards the team has developed across AM Steps 1 through 5 are reviewed, consolidated, and improved. Standards that have drifted from practice are brought back into alignment. Standards that no longer reflect the best-known method are updated. The result is a set of standards that are current, practical, and owned by the team.

The second is workplace organisation. The physical workplace is reviewed and improved using 5S principles, Sort, Set in Order, Shine, Standardise, Sustain. The right tools, materials, and information are in the right place, making it easier to maintain the standard than to let it slip. Non-value-adding activity in the maintenance routine is identified and eliminated.

The third is quality and process control. The team develops an explicit understanding of the connection between equipment condition and product quality. They learn which equipment settings affect which quality parameters. They monitor those settings as part of their daily routine. When a quality defect occurs, the team's first question is: what was the equipment condition? What were the settings? Were they within standard? This is the question that AM Step 6 teaches the team to answer, and to prevent.

Objectives

AM Step 6 has two sets of objectives running in parallel. Ensuring we are building capabilities in both your equipment and your people.

For the equipment and workplace

Review and improve all AM standards

All standards developed across AM Steps 1 through 5 are reviewed. The CIL standard, the Centreline standards, the integrated inspection standard, the One Point Lessons, the visual controls, all of them. The review asks three questions for each standard;

• Is it still correct?
• Is it being followed?
• Is it the best-known method?

Standards that have drifted from practice are brought back into alignment. Standards that no longer reflect the best-known method are updated. Standards that are no longer needed are removed. The result is a set of standards that are current, practical, and genuinely owned by the team.

Organise the workplace using 5S

The physical workplace is reviewed and improved. 5S, Sort, Set in Order, Shine, Standardise, Sustain, is the framework. The team removes what is not needed, organises what is, and establishes standards for how the workplace should look and be maintained.

The goal is not tidiness. The goal is function. A workplace where the right tools are always in the right place, where materials are stored where they are used, where the condition of the workplace is immediately visible, is a workplace where the standard is easy to maintain. A workplace where things are hard to find, where tools are shared across areas, where the condition varies with the shift, is a workplace where the standard will drift.

5S is not a one-time exercise. The Sustain element is the hardest part. The team establishes a standard for the workplace and confirms it through the same Process Confirmation approach used for CIL and Centreline.

Establish quality and process control standards

The team develops explicit standards for the connection between equipment condition and product quality. For each critical quality parameter, the team identifies: which equipment settings affect it, what the correct setting is, what the acceptable range is, and what happens to the product when the setting drifts.

These quality control standards are integrated into the daily inspection routine. The team monitors the settings that affect quality as part of their standard work, not as a separate quality check, but as part of the same integrated routine they developed in AM Step 5.

When a quality defect occurs, the team investigates it using the same problem analysis approach used for equipment failures. The investigation asks: what was the equipment condition? What were the settings? Were they within standard? The findings feed back into the quality control standards and into the integrated inspection routine.

Eliminate non-value-adding activity

The team reviews all activity in the maintenance routine and identifies work that does not add value, duplication, unnecessary motion, checks that are performed more frequently than the data justifies, tasks that could be simplified or eliminated. This is a continuation of the efficiency work begun in AM Step 5, extended to the wider workplace and the full range of team activities.

The Process Improvement pillar provides the framework for this work.

Maintain the work done in AM Steps 1 through 5

The integrated inspection standard, the CIL standard, and the Centreline standards continue to be followed throughout AM Step 6. The equipment condition does not drift while the team focuses on standardisation and workplace organisation.

For our people

Develop process ownership

AM Step 6 is the step where the team's ownership extends beyond the equipment to the process. They are not just maintaining their equipment. They are managing the conditions that determine whether the product is right. That is a different level of ownership, and a different level of capability.

A team member who understands the connection between the equipment setting they are monitoring and the quality of the product coming off the line is a team member who understands why their work matters. That understanding is what makes the standard resilient.

Develop the ability to improve standards

In AM Steps 1 through 5, the team built standards. In AM Step 6, they learn to improve them. The review and update of standards in AM Step 6 is not a one-time exercise, it is the beginning of a continuous improvement capability that the team will carry into AM Step 7 and beyond.

The team learns to ask: is this standard still the best-known method? Is there a better way to do this? What have we learned from the last six months of running this routine that should change how we do it? These are the questions that drive continuous improvement. AM Step 6 is where the team starts asking them as a matter of course.

