The 5C system in production: description, features, principles and reviews. The 5C system in production: description, features, principles and reviews Examples of the 5C system

Optimization of scheduled preventive maintenance of rolling stock

according to the 5C system

1. General Provisions

1.1 The 5C system is a system of establishing order, cleanliness,

strengthening discipline and creating safe working conditions with the participation of all

personnel.

1.2 This system allows, practically without capital investments, not only

bring order to production - increase productivity, reduce losses,

reduce the level of defects and injuries, but also create the necessary starting conditions for

implementation of complex and expensive production and organizational innovations,

ensure their high efficiency - primarily due to radical

changes in the consciousness of workers, their attitude towards their work.

1.3 The 5C system can be applied when assessing and optimizing the current

repair and maintenance of rolling stock.

2 Stages of implementation of the 5C system

2.1 Sorting

2.1.1 Workplaces are cleared of all unnecessary things. Tools and Parts

sorted, leaving only the necessary items, sorted by frequency

use. Sorting makes the workplace less polluted, safer

and creates the preconditions for increased labor productivity.

2.1.2 Places and objects requiring special attention in repair rooms

divisions:

1. Shelves, cabinets, bedside tables.

2. Corridors, driveways, passages, corners.

3. Poorly lit / “no man’s” places (under stairs, behind columns).

4. Products – finished (but not transferred), old reserves of components and

materials, defects, unidentified products.

5. Tools, equipment, devices, gauges, measuring equipment.

6. Equipment, stands, racks, stands, carts.

7. Hard-to-reach places - recesses, places behind and under equipment, behind

partitions, communication elements.

8. Storerooms, sheds, shelves.

9. Walls, notice boards, stands.

10. Places along walls (inside and outside buildings), fences, on adjacent

territories.

2.2 Rational placement

2.2.1 The workplace must be organized in a rational manner,

reducing movements and movements - places for each item are determined,

and every item is in its place, ready for use. Items

are located in accordance with their functional purpose.

2.2.2 Place items in such a way that the required items can be

obtain and use them at the right time, in the required quantity, safely and without

damaging them so that their location can be easily determined from the first

glance (Figure 1).

Figure 1 – Example of placement of small parts at the workplace

2.2.3 Identify the place and the objects themselves. After you have determined

the best location for the required number of items, make sure that

everyone around could know:

– where, what and in what quantity should be located;

– where, what and in what quantity is located.

To do this, use tags, inscriptions, markings and other means (Figure 2).

Be sure to include the name of the item. If objects of some kind should

be several (for example, working stock of parts), then be sure to indicate

quantity.

Figure 2 – Site identification

2.2.4 Use color coding (Figure 3) when creating zones and ensuring

finding certain items exactly where they should be:

– green color – zone of acceptable products;

– yellow color – zone for products subject to repair or inspection;

– red color – zone for unusable products.

Figure 3 – Example of using color codes

To implement the second principle of 5C, contour boards are widely used.

Contour boards are a way of placing tools at work places,

ensuring its most visual placement and instant detection

absence.

The contour board consists of a base (plywood sheet, perforated sheet, etc.),

hooks for placing on the instrument board and contours painted on the base

tool that is meant to be placed on it (Figure 4).

Figure 4 - contour boards made of perforated sheets

Advantages of contour boards:

– the exact place for the tool is determined, the placement is strictly defined, its

easy to find by the drawn outline of the tool;

– the tools are not scattered around the workshop;

– finding the necessary tool is easy and quick;

– a frequently used tool is located in front of your eyes at the workplace;

– ease of tracking the availability of a particular tool.

2.2.5 On the other hand, rational placement is associated with alignment

loading during repairs and maintenance. Tasks and Operations

grouped by areas and workers in such a way that the workload of all personnel

was the same, and repair work was carried out as efficiently as possible.

2.3 Cleaning

2.3.1 The work area should always be as clean as possible

Maybe. Any item out of place should be conspicuous. Garbage and

Non-repairable parts should be removed quickly. The equipment must

kept clean to ensure that leaks or other defects are quickly

were discovered.

2.3.2 Clean work areas daily. Combine cleaning with

identifying and troubleshooting (Figure 5). Do:

– inspection of work areas before starting work;

– observation during work;

– cleaning after finishing work.

