【摘要】：伴隨著銀行業(yè)的快速發(fā)展和體制變革,我國(guó)的銀行正逐步由更注重交易和賬務(wù)管理向更注重為客戶提供優(yōu)質(zhì)和高效的服務(wù)轉(zhuǎn)變。同時(shí),利率市場(chǎng)化的發(fā)展,金融服務(wù)的不斷創(chuàng)新,使得銀行各營(yíng)業(yè)網(wǎng)點(diǎn)對(duì)公結(jié)算業(yè)務(wù)的服務(wù)種類不斷增加,為客戶提供優(yōu)質(zhì)服務(wù)的難度不斷加大。以流程管理理論為依據(jù),打造高效的銀行營(yíng)業(yè)網(wǎng)點(diǎn)對(duì)公結(jié)算業(yè)務(wù)流程,提高銀行營(yíng)業(yè)網(wǎng)點(diǎn)的對(duì)公業(yè)務(wù)服務(wù)效能,對(duì)提高銀行的服務(wù)水平,提高客戶的滿意度,進(jìn)而提高銀行的核心競(jìng)爭(zhēng)力具有非常重要的理論和現(xiàn)實(shí)意義。以流程管理和近年來衍生出的銀行流程管理理論為依據(jù),針對(duì)S銀行營(yíng)業(yè)網(wǎng)點(diǎn)對(duì)公結(jié)算業(yè)務(wù)的處理從“綜合業(yè)務(wù)處理系統(tǒng)”向“集中業(yè)務(wù)處理系統(tǒng)”轉(zhuǎn)型的過程中,出現(xiàn)的新業(yè)務(wù)處理系統(tǒng)與銀行原有業(yè)務(wù)處理制度和方法不匹配從而造成服務(wù)效能未得到顯著提升的問題,以營(yíng)業(yè)網(wǎng)點(diǎn)實(shí)際對(duì)公結(jié)算業(yè)務(wù)為對(duì)象,開展了客戶滿意度調(diào)查、與一線員工交流、與本地區(qū)同行業(yè)對(duì)比及系統(tǒng)業(yè)務(wù)測(cè)評(píng),找到了影響服務(wù)效能提升的關(guān)鍵因素,并詳細(xì)分析了其產(chǎn)生的主要原因。在此基礎(chǔ)上,有針對(duì)性的提出了對(duì)公結(jié)算業(yè)務(wù)流程優(yōu)化的目標(biāo)和原則,并通過憑證優(yōu)化、集中處理流程優(yōu)化和業(yè)務(wù)操作系統(tǒng)優(yōu)化提高了“集中業(yè)務(wù)處理系統(tǒng)”與銀行營(yíng)業(yè)網(wǎng)點(diǎn)業(yè)務(wù)處理制度和方法的匹配度。此外,在本文中作者還對(duì)S銀行營(yíng)業(yè)網(wǎng)點(diǎn)對(duì)公結(jié)算業(yè)務(wù)流程優(yōu)化的實(shí)施和保障措施進(jìn)行了分析。有針對(duì)性的提出了對(duì)公結(jié)算業(yè)務(wù)流程優(yōu)化的實(shí)施原則和具體實(shí)施計(jì)劃；從主管部門督促、設(shè)立更新流程啟用時(shí)間及創(chuàng)建業(yè)務(wù)指標(biāo)限值等方面闡述了流程優(yōu)化的實(shí)施保障；最后,提出了設(shè)立“員工之聲”業(yè)務(wù)交流郵箱、收集客戶反饋信息及監(jiān)理集中業(yè)務(wù)流程定期發(fā)表報(bào)告機(jī)制等對(duì)公結(jié)算業(yè)務(wù)流程優(yōu)化后的反饋渠道。為S銀行營(yíng)業(yè)網(wǎng)點(diǎn)對(duì)公結(jié)算業(yè)務(wù)流程優(yōu)化管理的具體實(shí)施提供了可行依據(jù)。需要指出的是,本文中提出的銀行業(yè)務(wù)流程優(yōu)化方法,不是一味的系統(tǒng)升級(jí),而是通過對(duì)銀行對(duì)公結(jié)算業(yè)務(wù)處理能力的數(shù)據(jù)進(jìn)行收集、整理、分析,找出該業(yè)務(wù)處理能力低下的原因,并對(duì)該業(yè)務(wù)的處理進(jìn)行優(yōu)化來建立一套業(yè)務(wù)流程優(yōu)化的方法,從而提高系統(tǒng)的處理效能。并以實(shí)際數(shù)據(jù)綜合測(cè)評(píng)結(jié)果為導(dǎo)向的流程優(yōu)化內(nèi)容,以戰(zhàn)略發(fā)展和業(yè)務(wù)實(shí)際需求為目的的事中支持手段,以流程項(xiàng)目管理反饋機(jī)制為事后檢驗(yàn)標(biāo)準(zhǔn),提出適合S銀行對(duì)公結(jié)算業(yè)務(wù)流程的管理新模式。本文的研究成果,對(duì)于其他銀行營(yíng)業(yè)網(wǎng)點(diǎn)業(yè)務(wù)發(fā)展也有一定的參考價(jià)值。
[Abstract]:With the rapid development and institutional change of the banking industry, the banks in our country are gradually changing from paying more attention to transaction and accounting management to providing high quality and efficient service for customers. At the same time, with the development of interest rate marketization and the continuous innovation of financial services, the types of services provided by bank outlets to the public settlement business are increasing, and the difficulty of providing quality services to customers is increasing. Based on the theory of process management, we create an efficient business process of bank business network to public settlement, improve the service efficiency of bank business network, improve the service level of bank, and improve customer satisfaction. And then improve the core competitiveness of banks has very important theoretical and practical significance. Based on the theory of process management and bank flow management derived in recent years, this paper aims at the process of transformation from "integrated business processing system" to "centralized business processing system". The problem that the new business processing system does not match with the original business processing system and methods of the bank has resulted in the problem that the service efficiency has not been significantly improved. A customer satisfaction survey has been carried out with the actual public settlement business of the business network as the object. The key factors affecting the improvement of service efficiency are found out by communicating with the front-line staff, comparing with the same industry in the region and evaluating the system business, and the main causes are analyzed in detail. On this basis, the paper puts forward the objectives and principles of business process optimization for public accounts, and optimizes the business process through vouchers. Centralized processing process optimization and business operating system optimization improve the matching degree between "centralized business processing system" and bank business network business processing system and methods. In addition, in this paper, the author also analyzes the implementation and safeguard measures of the business process optimization of S bank. It puts forward the implementation principle and concrete implementation plan of public settlement business process optimization, and expounds the implementation guarantee of process optimization from the aspects of supervision by the competent department, establishment of renewal process opening time and establishment of business index limit value, etc. Finally, the paper puts forward the feedback channels for the optimization of the public settlement business process, such as setting up "employee Voice" business communication mailbox, collecting customer feedback information and supervising centralized business process issuing periodic report mechanism. It provides a feasible basis for S bank to carry out the optimized management of public settlement business process. It should be pointed out that the method of bank business process optimization proposed in this paper is not just system upgrading, but the collection, collation and analysis of the data of banks' ability to deal with public settlement business. To find out the reason of the low processing ability of the business, and optimize the processing of the business to establish a set of business process optimization method, so as to improve the processing efficiency of the system. And the content of process optimization, which is oriented by the result of comprehensive evaluation of actual data, the support means of the objective of strategic development and actual business requirements, and the feedback mechanism of process project management as the post-test standard. A new management model suitable for S Bank to deal with the public settlement business process is put forward. The research results of this paper also have certain reference value for other banks'business development.
【學(xué)位授予單位】：東北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.2