Develop cross-functional working

Quality and process control in AM Step 6 requires the team to work with quality, engineering, and maintenance functions. The team learns to work across those boundaries, to bring the right people into a problem analysis, to share findings with adjacent teams, and to apply improvements made elsewhere to their own line.

Measures of success

AM Step 6 uses the same measurement framework as AM Steps 1 through 5, with new measures added for workplace organisation and quality control.

Baseline measures, carried forward from AM Steps 1 - 5

• Output Measure: Number of unplanned stoppages. Should be at or near the 90–95% reduction target from the AM Step 1 baseline. The focus in AM Step 6 is on sustaining this level, not just achieving it.
• Efficiency Measure: Integrated inspection time. Should be stable at or below the target set in AM Step 5. Any new checks added through quality control standards are incorporated into the standard and the cycle time is re-confirmed.
• In Process Measure: Number of defects identified. Should be low and stable. Defects found during the integrated inspection are still tagged, recorded, and escalated.

Pillar progress measures, track as you go

• Standards reviewed and updated. All AM standards reviewed against the three questions: correct, followed, best-known method. Track completion by standard type.
• 5S score. The workplace is assessed against the 5S standard at the start of AM Step 6 to establish a baseline. The score is tracked throughout the step. The target is a score that reflects a workplace where the standard is easy to maintain.
• Quality control standards established. The number of critical quality parameters with a documented quality control standard, the equipment setting that affects it, the correct value, the acceptable range, and the response when it drifts. Track completion.
• Quality defect trend. The number of quality defects traced to equipment condition. The target is a sustained downward trend as quality control standards are established and monitored.
• Non-value-adding activity eliminated. The amount of time removed from the maintenance routine through elimination of duplication and unnecessary activity. Track against the AM Step 6 baseline.
• Integrated inspection time after quality control additions. When quality control checks are integrated into the inspection routine, the total cycle time is re-confirmed. The goal is to absorb new checks within the existing target window by applying ECRRS to the existing routine at the same time. Adding checks and improving the routine happen together, not in sequence. A routine that grows without a corresponding efficiency effort will not be sustained.
• CIL and Centreline compliance rates. Both continue from AM Steps 3 and 4. Must remain at 90% or above throughout AM Step 6.
• One Point Lessons developed and taught. As the team learns from the standards review and from quality defect investigations, they capture that learning in One Point Lessons.

By the time the AM Step 6 audit is conducted, the team should be able to demonstrate:

• All AM standards reviewed and updated, current, followed, and reflecting the best-known method
• Workplace organised to 5S standard, with a confirmed 5S score and a sustain process in place
• Quality control standards established for all critical quality parameters
• Quality defect trend showing sustained improvement
• Non-value-adding activity identified and eliminated from the maintenance routine
• Integrated inspection time confirmed within the target window after quality control checks are added
• CIL and Centreline compliance maintained at 90% or above
• Minor stops sustained at 90–95% reduction from the AM Step 1 baseline
• One Point Lessons developed from AM Step 6 learnings and taught to the team

Systems required before you start

All systems from AM Steps 1 through 5 must be sustained. The defect handling process, the data collection and review system, the improvement tracking system, the One Point Lesson process, the capability matrix, the integrated inspection standard, the CIL standard, the Centreline standards, the Process Confirmation schedule, and the step audit process are all still running. AM Step 6 adds to them, it does not replace them.

The AM Step 6 process

AM Step 6 follows a defined sequence. Each stage builds on the one before it.

Preparation

Verify readiness for AM Step 6

Before AM Step 6 begins, confirm that the AM Step 5 audit has passed and that all AM Step 5 conditions are being maintained. The integrated inspection standard is running. The team is completing it independently. CIL and Centreline compliance are at or above 90%. Minor stops are at or near the 90–95% reduction target. If any of these conditions are not met, AM Step 5 is not yet complete.

Collect all current standards

Gather all AM standards in use on the line: the CIL standard, the Centreline standards, the integrated inspection standard, the One Point Lessons, the visual controls, and any other standards the team is working to. This is the starting inventory for the standards review.

Conduct the 5S baseline assessment

Assess the current state of the workplace against the 5S standard. Score each of the five elements, Sort, Set in Order, Shine, Standardise, Sustain, and identify the priority areas for improvement. The baseline score is the starting point for the AM Step 6 workplace organisation work.

Identify critical quality parameters

Working with the Quality function and the Maintenance function, identify the quality parameters that are most directly affected by equipment condition. The starting point is the Quality Pillar's defect matrix, the documented picture of known defect modes for the product and the process. The AM team's quality control standards are built from that matrix: for each defect mode, the team identifies which equipment settings affect it and adds those settings to the inspection routine. The list does not need to be exhaustive at this stage, it needs to cover the parameters that matter most.

