【摘要】：在經(jīng)濟(jì)全球化以及利率市場(chǎng)化不斷加深的大背景下,客戶需求日趨個(gè)性化和多樣化,市場(chǎng)競(jìng)爭(zhēng)亦日益激烈。而我國(guó)的銀行業(yè)一直以來實(shí)行的都是傳統(tǒng)的分工制和科層制,以部門銀行的模式進(jìn)行管理,業(yè)務(wù)部門常從本部門的利益出發(fā),導(dǎo)致部門之間缺少溝通和協(xié)調(diào),業(yè)務(wù)流程割裂不連貫,邊界缺失或重疊現(xiàn)象司空見慣。很難有一個(gè)業(yè)務(wù)部門會(huì)認(rèn)真研究、規(guī)劃、組織業(yè)務(wù)的運(yùn)行工作。 DY銀行現(xiàn)行的個(gè)人信貸業(yè)務(wù),采取的也是這種行政式組織架構(gòu),由各經(jīng)辦行獨(dú)立開展業(yè)務(wù)。貸款的全過程管理涉及諸多環(huán)節(jié),由于各部門間信任和協(xié)作不足,導(dǎo)致部門內(nèi)部層層把關(guān),存在大量重復(fù)的監(jiān)督復(fù)核,崗位設(shè)置也缺乏靈活性。 本文針對(duì)以上問題進(jìn)行研究,首先,對(duì)流程再造以及流程銀行的相關(guān)理論進(jìn)行綜述,為之后的分析和研究奠定理論基礎(chǔ)；其次,對(duì)DY銀行及其個(gè)人信貸業(yè)務(wù)進(jìn)行介紹,包括其內(nèi)外部環(huán)境分析以及流程再造的動(dòng)因和意義；緊接著介紹DY銀行個(gè)人信貸業(yè)務(wù)流程再造的方法、范圍和內(nèi)容,包括對(duì)原流程、原組織架構(gòu)、原業(yè)務(wù)系統(tǒng)進(jìn)行分析,找到需要改進(jìn)的地方,然后根據(jù)流程再造、流程銀行等相關(guān)理論為依據(jù),對(duì)流程進(jìn)行重新設(shè)計(jì),并從組織架構(gòu)、業(yè)務(wù)流程、信息系統(tǒng)建設(shè)等幾方面進(jìn)行流程再造,最后通過數(shù)據(jù)比較得出流程再造前后的差異,得出結(jié)論。即經(jīng)過流程再造后,大大的提高了DY銀行的工作效率和核心競(jìng)爭(zhēng)力。另外,本文也可以理解為對(duì)國(guó)內(nèi)商業(yè)銀行業(yè)務(wù)流程再造進(jìn)行實(shí)踐,為其他商業(yè)銀行今后進(jìn)行流程再造提供經(jīng)驗(yàn)。
[Abstract]:Under the background of economic globalization and the deepening of interest rate marketization, customer demand is becoming more and more individualized and diversified, and the market competition is becoming increasingly fierce. However, the banking industry of our country has been carrying out the traditional division of labor system and branch hierarchy system, which is managed by the mode of departmental banks. The business departments often proceed from the interests of their own departments, resulting in a lack of communication and coordination between departments. Business processes are fragmented, border missing or overlapping are commonplace. It is difficult to have a business department to seriously study, plan, and organize the operation of the business. DY Bank's current personal credit business, also adopted this administrative organizational structure, by the agencies to carry out their own business. The whole process of loan management involves many links. Due to the lack of trust and cooperation among various departments, there are a lot of repeated supervision and review, and lack of flexibility in post setting. In this paper, the above problems are studied. Firstly, the relevant theories of process reengineering and process banking are summarized to lay a theoretical foundation for the later analysis and research. Secondly, it introduces the DY bank and its personal credit business, including its internal and external environment analysis, as well as the motivation and significance of process reengineering. Then introduce the method, scope and content of DY bank personal credit business process reengineering, including the analysis of the original process, the original organization structure, the original business system, find the place that needs to be improved, and then according to the process reengineering, Based on the theory of process banking, this paper redesigns the process, and reengineering the process from the aspects of organization structure, business process, information system construction, etc. Finally, the differences before and after process reengineering are obtained by comparing the data. That is, after the process reengineering, greatly improve the efficiency and core competitiveness of DY Bank. In addition, this paper can also be understood as the practice of business process reengineering of domestic commercial banks, and provide experience for other commercial banks to carry out process reengineering in the future.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.479

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本文編號(hào)：2318429