Design for Trustworthy Software: Tools, Techniques, and Methodology of Developing Robust Software

Chapter 5 presented some critical issues in managing change. The challenge of introducing change systematically is pertinent here too. A systematic plan to introduce 5S consists of four key steps, as discussed in this section.

Step 1: Management Buy-in

It is imperative that the initiative has the support of top management, including the CEO. If that is the case, the 5S initiative could be linked to a broader objective of a DFTS initiative or undertaken as a stand-alone initiative. Management must understand the initiative's benefits, including cost and the bottom line. Before the initiative goes anywhere, management must state its commitment and appoint a project manager/master black belt (MBB) for the 5S execution. (The MBB reports to the Vice President of Software Development and the Chief Quality Officer, as discussed in Chapter 5.) The decision to implement 5S should be properly communicated to all concerned.

Step 2: Training and Implementation

Training should be provided as appropriate. It is best imparted around personal 5S projects that trainees carry out as part of the training process. In other words, people must learn and implement the system themselves. The senior management team should be trained to implement their own 5S projects. They all must discover the system's benefits. The projects themselves should be customized to individual priorities. This can go a long way in overcoming resistance and ensuring robust implementation.

Step 3: Link to a Reward System

The 5S implementation must be linked to individual performance appraisal for the next few years. People should understand that 5S is not a fad; it is how the workplace will be organized. Only then will they learn and improve it on a continual basis. People should be given clear 5S-related goals and expectations. They should also understand its benefits (Table 10.3).

Table 10.3. Benefits of a 5S System

Benefit # 1:

It lays the foundation for a more productive and efficient organization.

Benefit # 2:

It enhances the possibility of success for future quality initiatives.

Benefit # 3:

It initiates a culture of continuous improvement (kaizen).

Benefit # 4:

It lowers costs and improves profitability due to waste elimination.

Benefit # 5:

It improves quality due to lower defects.

Benefit # 6:

It improves product design due to a reduction in mistakes and process complexity.

Benefit # 7:

It reduces inventory and costs associated with development tools.

Benefit # 8:

It improves safety (especially when deploying 6S).

Benefit # 9:

It reduces space and memory storage requirements.

Benefit # 10:

It lowers maintenance costs.

Benefit # 11:

It helps create a clutter-free work environment.

Benefit # 12:

It improves employee morale.

Step 4: Follow-up and Continuous Improvement

Regular audits should be carried out to ensure that the system is working. Feedback should be provided with the goal of maintaining and improving 5S. Individual difficulties should be looked into and appropriate assistance provided. As we stated in Chapter 5, it is best to provide positive incentives for change. Theoretically, the desired changes may be attained by either increasing the driving forces or diminishing the restraining forces. However, it is desirable to introduce changes by strengthening driving forces rather than diminishing the opposing ones (see Figure 5.3 in Chapter 5).

The value of 5S system lies in its simplicity and practical value. It is bolstered by visual standards and devices. Properly deployed, it can be a key component of a robust quality management system in an organization. It can help introduce a culture of learning and continuous improvement. The 5S system is substantial and yet manageable. That is not to say that it is easy to implement. The opportunities and challenges of a 5S system are listed in Tables 10.1, 10.2, and 10.3. It can be an excellent tool to initiate a DFTS process in an organization.

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