Figure 5 – Example of troubleshooting: 1 – dirt, 2 – leak,

3 - violation of the protection of electrical connections

2.3.3 Carefully monitor the operation of the equipment: are there any small

malfunctions or sources of contamination (oil leakage, scattering of chips,

deformation, loosening of elements, wear, etc.).

2.4 Standardization

2.4.1 The standard is the basis for conformity assessment and further

improvements. If there is no standard, then there is nothing to compare with - it is impossible to assess how

is the work environment effective and is it getting better step by step.

2.4.2 Standards are documented and observed at each workplace

organization of the workplace and distribution of responsibility for maintaining order:

– Develop a standard for sorting.

– Develop standards for item placement.

– Develop standards for cleaning and equipment cleaning.

– Develop a standard for testing/assessing the condition of the work environment.

2.4.3 Place visual controls on the items to which they apply

relate, make them so that everyone can determine what is right and what

wrong.

2.4.4 Technological documentation for each task must contain clear

definition, sequence of operations, necessary safety warnings,

required tools and spare parts. It is also necessary to create feedback for

for maintenance personnel to put forward proposals for organizing repairs,

ensuring continuous improvements.

2.5 Improvement

2.5.1 The goal of improvement is that with each step the work environment should

become more and more effective and safe, and the standards describing it should

change. The implementation and development of the 5C system is not a one-time event, but part of

daily work aimed at improving working conditions.

2.5.2 Carry out preventive maintenance of the premises of repair departments.

Use standardized and unified symbols, layouts and colors.

Clean your workplace and equipment according to

established rules.

2.5.3 Improve your production environment:

– take the initiative, identify new ways to apply the 5C system in

your workplace every day;

– inform your management that you need certain resources or

support;

– actively participate in all activities to implement the 5C system;

– actively participate in promoting further implementation activities

5S (5s system) is a method of organizing a workspace (office), the purpose of which is to create optimal conditions for performing operations, maintaining order, cleanliness, neatness, saving time and energy. 5S is a lean manufacturing tool.

Order and cleanliness in the workplace, not “orderly chaos,” are the basis of all improvements, productivity and quality in industrial production and other sectors. Only in a clean and orderly environment can defect-free, customer-compliant products and services be produced and the required performance of processes implemented be achieved. The necessary prerequisites for achieving this is the 5S methodology, or 5 steps. You can find standard instructions, templates, and the best practices of enterprises in practical guide to implementing 5S .

5 steps of the 5S methodology

Step 1 - SEIRI - Sorting, removing unnecessary things.

At the workplace, all items are divided into necessary and unnecessary. Unnecessary items are removed. These actions in the workplace lead to improved workplace culture and safety. All employees are involved in sorting and identifying items that must be: a) immediately removed and disposed of; b) transferred to a storage place; c) left as necessary for the performance of work. It is necessary to establish rules on how to sort out unnecessary items.

Step 2 - SEITON - Self-organization, maintaining order, determining for each thing its place.

Organize the necessary items. Necessary items are placed in specific places so that they are easily accessible to everyone who uses them! You should also label them for quick retrieval.

Step 3 - SEISO - Maintaining cleanliness, systematic cleaning.

A system is created in which nothing is polluted anymore. Make sure everything is in its place. Work areas for work stations must be demarcated and marked. Clean regularly and often so that when you need something, it is there and in working order. Thorough cleaning of equipment ensures that potential operational problems are prevented and identified.

Step 4 - SEIKETSU - “Standardize” the process.

Maintain order and cleanliness by regularly performing the first three steps. The most effective solutions found during the implementation of the first three steps must be recorded in writing in order to become clear and easy to remember. Develop standards for documents, work practices, equipment maintenance, and safety precautions using visual inspection.

Step 5 - SHITSUKE - Improving order and discipline.

To maintain the workplace in good condition, perform work in a disciplined manner in accordance with established standards. Awareness of the 5S system as a generally accepted daily activity and its improvement. Visualize improvement actions: identify improvements in equipment; write down suggestions for improvements; implement new and improved standards.

5S is a methodology for designing, organizing and standardizing the work environment:

1. 5S is a disciplined way of doing things to design, organize and standardize the work environment. Well-structured working conditions make work easier and are a good motivator.
2. 5S improves occupational safety, work efficiency that helps in increasing results and helps identify oneself with the workplace or work system.
3. 5S helps office organization, the workplace and the work system as a whole through: reducing the need for what is necessary; establishing where it is needed and how much of it is needed.

