Performance Acceleration Management (PAM): Rapid Improvement to Your Key Performance Drivers, 1st Edition (Paperback) book cover

Performance Acceleration Management (PAM)

Rapid Improvement to Your Key Performance Drivers, 1st Edition

By H. James Harrington

Productivity Press

194 pages | 45 B/W Illus.

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pub: 2013-03-21
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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.


Dr. H. James Harrington is one of the world’s quality system gurus with more than sixty years of experience. In the book, Tech Trending (Amy Zuckerman, Capstone, 2001), Dr. Harrington was referred to as "the quintessential tech trender." The New York Times referred to him as having a "knack for synthesis and an open mind about packaging his knowledge and experience in new ways—characteristics that may matter more as prerequisites for new-economy success than technical wizardry." He has been involved in developing quality management systems in Europe, South America, North America, Middle East, Africa, and Asia.

Dr. H. James Harrington is the chief executive officer for the Harrington Institute. He also serves as the chairman of the board for a number of businesses and as the US chairman of Chair on Technologies for Project Management at the University of Quebec in Montreal. Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes.

In February 2002, Dr. Harrington retired as the chief operating officer (COO) of Systemcorp A.L.G., the leading supplier of knowledge management and project management software solutions. Prior to this, he served as a principal and one of the leaders in the Process Innovation Group at Ernst & Young. Dr. Harrington was with IBM for over thirty years as a senior engineer and project manager. Dr. Harrington is past chairman and past president of the prestigious International Academy for Quality and of the American Society for Quality Control. He is also an active member of the Global Knowledge Economics Council.

The Harrington/Ishikawa Medal presented yearly by the Asian-Pacific Quality Organization was named after Dr. Harrington to recognize his many contributions to the region. In 1997, the Quebec Society for Quality named their Quality Award "The Harrington/Neron Medal," honoring Dr. Harrington for his many contributions to the Quality Movement in Canada. In 2000 the Sri Lanka national quality award was named after him. The Middle East and Europe Best Quality Thesis Award was named "The Harrington Best TQM Thesis Award." The University of Sudan has established a Harrington Excellence Chair to study methodologies to improve organizational performance. The Chinese government presented him with the Magnolia Award for his major contribution to improving the quality of Chinese products.

Dr. Harrington’s contributions to performance improvement around the world have brought him many honors and awards, including the Edwards Medal, the Lancaster Medal, the American Society for Quality’s Distinguished Service Medal, and many others. He was appointed the honorary advisor to the China Quality Control Association, and he was elected to the Singapore Productivity Hall of Fame in 1990. He has been named lifetime honorary president of the Asia Pacific Quality Organization and honorary director of the Association Chilean de Control de Calidad.

Dr. Harrington has been elected a Fellow of the British Quality Control Organization and the American Society for Quality Control. He was also elected an honorary member of the quality societies in Taiwan, Argentina, Brazil, Colombia, and Singapore. He is also listed in "Who’s Who Worldwide" and "Men of Distinction Worldwide." He has presented hundreds of papers on performance improvement and organizational management structure at the local, state, national, and international levels.

Dr. Harrington is a very prolific author, publishing hundreds of technical reports and magazine articles. He has authored 33 books and 10 software packages. His e-mail address is [email protected]

Table of Contents

Performance Acceleration Management: Its Theory and Practice

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

Phase I: Conducting an Improvement Requirements Assessment

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


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 Four: 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

Phase III: Defining Desired Behavioral Patterns and Performance Goals

Defining Desired Behavioral Patterns

Activity One: Define the Desired Behaviors/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

Phase IV: Developing Individual KPD Transformation Plans

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 Tools 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 a 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

Phase V: Developing A Five-Year Combined PAM Plan

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

Phase VI: Implementing the Combined PAM Plan

Activity One: Develop Individual Detailed Implementation Plans for Each Tool/Methodology

Activity Two: Combine the Individual Detailed Implementation Plans into a Rolling 90-Day 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

Phase VII: Continuously Improving

The Next Cycle of PAM

Organizational Master Plan

Two Major Continuous Improvement Methodologies

Area Activity Analysis

The Seven Phases of AAA

Organization Alignment

Phase I: Strategic Plan

Phase II: Processes and Networks Design

Phase III: Organizational Structure Design

Phase IV: Staffing Phase

Phase V: Rewards and Recognition

Phase VI: Implementation

PAM Process Summary

Appendix A: Definition and Abbreviations

Appendix B: List of over 1,400 Different Performance Improvement Tools and Methodologies

Appendix C: Tools/Methodologies Interaction between KPDs


Each chapter includes an introduction, summary, and references

About the Series

The Little Big Book Series

Learn more…

Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Quality Control
TECHNOLOGY & ENGINEERING / Industrial Engineering