【相似文獻(xiàn)】

相關(guān)期刊論文 前10條

1 彭明生;;證券公司業(yè)務(wù)流程優(yōu)化及控制研究[J];經(jīng)濟(jì)問題探索;2007年12期

2 劉云武;;如何開展業(yè)務(wù)流程優(yōu)化[J];中國(guó)質(zhì)量;2009年09期

3 何川;;電信企業(yè)業(yè)務(wù)流程優(yōu)化透析[J];網(wǎng)絡(luò)財(cái)富;2009年18期

4 褚躍龍;王爽;;淺析企業(yè)應(yīng)如何進(jìn)行業(yè)務(wù)流程優(yōu)化[J];遼寧工業(yè)大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2012年02期

5 金今;;淺談企業(yè)業(yè)務(wù)流程優(yōu)化[J];商業(yè)經(jīng)濟(jì);2012年17期

6 褚躍龍;;基于信息化的企業(yè)業(yè)務(wù)流程優(yōu)化原則及實(shí)施路徑[J];商業(yè)時(shí)代;2013年25期

7 王馨迪;蘭曉亭;于天水;;業(yè)務(wù)流程優(yōu)化的實(shí)施方法研究[J];河北工業(yè)科技;2006年02期

8 劉U，

本文編號(hào)：2302735