Update the loss picture

Before setting targets, update the team's loss picture to include quality-related losses alongside the equipment losses tracked from AM Step 1. By this point, minor stops and unplanned stoppages should be at or near target. The remaining losses are more likely to show up as quality defects, rework, yield variation, and non-value-adding effort in the maintenance routine. The team needs to see the full picture before they can prioritise where to focus in AM Step 6.

This is not a separate exercise. It is a review of the data that is already visible through the Tiered Accountability Meeting, updated to ensure quality and effort losses are as visible as equipment losses. The Leadership pillar's daily review structure is the mechanism that makes this possible.

Set AM Step 6 goals and targets

Based on the updated loss picture and the baseline assessments, set specific targets for the step: the target 5S score, the number of quality control standards to be established, and the amount of non-value-adding activity to be eliminated. These targets are agreed with the line organisation.

Train the team on the AM Step 6 process

Before work begins, the team is trained on the AM Step 6 approach: what the standards review involves, how 5S works and why it matters, what quality control standards are and how they connect to the inspection routine, and what the audit criteria are. The team knows what they are working toward from day one.

Clarify roles and responsibilities

Who leads the standards review for each standard type? Who coordinates with the quality function on quality control standards? Who leads the 5S assessment and improvement work? These assignments are clear before work begins.

Maintain AM Steps 1 through 5 work

All existing standards continue to be followed throughout AM Step 6. The integrated inspection standard, the CIL standard, and the Centreline standards are all still running. The equipment condition does not drift while the team focuses on standardisation and workplace organisation.

Abnormalities found during the daily routine are still tagged, recorded, and escalated. CIL and Centreline compliance are still tracked and reviewed at every tier. The Line Activity Board is updated for AM Step 6, showing standards review progress, 5S score, and quality control standard development alongside continuing compliance data.

Review and improve all AM standards

The team reviews every AM standard in use on the line. For each standard, three questions are asked.

Is it correct? Does the standard reflect the current best understanding of how the equipment should be maintained? Has anything changed, in the equipment, in the process, in the team's knowledge, that means the standard is no longer accurate?

Is it being followed? Is the standard actually being used, or has practice drifted from what is documented? If there is a gap between the standard and what the team does, the gap needs to be understood. Sometimes the standard is wrong and practice is right. Sometimes practice has drifted and the standard is right. Either way, the gap must be closed.

Is it the best-known method? Has the team learned anything in the course of running the standard that suggests a better way to do it? Have adjacent teams found improvements that could be applied here? Is there a simpler method, a better visual control, a more efficient sequence?

Standards that are correct and being followed are confirmed. Standards that have drifted are brought back into alignment, either the standard is updated to reflect better practice, or the team is retrained on the existing standard. Standards that are no longer needed are removed.

Every change to a standard is trained to the team before it is implemented. The team does not work from an updated standard they have not been trained on.

Organise the workplace — 5S

5S is a systematic approach to workplace organisation. The five elements build on each other in sequence.

Sort. Remove everything from the workplace that is not needed for the work. Tools that are not used, materials that are not current, equipment that has been replaced, documentation that is out of date. If it is not needed, it is not in the workplace. Sorting is not about tidying, it is about removing the things that make it harder to see what matters and harder to find what is needed.

Set in Order. Organise what remains so that everything has a place, and the place is where the thing is used. Tools are stored at the point of use. Materials are stored where they are consumed. Information is displayed where it is needed. The principle is simple: the right thing in the right place makes the standard easy to follow. The wrong thing in the wrong place makes it easy to skip.

Visual controls are central to Set in Order. Shadow boards for tools, marked storage locations for materials, labelled positions for equipment, all of these make the correct state of the workplace immediately visible. An item that is missing is immediately obvious. An item that is in the wrong place is immediately obvious. The workplace communicates its own standard.

Shine. Clean the workplace to a standard, and maintain it. Shine is not a one-time deep clean, it is the establishment of a cleaning standard for the workplace, integrated into the team's daily routine. The same principle applies here as in AM Step 1: cleaning is inspection. As the team cleans the workplace, they look for abnormalities, damage, wear, contamination, items out of place. Shine keeps the workplace in the condition the standard requires.

