六西格玛管理在银行柜面业务流程中的应用

发布时间：2018-05-18 22:06

本文选题：六西格玛 + 柜面业务　；参考：《南华大学》2016年硕士论文

【摘要】：随着银行业的迅猛发展,银行产品和顾客的需求的越来越多元化,各银行之间的竞争日趋激烈,中国的银行业面临着巨大的挑战。中国的银行业必须褪去固步自封的模式,积极学习国际一流银行的发展经验,六西格玛管理就在此种背景下走进中国商业银行的视野中。由于我国经济改革的不断深入,产业经济和金融环境的不断变化,银行业业务流程化和提高服务质量的需求越来越强烈。而六西格玛管理主要是以顾客的一切需求为中心,降低服务成本,将业务流程进行改进和优化,减少不足和缺陷,进而提高服务质量。但是由于我国银行业运用六西格玛起步较晚,还有很大的学习和提升空间。柜面业务作为商业银行的跟顾客接触最多的业务渠道,是银行直面顾客的窗口,是银行的形象代言者。随着国有商业银行发展战略的不断创新,银行柜面渐渐发展成为商业银行的标志,柜面业务的服务质量和服务效率几乎已经是银行核心竞争力的代表。本文中通过对A银行的柜面业务流程进行定义、测量和分析,运用鱼骨图的方法对问题的原因进行更深层次的剖析,有针对性的提出相应的改进措施,并对柜面业务流程的开立账户流程进行了规范和改进,最后进行实施效果分析,总结实施过程中需要注意的多项问题。文中提出的改进措施主要有:第一,开立账户表格的优化,对申请表格进行规范化整理;第二,加强大堂经理的业务引导,大堂经理对顾客及时的业务引导能够有效的减少顾客办理业务前奏工作的各种错误;第三重复环节的优化;第四,提高顾客的预知性;第五,办公室环境的优化,采用5S+1的方法对工作台进行改进,最大化的降低时间浪费动作环节。通过以上改进的措施和建议,有效的减少了顾客排队时间,并且提高了A银行的顾客满意度、服务效率、服务质量,并最终得到核心竞争力的提升。
[Abstract]:With the rapid development of banking industry, the demand of bank products and customers is becoming more and more diversified, and the competition among banks is becoming more and more fierce. The banking industry in China is facing a huge challenge. China's banking industry must fade its self-styled model and actively learn from the development experience of the international first-class banks. Six Sigma management has entered the vision of China's commercial banks under this background. With the deepening of China's economic reform and the constant changes of industrial economy and financial environment, the demand of banking business flow and service quality is more and more intense. While six Sigma management is mainly focused on all customer needs, reduce service costs, improve and optimize business processes, reduce deficiencies and defects, and then improve service quality. However, due to the late use of six Sigma in China's banking industry, there is still a lot of room for learning and promotion. As the most contact business channel between commercial banks and customers, counter business is the window of banks facing customers and the image endorser of banks. With the continuous innovation of the development strategy of state-owned commercial banks, bank counter has gradually developed into a symbol of commercial banks. The service quality and service efficiency of counter business have almost been the representative of the core competitiveness of banks. In this paper, by defining, measuring and analyzing the business process of bank A's counter, using the method of fish bone map to analyze the cause of the problem more deeply, the corresponding improvement measures are put forward. At last, the paper analyzes the implementation effect and summarizes many problems needing attention in the course of implementation. The improvement measures put forward in this paper are as follows: first, optimizing the account form, standardizing the application form; second, strengthening the business guidance of the lobby manager, The timely business guidance of the lobby manager can effectively reduce all kinds of mistakes in the prelude of the customer handling the business; third, optimize the repeat link; fourth, improve the predictability of the customer; fifth, optimize the office environment, The method of 5 S 1 is used to improve the workbench to maximize the reduction of time wasted action link. Through the above improvement measures and suggestions, effectively reduce the customer queuing time, and improve the customer satisfaction, service efficiency, service quality, and finally get the core competitiveness.
【学位授予单位】：南华大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F832.2

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