【摘要】：建行長(zhǎng)沙個(gè)貸中心于2007年完成了新系統(tǒng)上線和中后臺(tái)業(yè)務(wù)集中，在新系統(tǒng)、新流程運(yùn)行以來，逐漸暴露出一系列流程方面的問題，一些崗位的業(yè)務(wù)操作缺乏專業(yè)化、標(biāo)準(zhǔn)化、清晰化的流程，成為個(gè)貸中心進(jìn)一步發(fā)展的瓶頸，如何在新的模式下對(duì)現(xiàn)有流程進(jìn)行優(yōu)化，將影響該模式的運(yùn)行效率和個(gè)貸中心的效益。本文通過對(duì)該中心現(xiàn)行的業(yè)務(wù)流程現(xiàn)狀分析，結(jié)合六西格瑪(以下簡(jiǎn)稱6σ)質(zhì)量管理理論，對(duì)個(gè)貸中心的個(gè)貸業(yè)務(wù)流程優(yōu)化進(jìn)一步研究，希望通過此次研究對(duì)個(gè)貸中心的個(gè)貸業(yè)務(wù)發(fā)展、風(fēng)險(xiǎn)控制提供思路和幫助。 本文首先對(duì)六西格瑪(6σ)管理和流程優(yōu)化的涵義進(jìn)行了闡述，以及接著對(duì)長(zhǎng)沙個(gè)貸中心個(gè)貸業(yè)務(wù)流程的現(xiàn)實(shí)情況進(jìn)行分析，分析存在的問題，指出流程優(yōu)化的必要性，然后結(jié)合歐美等國(guó)運(yùn)用6σ理論優(yōu)化個(gè)貸業(yè)務(wù)流程的成功經(jīng)驗(yàn)，對(duì)完善國(guó)內(nèi)銀行業(yè)個(gè)貸中心個(gè)貸業(yè)務(wù)流程有很好的借鑒及啟示，最后提出使用6σ管理的五個(gè)過程控制理論(DMAIC)來優(yōu)化長(zhǎng)沙個(gè)貸中心的個(gè)貸業(yè)務(wù)流程。本文基于六西格瑪(6σ)管理理論，以客戶為中心，以先進(jìn)的個(gè)貸業(yè)務(wù)流程為依據(jù)，以對(duì)工作流程的精細(xì)化管理為目標(biāo)，針對(duì)過程采取改進(jìn)措施，重視預(yù)防性管理，對(duì)工作流程的效率進(jìn)行定量度量，將缺陷率控制在百萬分之三點(diǎn)四以內(nèi)，實(shí)現(xiàn)無邊界合作，，持續(xù)改進(jìn)和追求質(zhì)量與效率的個(gè)貸標(biāo)準(zhǔn)流程。 本文提出了六西格瑪(6σ)管理理論是個(gè)人貸款業(yè)務(wù)流程再造的研究方法，運(yùn)用6σ的過程控制理論-DMAIC五個(gè)階段對(duì)個(gè)人貸款流程進(jìn)行過程優(yōu)化，達(dá)到流程的標(biāo)準(zhǔn)化、專業(yè)化的目標(biāo)，推出調(diào)優(yōu)的個(gè)貸標(biāo)準(zhǔn)化流程，個(gè)貸中心應(yīng)向中后臺(tái)高度集中、規(guī)范化管理、實(shí)施過程控制的方向轉(zhuǎn)變，實(shí)現(xiàn)個(gè)貸業(yè)務(wù)的高質(zhì)、高效審批管理，重構(gòu)商業(yè)銀行的個(gè)貸業(yè)務(wù)流程。論文不僅對(duì)長(zhǎng)沙個(gè)貸中心下一步的業(yè)務(wù)流程優(yōu)化具有現(xiàn)實(shí)指導(dǎo)意義，同時(shí)對(duì)于其它銀行個(gè)貸中心的流程優(yōu)化都具有借鑒意義。
[Abstract]:In 2007, the Changsha Credit Center of CCB completed the new system online and middle background business concentration. Since the new system and the new process were running, a series of problems in the process have been gradually exposed, and some of the post business operations are lacking in specialization and standardization. The clear process becomes the bottleneck of the further development of the credit center. How to optimize the existing process under the new mode will affect the efficiency of the model and the benefit of the credit center. Based on the analysis of the current business process of the center and the six Sigma (hereinafter referred to as 6 蟽) quality management theory, this paper further studies the optimization of the business process of the individual loan center. Through this study, I hope to provide ideas and help for the development of individual loan business and risk control. In this paper, the meaning of six Sigma (6 蟽) management and process optimization is expounded, and then the reality of Changsha loan center is analyzed, the existing problems are analyzed, and the necessity of process optimization is pointed out. Then combining with the successful experience of using 6 蟽 theory to optimize the business process of individual loan in Europe and America, it has a good reference and enlightenment to perfect the business flow of individual loan center in domestic banking industry. In the end, the (DMAIC) theory of 6 蟽 management is used to optimize the business flow of Changsha individual loan center. Based on the six Sigma (6 蟽) management theory, this paper takes the customer as the center, the advanced individual loan business process as the basis, the fine management of the work flow as the goal, takes the improvement measure in view of the process, pays attention to the preventive management. The efficiency of the workflow is quantitatively measured, and the defect rate is controlled within 3.4/1000000, which can realize the boundless cooperation, continuously improve and pursue the standard flow of quality and efficiency. In this paper, six Sigma (6 蟽) management theory is proposed as the research method of personal loan business process reengineering. Using the 6 蟽 process control theory-DMAIC five stages to optimize the process of personal loan process to achieve the standardization of the process. The goal of specialization is to launch a standardized process for optimizing individual loans. The individual credit centers should be highly centralized in the middle background, standardized management, and implementation of process control, so as to achieve high quality and efficient examination and approval management of individual loan business. Reconstructing the commercial bank's loan business process. The paper not only has practical guiding significance for the next step business process optimization of Changsha loan center, but also has reference significance for other bank loan center process optimization.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F270.7;F832.4

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