【摘要】：21世紀企業(yè)的競爭已經(jīng)是服務(wù)與質(zhì)量的競爭,服務(wù)質(zhì)量成為當(dāng)今管理界關(guān)注的一個新焦點。我國服務(wù)業(yè)中,商業(yè)銀行的服務(wù)質(zhì)量已經(jīng)越來越引起人們的重視,服務(wù)質(zhì)量關(guān)系到商業(yè)銀行的經(jīng)濟效益和競爭力,是商業(yè)銀行的生存根本。隨著外資銀行的介入,更加劇了我國銀行業(yè)的市場爭奪,殘酷的商業(yè)環(huán)境促使國內(nèi)各大銀行提高服務(wù)質(zhì)量以作為增強核心競爭力的重要手段。 源自生產(chǎn)制造業(yè)的精益六西格瑪作為可以持續(xù)改進、增強企業(yè)核心競爭力、不斷提高顧客滿意及經(jīng)營業(yè)績并可帶來巨額利潤的一整套管理理念和系統(tǒng)方法,是當(dāng)前用以改進銀行服務(wù)質(zhì)量的首選。銀行通過實施精益六西格瑪項目,能夠挖掘內(nèi)部潛力,提高工作效率,為顧客提供更優(yōu)質(zhì)的服務(wù),獲得在市場競爭中的核心競爭能力,進而提高銀行的市場占有率,實現(xiàn)最大收益并且能夠使我國商業(yè)銀行從管理上與國際先進水平接軌,增強與世界銀行業(yè)的對話能力。 本文結(jié)合我國商業(yè)銀行服務(wù)營銷現(xiàn)狀尤其是國有銀行的服務(wù)質(zhì)量現(xiàn)狀,分析了現(xiàn)階段我國商業(yè)銀行服務(wù)質(zhì)量的問題與不足,介紹了精益六西格瑪?shù)南嚓P(guān)理論,著重研究精益六西格瑪?shù)睦砟詈头椒w系在改進銀行服務(wù)流程、改進銀行內(nèi)部的管理策略以及銀行服務(wù)改進績效評價等方面的作用及影響。全文主要分為六部分,第一部分介紹了本文的選題背景及研究目的及意義,從理論和實際兩個方面闡述了在我國商業(yè)銀行實施精益六西格瑪管理的必要性；第二部分系統(tǒng)地介紹了精益六西格瑪及銀行服務(wù)營銷的相關(guān)概念及工具方法,了解精益六西格瑪管理的組織和運轉(zhuǎn)流程；第三部分闡述了精益六西格瑪在國內(nèi)外金融行業(yè)實施的可行性及我國商業(yè)銀行運用精益六西格瑪管理改進銀行服務(wù)流程的模型設(shè)計；第四部分從銀行內(nèi)部服務(wù)和制度管理的特點入手,論述了商業(yè)銀行如何使用該模型優(yōu)化改進銀行服務(wù)流程,提高銀行的服務(wù)質(zhì)量,進而提高工作效率,更好地為客戶服務(wù)；第五部分闡述了用精益六西格瑪管理方法改進后的服務(wù)績效評價；第六部分則對銀行推進精益六西格瑪管理方法所需的一系列配套機制予以闡述。
[Abstract]:The competition of enterprises in the 21st century has become the competition between service and quality, and service quality has become a new focus in the field of management. In the service industry of our country, the service quality of commercial banks has attracted more and more attention. Service quality is related to the economic benefits and competitiveness of commercial banks, and is the fundamental survival of commercial banks. With the intervention of foreign banks, the market competition of China's banking industry has been aggravated. The cruel business environment urges domestic banks to improve the quality of service as an important means to enhance their core competitiveness. Lean six Sigma, which originates from the production and manufacturing industry, is the first choice to improve the quality of bank service as a set of management ideas and system methods, which can continuously improve the core competitiveness of enterprises, continuously improve customer satisfaction and operating performance, and can bring huge profits. Through the implementation of Lean six Sigma project, the bank can tap the internal potential, improve the work efficiency, provide better service for customers, obtain the core competitiveness in the market competition, and then improve the market share of the bank, realize the maximum income and make the commercial bank of our country connect with the international advanced level from the management point of view, and enhance the dialogue ability with the world banking industry. Based on the present situation of service marketing of commercial banks in China, especially the present situation of service quality of state-owned banks, this paper analyzes the problems and shortcomings of the service quality of commercial banks in China at the present stage, introduces the relevant theories of Lean six Sigma, and focuses on the role and influence of the concept and method system of Lean six Sigma in improving the banking service flow, improving the management strategy within the bank and improving the performance evaluation of bank service. The full text is mainly divided into six parts. The first part introduces the background, research purpose and significance of this paper, and expounds the necessity of implementing lean six Sigma management in China's commercial banks from two aspects of theory and practice. The second part systematically introduces the related concepts and tools of Lean six Sigma and bank service marketing, and understands the organization and operation process of Lean six Sigma management. The third part expounds the feasibility of the implementation of Lean six Sigma in the financial industry at home and abroad and the model design of using Lean six Sigma Management to improve the banking service process of commercial banks in China. The fourth part starts with the characteristics of bank internal service and system management, discusses how commercial banks use this model to optimize and improve the bank service process, improve the service quality of the bank, and then improve the work efficiency and better serve the customers. The fifth part expounds the service performance evaluation after the improved Lean six Sigma management method. The sixth part expounds a series of supporting mechanisms needed by banks to promote lean six Sigma management methods.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F832.33

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