To ensure consistency of cleanliness and order, assistance is provided, on the one hand, by standardizing the processes being implemented and the measures taken, and on the other hand, by conducting an audit, possibly in conjunction with a remuneration system. Diagram 1 shows one of the options for the 5S method audit checklist (plan), the use of which will allow you to assess the actual situation at the workplace, production site, functional area and develop measures to restore cleanliness and order.

Scheme 1. Checklist for auditing the 5S method

Head of department Auditor		Manager's last name Auditor's name		Date of:
			Grade	Comments
Step 1 - SEIRI	1. All unnecessary things have been removed or marked
	2. All unnecessary things have been moved to a new location or disposed of
	3. Locations for materials, stackers, etc. have been determined.
	4. A list of missing items has been developed.
Step 2 - SEITON	1. All paths and passages are accessible and free
	2. All means of production are clean and functional
	3. Workplaces are kept clean
	4. Workplaces for industrial waste and their processing are available and functional
Step 3 - SEISO	1. Cleaning and maintenance schedules exist and are followed.
	2. Work areas for workplaces are demarcated and marked
	3. Upload space is available and free
	4. Order is maintained through visualization
Step 4 - SEIKETSU	1. All unnecessary things are regularly deleted
	2. Storage areas are set to minimum requirements and are used for the right purposes.
	3. All markings and designations are current
	4.Employees follow regulations and instructions on occupational health and safety
Step 5 -SHITSUKE	1. The results of the previous audit are posted for review
	2. Event plans are posted and implemented
	3. Corrective actions for the last audit have been completed
	4. Internal audit is carried out
	Overall score in points
	Set target

Example of 5S in the office (photo)

The image below helps to visualize the results of implementing the 5s system in the office: all the tools are organized, categorized and are easily accessible.

More articles on this topic can be found in Lean Manufacturing section portal libraries.

What is the 5S system

5S system is a workplace organization system that can significantly increase the efficiency and controllability of the operating area, improve corporate culture, increase labor productivity and save time. This is the first step towards creating a lean enterprise and applying other tools of the Toyota management system.

A Brief History of the 5S System

In Japan, a systematic approach to organizing, putting things in order and cleaning the workplace arose in the post-war period, more precisely, by the mid-50s of the twentieth century. At that time, Japanese enterprises were forced to work in conditions of resource scarcity. Therefore, they developed a method for their production in which everything was taken into account and there was no room for any waste.

Originally there were only 4 actions in the Japanese system. The words for these actions in Japanese begin with the letter "S":

• Seiri (整理) – Sorting – sorting.
• Seiton (整頓) – Straighten or Set in Order – rationallocation.
• Seiso (清掃) – Sweeping – cleaning.
• Seiketsu (清潔) – Standardizing – standardization of work.

Later a fifth act was added, it was called Shitsuke (躾) – Sustaining – maintaining achievements and improving, and it completed the chain of elements that are now known as 5S.

5S now has the fundamental power to transform the workplace and involve all workers in the improvement process.

The 5s system includes five actions:

1) Sorting - means that you free up your workplace from everything that is not needed when performing current production operations.

Workers and managers often do not have the habit of getting rid of items that are no longer needed for work, keeping them nearby “just in case of fire.” This usually results in unacceptable clutter or obstruction in the work area. Removing unnecessary items and creating order in the workplace improves workplace culture and safety. To more clearly demonstrate how much excess has accumulated in the workplace, you can hang a red label (flag) on ​​each candidate item for removal from the work area.

All employees are involved in sorting and identifying items that:

• must be immediately removed, thrown away, or disposed of;
• should be moved to a more suitable storage location;
• must be left and their places must be created and designated for them.

It is necessary to clearly designate the “red tag zone” of items with red flags and carefully monitor it. Items left untouched for more than 30 days may be recycled, sold or disposed of.

2) Rational arrangement – means to identify and designate a “home” for each item needed in the work area. Otherwise, if, for example, production is organized in shifts, workers on different shifts will put tools, documentation and components in different places. In order to streamline processes and shorten production cycles, it is extremely important to always leave the required items in the same designated places. This is a key condition for minimizing time spent on unproductive searches.

