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CRM-Value Added (CRM-VA) provides a stimulus to clients to achieve bottom line benefits from the implementation of many of the CRM technology solutions that provide “electronic” connections and profound data analysis and reporting capabilities.  Before or after the CRM investment, CRM-VA is designed to help achieve significant CRM benefits by:

1. Planning and executing organizational and value stream process improvements, especially the people, cultural, and organizational issues.
2. Applying the principles of lean enterprise, total quality management, and value stream analysis to improve customer interface operations
3. Helping integrate improved customer relationship processes concurrently with CRM technology solutions start-up's.
4. Presenting and justifying, and coaching start up of legacy system “plug-in” technologies, e.g., holonic, self-organizing, or autonomous agent based solutions.   

 Senior managers responsible for business profitability and growth should serve on the CRM-VA management guidance team to help set CRM business strategies, identify “sacred cows,” define CRM-VA project team leaders, and sponsor changes in policies and procedures that are beyond the scope of the CRM-VA project team.

Leaders and staff of customer operations, e.g., sales and marketing managers and staff, sales representatives, inside salespeople, and MIS or CRM technology support people, can comprise an effective CRM-VA project team(s).  The final team makeup depends on the CRM-VA strategy and procedure changes.

Training includes:

• Business process, input-output-resource-constraint analysis or Plexus turtle analysis, depending on project scope and objectives.

• Lean enterprise concepts
• Seven deadly wastes in customer operations
• Process Failure Mode Effects Analysis (P-FMEA) and control plans
• New technologies, e.g., autonomous agents, Wi-Fi, www.ianywhere.com,  http://www.ieee802.org/ ,
• Work instructions/check lists
• Cost/benefit analysis
• Defining new or modified job positions
• Defining performance measures for customer operations.
  

Workshop deliverables include:

• A new customer operations value stream process definition designed to improve customer service, reduce cost and waste (processes and items the customer will not pay for), and improvements to customer service quality.
• Prototype or parallel startup of new customer operations and optional new CRM system implementation.

Project duration depends on project scope, not less that three two-hour sessions for guidance team and not less that eight ½ day sessions for the CRM-VA project team.  Significant results can be achieved in three to 16 weeks depending on the organization's value stream complexity and how dispersed are the supply, distribution, and manufacturing value-added bases located (Local, in US, NAFTA, global, etc.)

ERP Services

The experience and ability to harmonize business processes, value stream processes, quality management systems and ERP/CRM system capabilities sets AMT  apart from its competitors.  Our strength lies in decades of experience, professionals Certified in Production and Inventory Management (CPIM), http://www.apics.org/certification/CPIM/default.htm by The American Production and Inventory Control Society professionals, plus SME Certified Manufacturing Engineers http://www.sme.org/cgi-bin/certhtml.pl?/cert/cmfgep.htm&&&SME&.  

Our staff can serve as coaches, trainers, or project managers for ERP planning, startup, documentation, performance measures, and deployment.  We have accelerated startup of several stalled implementation starts.