Standardise. Document the standards for Sort, Set in Order, and Shine. What does the correct state of the workplace look like? How is it maintained? Who is responsible for what? The standards are documented, displayed in the workplace, and confirmed through Process Confirmation. Without Standardise, the improvements made in the first three elements will drift.

Sustain. Maintain the standards over time. Sustain is the hardest element of 5S, not because it is technically difficult, but because it requires consistent discipline. The 5S standard is confirmed through Process Confirmation on a defined schedule. The frontline leader goes to the workplace, checks the condition against the standard, and records what they find. Deviations are addressed before they become the new normal.

Establish quality and process control standards

The team develops explicit standards for the connection between equipment condition and product quality. This work is done in partnership with the quality function and the Maintenance function.

Identify the quality-equipment relationships

For each critical quality parameter, the team identifies which equipment settings affect it. This is not always obvious. A product that is out of specification may trace back to a setting that has drifted, a component that has worn, a contamination source that has been present for weeks. The investigation that identifies the relationship is the same problem analysis approach used for equipment failures.

The Maintenance function brings technical knowledge of the equipment's failure modes and their quality consequences. The quality function brings knowledge of the quality parameters and their acceptable ranges. The operating team brings knowledge of what they observe during the inspection routine and what they have seen change over time. The quality control standard is the product of all three.

Document the quality control standard

For each critical quality parameter, the team documents: which equipment setting affects it, what the correct setting is, what the acceptable range is, how the setting is checked, at what frequency, and what to do when the setting is found outside the range.

The quality control standard is integrated into the integrated inspection standard. The team does not perform a separate quality check, they monitor the equipment settings that affect quality as part of the same inspection routine they run every shift.

Add visual controls

Visual controls are added for every quality-critical setting. A setting that is within the acceptable range is immediately visible. A setting that has drifted is immediately visible. The team does not need to measure or calculate, they can see whether the setting is correct.

Investigate quality defects

Every quality defect is investigated using the problem analysis approach. The investigation asks: what was the equipment condition? What were the settings? Were they within the quality control standard? The findings feed back into the quality control standards and into the integrated inspection routine.

A quality defect that traces back to a setting that was outside the standard is a quality control failure, the standard was not being followed, or the standard was wrong. Either way, the standard must change. A quality defect that occurs despite all settings being within standard is a signal that the standard is incomplete, there is a relationship between equipment condition and product quality that has not yet been identified.

The team's first question when a quality defect occurs is no longer "what went wrong in the process?" It is: what was the equipment condition? What were the settings? Were they within standard? That shift in the first question is what AM Step 6 is designed to produce.

This work connects directly to the Quality Pillar. By AM Step 6, a quality defect matrix should be live and maintained by the Quality Pillar, identifying the known defect modes for the product and the process. The AM team's quality control standards are built from that matrix, the equipment settings that affect each defect mode are the parameters the team monitors. The two systems work together: the Quality Pillar owns the defect picture; the AM team owns the equipment conditions that drive it.

Eliminate non-value-adding activity

The team reviews all activity in the maintenance routine and identifies work that does not add value. This is a continuation of the efficiency work begun in AM Step 5, extended to the wider workplace and the full range of team activities.

The same ECRRS approach used in AM Step 5 applies here:

• Eliminate activity that is duplicated, that the data shows is not needed, or that does not contribute to maintaining the equipment or the process.
• Combine activities that are performed separately but could be done together, a quality check and an inspection check at the same location, for example.
• Reduce and rearrange, reduce the frequency of activities where the data shows the current frequency is higher than necessary. Rearrange the sequence to minimise motion and improve flow.
• Simplify the method through better visual controls, improved access, or tools that make the activity faster and more reliable.

Every change to the routine is trained to the team before it is implemented. The cycle time of the updated routine is confirmed. Adding quality control checks and improving the efficiency of the routine happen together, not in sequence. The team does not add checks and then look for time savings later. They apply ECRRS to the existing routine at the same time as they integrate new checks, so that the total cycle time stays within the target window.

Track results

Results are tracked daily throughout AM Step 6.

The team reviews integrated inspection completion, CIL and Centreline compliance, 5S score, quality defect trend, and standards review progress at the start of each shift. The trend is visible on the activity board. The team can see whether the system is working.

Both process measures (standards reviewed, 5S score, quality control standards established, OPLs developed) and output measures (minor stops, quality defect trend, CIL compliance, Centreline compliance) are tracked. The process measures tell you whether the team is doing the right things. The output measures tell you whether those things are working.