3) Cleaning(keep clean)– means ensuring that the equipment and workplace are tidy enough for inspection, and constantly maintaining it.
Cleaning at the beginning and/or end of each shift ensures immediate identification of potential problems that could interrupt operations or even shut down an entire area, workshop or plant.

4) Standardization The method by which you can achieve consistency in the procedures of the first three stages of 5S is to develop a checklist that is understandable and easy for everyone to use. Consider the necessary standards for cleanliness of equipment and work areas, and everyone in the organization should know how important this is to overall success.

5) Improvement – means that following established procedures becomes a habit

The activities underlying 5S (sorting, organizing, cleaning, standardizing and improving) are completely logical. They represent the basic rules for managing any productive department. However, it is the systematic approach that the 5S system takes to these activities that makes it unique.

See also:

What is 5S. 5S system. System 5c

5S is a system for organizing and rationalizing workplaces developed in Japan, aimed at increasing the efficiency and controllability of the operating area, increasing labor productivity, saving time and improving corporate culture. The concept of lean production 5S implies that all employees of the enterprise - from the cleaning lady to top managers - follow a few simple rules. At the same time, the use of new management programs and technologies is not required.

History and principles of the 5S system

Lean manufacturing 5C as a philosophy was first introduced in Japanese enterprises after World War II. Initially, the system provided only 4 actions, later a 5th was added. The words denoting them in Japanese begin with “C”, which formed the basis for the name of the concept. In the modern interpretation, 5C is:

1. Sorting. A clear division of all things into necessary and unnecessary, and the latter must be gotten rid of.

2. Maintaining order. Every item is in its place. This organization of storing things allows you not to waste time searching for them.

4. Standardization. An important condition for compliance with the above rules. Involves the creation of the necessary instructions and other regulations.

5 . Improvement. Literally translated from Japanese - “education”. Employees must develop the habit of strictly following established procedures, standards and rules.

Results of implementing the 5S system

In the daily activities of the company, the 5S system helps to maintain organization and transparency of production processes. This allows you to increase the efficiency of the enterprise as a whole. As a result of the successful implementation of the 5S system, working conditions also improve, therefore productivity increases, the risk of downtime is reduced, and the number of financial losses is reduced. Here are some of the possible advantages of using the 5C concept:

• reduction of accidents at work;
• improving the quality of products, reducing the percentage of defects;
• standardization and unification of workplaces;
• reduction of time for performing individual technological operations.

5S System Components

The activities underlying the 5C lean production system are logical basic management rules that are suitable for any department and technological area. A distinctive feature of the 5C concept is its systematic approach. Let's take a closer look at its components or fundamental principles.

Sorting

Sorting in the context of the 5C concept means freeing up space in the workplace and removing everything that is not needed when performing the necessary technological operations.

Many employees and managers have not developed the habit of promptly getting rid of things that are no longer needed to perform their professional duties. Keeping these items "just in case" usually results in clutter and even obstructions in the work area. Removing unnecessary items helps maintain order in the workplace, increases occupational safety, and reduces production risks.

For lean manufacturing, all employees must be involved in the sorting process. Their task is to identify items that:

• must be disposed of immediately;
• move to a more suitable place for storage;
• leave in specially designated and marked areas.

To clearly demonstrate how much excess has accumulated in the production area, you can use the label method. In this case, each item that is a candidate for deletion is marked with a special picture - a red flag. If items marked in this way are not used for more than 30 days, they are disposed of.

Maintaining order

The 5C system prescribes to determine and designate a place for each item needed in the operating area. This is especially important when work in a company is organized in shifts. If employees put tools, components and documents in different places each time, their colleagues have to waste a lot of time on unproductive searches. In order to lean production and increase productivity, you need to clearly define areas for storing everything necessary for work. At the same time, the arrangement of things must meet the requirements of safety, quality and efficiency of technological operations. When implementing the concept, 5C items are placed in accordance with the following principles:

• location in a prominent place;
• ease of access to things;
• ease of use;
• ease of returning to place.

As part of the 5C system, it is necessary to ensure the neatness of work areas and constantly maintain order in them. For lean production purposes, it is recommended that cleaning be done at the beginning or end of the day/shift. This allows you to immediately eliminate potential problems that could lead to a process shutdown in a specific area or even the entire company.

