【摘要】：過去的10年間，我國商業(yè)銀行的外部經(jīng)營環(huán)境發(fā)生了根本性的轉變。商業(yè)銀行由過去的以產(chǎn)品為中心逐步轉向以客戶為中心，功能由過去的單一性逐步轉向全面性。同時，商業(yè)銀行原有的管理架構和業(yè)務流程越來越不適應以客戶為中心的全方位金融服務理念，嚴重制約了商業(yè)銀行的服務效率和持續(xù)的利潤增長要求，迫使銀行由傳統(tǒng)的部門銀行向流程銀行轉變。轉變的過程中，必然會碰到改什么、從哪里改、如何改的問題。六西格瑪方法為商業(yè)銀行的流程再造提供了一個成熟的系統(tǒng)改進理論平臺，以及一系列可以直接使用的工具，可以提高商業(yè)銀行流程再造的效率，減少不必要的人力、物力和財力的浪費，而且可以起到良好的效果，并保持持續(xù)改進的動力。 本文將六西格瑪管理方法和商業(yè)銀行流程再造相結合，從商業(yè)銀行內部客戶流程和外部客戶流程兩個維度出發(fā)，以實際成功案例為基礎，闡述了六西格瑪管理方法在商業(yè)銀行管理實踐中的具體應用流程，旨在為六西格瑪在商業(yè)銀行的應用提供參考。 首先，是對六西格瑪管理方法進行了詳細介紹。本文描述了六西格瑪管理方法的起源、發(fā)展和應用現(xiàn)狀，并對六西格瑪管理方法的含義進行了界定，對其組織結構、實施流程、實施基礎進行了闡述。 其次，是對商業(yè)銀行流程再造理論進行了簡要介紹。文中對流程銀行和部門銀行進行了界定，對商業(yè)銀行流程再造的起因、歷史，以及在國內外商業(yè)銀行的實踐進行了簡要回顧。同時，還對商業(yè)銀行流程再造的作用與意義進行了重點說明。 最后，作為一篇應用型論文，本文著重從案例分析的角度，詳盡、細致的對六西格瑪管理方法在商業(yè)銀行的應用進行了剖析，以期它能為商業(yè)銀行一般管理人員提供一定的參考。
[Abstract]:In the past 10 years, the external business environment of Chinese commercial banks has undergone a fundamental change. Commercial banks have gradually changed from product-centered to customer-centered, and function from oneness to comprehensiveness. At the same time, the original management framework and business process of commercial banks are becoming more and more inadaptable to the concept of comprehensive financial services centered on customers, which seriously restricts the service efficiency and the continuous profit growth requirements of commercial banks. Forcing banks to shift from traditional sector banks to process banking. In the process of transformation, we will inevitably encounter the problem of what to change, where to change and how to change. Six Sigma method provides a mature system improvement theory platform for commercial bank process reengineering, and a series of tools that can be used directly, which can improve the efficiency of commercial bank process reengineering and reduce unnecessary manpower. Material and financial waste, and can have good results, and maintain the momentum for continuous improvement. This paper combines six Sigma management method with commercial bank process reengineering, starting from the two dimensions of internal customer process and external customer process of commercial bank, based on the actual successful cases. This paper expounds the concrete application flow of six Sigma management method in commercial bank management practice, in order to provide reference for the application of six sigma in commercial bank. First of all, the six Sigma management method is introduced in detail. This paper describes the origin, development and application of the six Sigma management method, defines the meaning of the six sigma management method, and expounds its organizational structure, implementation process and implementation basis. Secondly, it briefly introduces the theory of business process reengineering. This paper defines the process bank and the department bank, and briefly reviews the cause, history and practice of commercial bank process reengineering at home and abroad. At the same time, the role and significance of commercial bank process reengineering are emphasized. Finally, as an application-oriented paper, this paper analyzes the application of six Sigma management methods in commercial banks in detail from the perspective of case analysis. With a view to providing a certain reference for the general managers of commercial banks.
【學位授予單位】：中國社會科學院研究生院
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.33

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本文編號：2370310