1st Edition

Performance Acceleration Management (PAM)
Rapid Improvement to Your Key Performance Drivers




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ISBN 9781466572577
Published March 21, 2013 by Productivity Press
194 Pages 45 B/W Illustrations

USD $36.95

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Book Description

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.

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
Summary

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

Index

Each chapter includes an introduction, summary, and references

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Reviews

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 hjh@harrington-institute.com.