The procedure for implementing the 5C program is as follows:

• divide the entire space into zones, develop maps and diagrams indicating the location of equipment, workers’ tables, etc.;
• divide employees into groups and assign areas for cleaning to them (for example, part of a workshop or a certain floor of an office);
• set the cleaning time (5-10 minutes before and after work, after lunch, during downtime, etc.).

Standardization

This principle of the 5C concept in production requires written confirmation of the rules for maintaining the workplace and instructions with a step-by-step description of measures to maintain order. For the purpose of lean production, it is also necessary to develop methods for monitoring the implementation of regulations and measures to encourage employees. At the same time, everyone in the company must understand why it is important to comply with established cleanliness standards.

Improvement

The 5C concept involves both developing habits of maintaining order and constantly improving the existing system. To achieve these goals it is necessary:

• monitor the operation of equipment and take measures to facilitate its maintenance;
• use photos before and after applying lean manufacturing principles to evaluate the final result;
• organize audits to analyze the effectiveness of the implementation of the 5C concept.

How to implement the 5S system

The implementation of the 5S system must be done in stages. This will allow you to achieve optimal results, give changes a systematic form, and successfully overcome possible staff resistance. The process can be broken down into the following steps or tasks.

1. Familiarize yourself with the principles and accept the system5Cin company.
2. Put things in order and delegate responsibility.

• Determine the structure of the technological process and the layout of the premises.
• Explain the basics of the 5S concept to the company team.
• Carry out general cleaning of the premises and surrounding area.
• Implement the program at all production sites.
• Use benchmarks to evaluate the success of lean manufacturing concepts.
• Reduce waste (where possible).
• Create a clean and safe working environment.
• Develop a motivation system for workers and office staff.

Ensure regularity of actions to maintain cleanliness and conduct periodic monitoring.

Standardize procedures and gradually strengthen requirements.

Continuously improve lean manufacturing.

At each stage of the program, it is necessary to record the achievement of indicators for each of the principles of the 5C concept. It is necessary to involve all employees without exception in the process. It is important to understand what the 5C system is in production - it is not a list of activities that are carried out from time to time: they must be practiced constantly.

Typical mistakes when implementing a 5S system

Negative example of a leader. The implementation of a 5C program in production can be complicated due to the fact that the tasks of maintaining order fall only on the shoulders of ordinary employees. At the same time, managers may not participate in the common cause and allow themselves to create chaos in the workplace. Ideally, in the office of the company's top officials, everything should be as clean and tidy as that of ordinary employees.

Penalties. For the successful application of the 5C concept, positive reinforcement of workers is necessary. Fines, on the contrary, kill initiative and motivation. For lean manufacturing purposes, it is recommended to reward employees for cleanliness. Non-material encouragement is also suitable (award for the best working month, a board of honor, etc.).

Incorrect handling of objections. When implementing the 5S concept, staff often have objections: “I already know where the right things are,” “It’s so convenient for me,” “I’m a creative mess.” It is necessary to correctly convey to employees the benefits of lean manufacturing. The main difficulty is changing existing habits.

5S system

In Japan, a systematic approach to organizing, putting things in order and cleaning the workplace arose in the post-war period, more precisely, by the mid-50s of the twentieth century. At that time, Japanese enterprises were forced to work in conditions of resource scarcity. Therefore, they developed a method for their production in which everything was taken into account and there was no room for any waste. Thus, the 5S system was created. 5S- workplace rationalization system. It was developed in post-war Japan by Toyota.

• 5S is a workplace organization system that can significantly increase the efficiency and controllability of the operating area, improve corporate culture, increase productivity and save time. This is the first step towards creating a lean enterprise and applying other tools of the Toyota management system.
• 5S is five Japanese words:
  • · Seiri (KhyAn) “sorting” - a clear division of things into necessary and unnecessary and getting rid of the latter.
  • · Seiton (HyoD) “maintaining order” (neatness) - organizing the storage of necessary things, which allows you to quickly and easily find and use them.
  • · Seiso (Ze’Ya) “keeping clean” (cleaning) - keeping the workplace clean and tidy.
  • · Seiketsu (ZeќЌ) “standardization” (maintaining order) is a necessary condition for fulfilling the first three rules.
  • · Shitsuke (bz) “improvement” (habituation formation) - nurturing the habit of accurately following established rules, procedures and technological operations.