Behaviours

AM Step 6 produces a specific set of behaviours in the team and in leadership. These are not aspirational, they are observable. If you walk the line during AM Step 6 and you do not see these behaviours, the step is not running correctly.

AM Step 6 audit

The AM Step 6 audit is a formal confirmation that the expected capability has been achieved. It is not a surprise inspection, the team has known the criteria since the preparation stage. It is the moment where the team's work is recognised and their readiness to move to AM Step 7 is confirmed.

The audit is requested by the team and conducted by a qualified assessor, typically the AM Pillar leader or an external facilitator. It is done with the team present. It covers the equipment condition, the workplace condition, the team's capability, and the systems and standards in place.

What the audit checks

Equipment and workplace condition

• The equipment is in the condition the integrated standard requires. No abnormalities at the component level.
• The workplace meets the 5S standard. The correct state of the workplace is immediately visible. Items are in their correct locations. The workplace looks the same at the end of a shift as it did at the start.
• All visual controls are in place and correct, for equipment condition, Centreline settings, and quality-critical parameters.
• The inspection route is still physically marked and easy to follow.

Standards

• All AM standards have been reviewed against the three questions: correct, followed, best-known method. Updates have been made and trained.
• Quality control standards are in place for all critical quality parameters. Each standard specifies the equipment setting, the correct value, the acceptable range, the checking method, the frequency, and the response.
• Quality control standards are integrated into the integrated inspection standard. The team does not perform a separate quality check.
• The 5S standard is documented and displayed in the workplace. The sustain process is in place and being confirmed through Process Confirmation.
• Non-value-adding activity has been identified and eliminated. The cycle time of the updated routine has been confirmed within the target window, with quality control checks integrated and offset through ECRRS work on existing checks.

Team capability

• Team members can explain the connection between specific equipment settings and specific quality parameters. They can describe what happens to the product when a setting drifts.
• Team members can assess the workplace against the 5S standard and identify deviations.
• Team members have participated in a quality defect investigation and can describe a finding that led to a change in the quality control standard.
• Team members can review a standard and identify whether it is correct, being followed, and the best-known method.
• One Point Lessons have been developed from AM Step 6 learnings and the team has been trained on them.

Systems and standards

• The 5S standard and the quality control standards are on the Tiered Accountability Meeting agenda at every tier and are being reviewed daily.
• CIL and Centreline compliance are being tracked and reviewed at every tier.
• Process Confirmation of all standards, integrated inspection, Centreline, 5S, quality control, is in place and being conducted by the frontline leader on a defined schedule.
• The quality defect investigation process is in place and every quality defect has been investigated. Findings have been fed back to the quality control standards. The Quality Pillar's defect matrix is live and the AM team's quality control standards are aligned to it.
• Baseline results for all process and output measures have been updated to reflect the AM Step 6 starting point for AM Step 7.

If the audit passes

Celebrate the success. The team has completed the first step of the Optimisation phase. They are managing their process, not just maintaining their equipment. They understand the connection between equipment condition and product quality. They maintain the workplace to a standard. They review and improve their own standards. That is a significant capability. Recognise it publicly.

Then begin AM Step 7 preparation. Self Directed Autonomous Management is the final step. The team takes full ownership of their equipment and their process — maintaining standards, improving them, and managing their work without being directed.

If the audit does not pass

The audit identifies the specific gaps. The team develops countermeasures for each gap and implements them. When the countermeasures are closed, the audit is repeated. There is no fixed timeline for the re-audit, it happens when the gaps are genuinely addressed, not when a calendar date arrives.

A failed audit is not a failure of the team. It is information. It tells the team and the leader exactly what still needs to be done. The discipline is in addressing it properly, not in moving on before it is ready.

Do not move to AM Step 7 until AM Step 6 is genuinely complete. Self-directed management in AM Step 7 requires a team that has the standards, the workplace, and the quality control capability that AM Step 6 is designed to build. Without that foundation, self-direction becomes self-neglect.

What next?

AM Step 6 completes the first step of the Optimisation phase. The team has reviewed and improved their standards. The workplace is organised and maintained to a standard. The connection between equipment condition and product quality is explicit, monitored, and managed. Non-value-adding activity has been eliminated from the routine.

AM Step 7 — Self Directed Autonomous Management, is the final step. The team takes full ownership of their equipment and their process. They maintain the standards, improve them, and manage their work without being directed. The management system is embedded in daily work. Continuous improvement is what the team does, not a programme they participate in, but the way they work.

The foundation is complete. The final step makes it self-sustaining.