本文選題：商業(yè)銀行 + 精益�。� 參考：《上海外國語大學(xué)》2014年碩士論文

【摘要】：始于摩托羅拉的六西格瑪管理和始于豐田汽車的精益思想自上世紀(jì)九十年代起開始在全球制造業(yè)企業(yè)中被廣泛應(yīng)用，并逐步拓展到金融、醫(yī)療、政府等服務(wù)領(lǐng)域，在幫助企業(yè)有效提高了產(chǎn)品和服務(wù)質(zhì)量的同時，提升了生產(chǎn)和服務(wù)效率。本世紀(jì)初，有學(xué)者提出將六西格瑪管理和精益思想相結(jié)合，通過提高質(zhì)量來提升速度，同時又通過提升速度來提高質(zhì)量，并最大程度降低成本，這就是精益六西格瑪。如今，精益六西格瑪已在全球許多大型商業(yè)銀行被廣泛應(yīng)用，其中包括美國銀行、花旗銀行、匯豐銀行和摩根大通等。 隨著我國經(jīng)濟快速發(fā)展，銀行業(yè)的競爭日趨激烈，不僅越來越多的外資銀行進入中國，許多非銀行金融機構(gòu)也紛紛加入這場競爭，銀行業(yè)對民營資本開放也是熱議的話題。當(dāng)前，國內(nèi)商業(yè)銀行正加快轉(zhuǎn)型發(fā)展，注重提升服務(wù)質(zhì)量和服務(wù)效率，，在降低營運成本的同時提高客戶滿意度，增加收入，提高商業(yè)銀行的綜合競爭力，而精益六西格瑪在這一方面有其廣闊的用武之地。 本文從精益六西格瑪理論著手，參考了國內(nèi)外的研究成果和實踐經(jīng)驗，結(jié)合了商業(yè)銀行業(yè)務(wù)特征和經(jīng)營環(huán)境，并通過筆者曾經(jīng)工作的一家國際著名商業(yè)銀行客戶登陸周期改進項目的案例分析，探討和研究了如何在商業(yè)銀行管理中應(yīng)用精益六西格瑪這一以客戶需求為導(dǎo)向、基于數(shù)據(jù)分析、面向流程的管理思想，從而幫助銀行提高服務(wù)質(zhì)量和服務(wù)效率，降低營運成本，并最終提高股東回報。
[Abstract]:The six Sigma Management, which started at Motorola, and the lean thinking, which started at Toyota Motor, have been widely used in manufacturing enterprises around the world since the 1990s, and have been gradually extended to the fields of finance, medical care, government and other services. At the same time to help enterprises improve the quality of products and services, and improve the efficiency of production and services. At the beginning of this century, some scholars put forward to combine six Sigma management with lean thought to improve the speed by improving the quality, and at the same time to improve the quality by raising the speed, and to reduce the cost as much as possible. This is called Lean six Sigma. Lean six Sigma is now widely used in many large commercial banks around the world, including Bank of America, Citibank, HSBC and JPMorgan Chase. With the rapid development of China's economy, the competition of banking industry is becoming more and more fierce. Not only more and more foreign banks enter China, but also many non-bank financial institutions join in this competition one after another. The opening of banking industry to private capital is also a hot topic. At present, domestic commercial banks are speeding up the transformation and development, focusing on improving service quality and efficiency, increasing customer satisfaction while reducing operating costs, increasing revenue, and enhancing the comprehensive competitiveness of commercial banks. Lean six Sigma has a wide range of opportunities in this respect. This paper begins with Lean six Sigma theory, referring to the domestic and foreign research results and practical experience, combining the business characteristics and operating environment of commercial banks. And through the case study of the customer landing cycle improvement project of a famous international commercial bank, this paper discusses and studies how to apply Lean six Sigma to commercial bank management, which is based on customer demand. Based on data analysis, process-oriented management ideas can help banks to improve service quality and efficiency, reduce operating costs, and ultimately improve shareholder returns.
【學(xué)位授予單位】：上海外國語大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.33

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