Includes index. Harrington, H. J. (2013). Performance acceleration management (PAM) : Rapid improvement to your key performance drivers. Boca Raton, FL : CRC Press.

Chapter 1: Performance Acceleration Management: Its Theory and Practice -- Introduction -- Performance Improvement Plan versus Business Plan -- Why Do You Need a Detailed Plan to Manage Performance Improvement? -- What Factors Affect an Organization's Culture? -- What Are the Key Performance Drivers? -- The Performance Acceleration Management Approach -- Phase I: Conducting an Improvement Requirements Assessment -- Phase II: Developing Vision Statements -- Phase III: Defining Desired Behavioral Patterns and Performance Goals -- Defining Desired Behavioral Patterns -- Defining Performance Goals -- Phase IV: Developing Individual KPD Transformation Plans -- Phase V: Developing a Five-Year Combined PAM Plan -- Phase VI: Implementing the Combined PAM Plan -- Phase VII: Continuously Improving -- Summary -- References -- Chapter 2: Phase I: Conducting an Improvement Requirements Assessment -- Introduction -- Activity One: Organize for Performance Acceleration -- Activity Two: Define Present Status and Improvement Opportunities -- One-on-One Personal Interviews with Each Member of the Executive Team -- Focus Groups with Middle Managers, First-Line Managers, and Employees -- Researching Available Documentation -- Phase I Final Report -- Summary -- Chapter 3: Phase II: Developing Vision Statements -- Overview of Phase II -- Offsite Meeting of the Steering Committee -- Activity One: Review and Upgrade, If Necessary, the Organization's Mission Statement, Values, and Vision -- Activity Two: Review the Assessment Report Prepared during Phase I -- Activity Three: Define the AS IS Description for Each KPD -- Activity 4: Develop Preliminary KPD Vision Statements -- Activity Five: Conduct Focus Groups -- Activity Six: Conduct and Analyze an Organizational Change Management Survey -- Activity Seven: Prepare the Final KPD Vision Statements -- Activity Eight: Communicate Final KPD Vision Statements -- Summary -- Chapter 4: Phase III: Defining Desired Behavioral Patterns -- Introduction -- Defining Desired Behavioral Patterns -- Activity One: Define the Desireed Behavioral/Habits Related to the Vision Statements -- Activity Two: Define the Desired and Undesired Behaviors/Habits Related to the Activities as Performed within the Organization -- Activity Three: Define How to Measure Desired Behavioral Patterns -- Defining Performance Goals -- Activity Four: Define Key Performance Measurements -- Activity Five: Define Present Performance Levels of the Key Performance Measurements -- Activity Six: Define Competitors' Present Performance Level for the Key Performance Measurements -- Activity Seven: Project Competitors' Performance Level for the Key Performance Measurements -- Activity Eight: Finalize the Key Performance Goals for the Next Five Years -- Summary -- References -- Chapter 5: Phase IV: Developing Individual KPD Transformation Plans -- Introduction -- Planning versus Problem Solving -- Activity One: Assign a Planning Team (Subcommittee) to Each KPD Vision Statement to Develop an Individual Transformation Plan -- Activity Two: Define Present-Day Problems -- Activity Three: Define Roadblocks to Evolving to the Desired Future-State Vision -- Activity Four: Select Tools/Methodologies to Address Defined Problems and Roadblocks -- Factors Impacting the KPD Transformation Plans -- Frequently Used Tools for Manufacturing Process Vision Statement -- Frequently Used Tools for Business Process Improvement Vision Statement -- Frequently Used Tool for Customer/Consumer Partnership Vision Statement -- Frequently Used Tools for Management Support/Leadership Vision Statement -- Frequently Used Tools for Supplier Partnership Vision Statement -- Frequently Used Tools for Total Quality Management System Vision Statement -- Assign Knowledgeable Performance Improvement Specialist -- Activity Five: Develop an Implementation Timeline Chart for Each Tool/Methodology -- Activity Six: Obtain Approval of the Individual KPD Transformation Plan -- Summary -- Chapter 6: Phase V: Developing a Five-Year Combined PAM Plan -- Introduction -- Activity One: Define Resource Constraints -- Activity Two: Define Interrelated Tools/Methodologies -- Activity Three: Prioritize Individual Tools/Methodologies -- Activity Four: Combine the Individual KPD Transformation Plans into the PAM WBS -- Preparing a Five-Year Work Breakdown Structure -- Summary -- Chapter 7: Phase VI: Implementing the Combined PAM Plan -- Introduction -- Activity One: Develop Individual Detailed Implementation Plans for Each Tool/Methodology -- Activity Two: Combine the Individual Detailed Implementation Plans into a Rolling 90-Days WBS -- Activity Three: Prepare a Three-Year Financial Plan to Fund the PAM Project -- Activity Four: Establish the Tracking System to Ensure the Project Is on Schedule, within Costs, and Will Produce the Desired Results -- Activity Five: Establish a Measurement System That Will Measure the Impact the Project Is Having on the Organization's Performance -- Activity Six: Evaluate Contributions Made by Individuals, Groups, and Teams, and Recognize Outstanding Performance -- Summary -- References -- Chapter 8: Phase VII: Continuously Improving -- Introduction -- The Next Cycle of PAM -- Organizational Master Plan -- Two Major Continuous Improvement Methodologies -- Area Activity Analysis -- The Seven Phases of AAA -- Organizational Alignment -- Phase I: Strategic Plan -- Phase II: Processes and Networks Design -- Phase III: Organizational Structure Design -- Phase IV: Staffing Phase V: Rewards and Recognition -- Phase VI: Implementation -- PAM Process Summary

Organizations around the world are rating their improvement efforts as not producing the desired long-term results. Dr. Harrington's research indicates that this occurs because organizations are using the latest improvement tools and approaches without first defining how they want to change their organization's culture, environment, and key performance drivers. Organizations must first define what controllable factors drive business results. They then must define how they want to change these key performance drivers and behavioral patterns. Only then can they select a customized set of tools and approaches that will bring about the desired transformation. The first book in the Little Big Book Series, Performance Acceleration Management (PAM): Rapid Improvement to Your Key Performance Drivers, explains how to accelerate the rate of change and improvement in your organization to exceed your customers' expectations. It introduces the PAM approach to accelerated performance improvement and explains how to use it to bring about significant change to your organization's long-term performance. Supplying answers to commonly asked questions, the book provides you with the understanding to: * Conduct an improvement requirements assessment * Define key drivers and develop vision statements for each * Define desired behavioral patterns and performance goals * Develop individual key performance driver (KPD) transformation plans * Develop and implement a five-year combined PAM plan * Obtain approval from the executive team Delving into more than 50 years of experience helping organizations implement improvement approaches, H. James Harrington highlights key opportunities to add value to your organization. With over 1,400 different improvement tools available today, this book provides a set of tools to define how you want to change your organization's key performance drivers and then develop a customized accelerated approach to achieve the desired transformation.