Originally there were only 4 actions in the Japanese system. The words for these actions in Japanese begin with the letter "S": Sorting, Organizing, Cleaning (keeping clean), Standardization. Later, a fifth action was added - maintaining and improving - and completed the chain of elements that are now known as 5S.

5S now has the fundamental power to transform the workplace and involve all workers in the improvement process. 1) Sorting- means that you free up your workplace from everything that is not needed when performing current production operations. Workers and managers often do not have the habit of getting rid of items that are no longer needed for work, keeping them nearby "just in case of fire." This usually results in unacceptable clutter or obstruction in the work area. Removing unnecessary items and creating order in the workplace improves workplace culture and safety. To more clearly demonstrate how much excess has accumulated in the workplace, you can hang a red label (flag) on ​​each candidate item for removal from the work area. All employees are involved in sorting and identifying items that:

• · must be immediately removed, thrown away, or disposed of;
• · must be moved to a more suitable storage location;
• · must be left and their places must be created and designated for them.

It is necessary to clearly designate the “red tag zone” of items with red flags and carefully monitor it. Items left untouched for more than 30 days may be recycled, sold or disposed of. 2) Rational location- means to identify and designate a “home” for each item needed in the work area. Otherwise, if, for example, production is organized in shifts, workers on different shifts will put tools, documentation and components in different places. In order to streamline processes and shorten production cycles, it is extremely important to always leave the required items in the same designated places. This is a key condition for minimizing time spent on unproductive searches.

3) Cleaning (keeping it clean)- means ensuring that the equipment and workplace are tidy enough for inspection, and constantly maintaining it.

Cleaning at the beginning and/or end of each shift ensures immediate identification of potential problems that could interrupt operations or even shut down an entire area, workshop or plant.

• 4) Standardization- this is the method by which you can achieve consistency in the procedures of the first three stages of 5S - means developing a checklist that is understandable and easy for everyone to use. Consider the necessary standards for cleanliness of equipment and work areas, and everyone in the organization should know how important this is to overall success.
• 5) Improvement- means that following established procedures becomes a habit.

The activities underlying 5S (sorting, organizing, cleaning, standardizing and improving) are completely logical. They represent the basic rules for managing any productive department. However, it is the systematic approach that the 5S system takes to these activities that makes it unique.

5S goals:

• 1. Reducing the number of accidents.
• 2. Increasing the level of product quality, reducing the number of defects.
• 3. Creating a comfortable psychological climate, stimulating the desire to work.
• 4. Increased labor productivity (which in turn leads to an increase in the profit of the enterprise and, accordingly, an increase in the level of income of workers).

System steps:

Sorting. All materials are divided into:

• · necessary - materials that are currently used in the work;
• · unused - materials that can be used in work, but are not currently in demand;
• · unnecessary/unusable - defective goods that must be returned to suppliers or destroyed.
• · destroy.

Maintaining order. The arrangement of objects meets the requirements:

• · security;
• · quality;
• · work efficiency.
• 4 rules for arranging things:
  • · on a prominent place;
  • · easy to take;
  • · easy to use;
  • · easy to return to place.

Procedure:

• 1. Divide the line into zones, create diagrams and maps indicating workplaces, equipment locations, etc.
• 2. Determine a special group to which the cleaning area will be assigned.
• 3. Determine the cleaning time:
  • · morning: 5-10 min. before the start of the working day;
  • · lunch: 5-10 min. after lunch;
  • · at the end of work: after stopping work, during downtime.

Standardization. This step involves maintaining the state after completing the first three steps.

It is necessary to create work instructions that include a description of step-by-step actions to maintain order. And also to develop new methods of monitoring and rewarding distinguished employees.

Improvement/Habit Formation. Develop a habit of maintaining the workplace in accordance with existing procedures.

Important points:

• · Involvement of all employees. Teamwork.
• · Monitoring the operation of equipment and the workplace to facilitate their maintenance.
• · Using BEFORE/AFTER photos to compare what happened and what the end result was.
• · Organizing audits to evaluate the effectiveness of the 5S program implementation.

Conclusion

5S is not just about "standardizing cleaning". 5S is the philosophy of low-cost, successful, lean manufacturing. This production philosophy/concept implies that every employee of the enterprise, from the cleaner to the director, follows these five simple rules. The main advantage is that these actions do not require the use of new management technologies and theories.