 ==>> 点击下载文档 |
本文首先对银行业务流程再造的研究背景和意义进行了阐述,在此基础上确
定a银行河北分行业务流程作为研究对象。接下来对流程再造和银行流程再造的
理论沿革进行了追溯,得出了具有指导性的经验和启示。随后就a银行河北分行
业务流程再造背景进行了分析,得出a银行实施业务流程再造的必要性和紧迫性。
在理论溯源和背景分析的基础上,以a银行河北分行n蓝图上线后业务流程现状
为切入点,通过现场调查和数据分析,总结出目前业务流程中存在的问题。在此
基础上,运用实证分析的方法对a银行河北分行业务流程再造框架进行设计,从
“以客户为中心的营销和渠道转型,以风险控制为中心的集中授权、以后台集中
和流程优化为主要模式的运营转型。”三个方面对a银行河北分行业务流程再造框
架进行整体设计。最后,从组建全行层面的流程再造管理组织,创新流程再造实
施流程方法,加强流程再造示范行建设,进行配套的体制机制建设四个方面对A
银行河北分行流程再造的实施进行了规划。力图设计A银行河北分行流程再造方
案落地实施的一般路径。
本文以A银行河北分行为背景,对银行业务流程再造进行了理论和实证分析,
探索了银行业务流程再造的一般规律,尝试为A银行业务流程再造设计基本框架
和实施路径,力图对A银行提高运营效率,提升客户体验,增强竞争优势,实现
建立国际一流银行的战略目标做出贡献。
关键词:银行业务;跨渠道协同;运营转型;流程再造
ABSTRACT
Business Process Reengineering is the third milestone after following Adam
Smith&39;s division of labor, and Taylor&39;s scientific management theory. Significant
improvement in performance and enhance the competitiveness of many enterprises at
home and abroad through the implementation of process reengineering. In recent years,
the With deepening financial off the media and the interest rate market, the banking
industry is facing increasingly fierce competitive environment, another rapid
development of IT technology profoundly changing the spending habits of bank
customers,and banking services more high demand. Correspondingly, Banking
traditional business processes in terms of efficiency, quality and cost drawbacks
emerging. Implementation of process reengineering, to reshape customer-centric,
market-oriented, technology leading the orderly and efficient business processes,
becoming the strategic choice of the domestic banking sector to respond to market
competition, promoting innovation and transformation.
The paper first described the research background and significance of the banking
business process reengineering, as determined on the basis of the business processes of
the Hebei Branch of Bank A study. Retrospective next process reengineering and bank
process reengineering theory of evolution,obtained with guiding experience and
enlightenment. The subsequent A Bank Hebei Branch Business Process Reengineering
background analysis, the A bank of the necessity and urgency of the implementation of
business process reengineering. Theory the traceability and background analysis on the
basis of the status quo to A Bank Hebei Branch IT blueprint on-line business processes
as the starting point, through on-site surveys and data analysis,summed up the problems
existing in the current business processes. On this basis, the use of empirical analysis of
the Hebei Branch of Bank A business process reengineering framework design, from
“the transformation customer-centric marketing and channel, risk control-centric
authorization,background centralized and process optimization transformation of the
main mode of operations. three aspects of the Hebei Branch of Bank A business
process reengineering framework for the overall design.
Finally, from the formation of the whole line-level process reengineering
management organization, the innovation process reengineering implementation process
method to strengthen the three aspects of process reengineering demonstration line
construction planning of the implementation of the Hebei Branch of Bank A process
reengineering. Trying to design the general path of A Bank Hebei branch process
reengineering programs.
As background for Hebei Branch of A Bank business process reengineering to
theoretical and empirical analysis to explore the general laws of the banking business
process reengineering, try to design the basic framework and implementation of the path
for bank A business process reengineering, trying to improve on the A bank operational
efficiency,enhance the customer experience, and enhance their competitive advantage,
and achieve strategic objectives contribute to the establishment of a leading
international bank.
Key words: Banking business; Across the channel corordination; Operational
transformation; Business process reengineering
第一章引论
1.1研究背景与意义
流程是一组输入转化为输出的相关联或相互作用的活动,是商业银行实现经
营战略的具体载体。从流程的服务对象看,既有客户服务流程,又有内部管理流
程,它渗透到银行经营管理的每一个环节。对一家商业银行来说,流程设计是否
高效合理直接决定银行服务质量的优劣、运营效率的高低、成本控制以及风险控
制的有效性,进而影响银行的市场竞争力。流程设计和运行是嵌入在银行的组织
架构和营运管理过程中的,它涉及诸多产品条线和内部资源的综合运用,是一项
系统工程,非一円之功,较之金融产品,它更难于被模仿和复制,是银行在同质
化市场上支持实现差异化竞争优势的重要手段,是一个银行的核心竞争力之一。
流程再造是对企业流程进行战略性的改进或再设计,是继亚当斯密的劳动
分工和泰勒的科学管理之后的管理理论的第三个里程碑。到目前为止,国内外众
多企业通过实施流程再造获得了绩效的显著改善和竞争力的提升。近年来,随着
金融脱媒和利率市场化的不断加深,银行业面临着越来越激烈的竞争环境,另外
IT技术发展的F1新月异也深刻改变着银行客户的消费习惯,并对银行服务提出更
高的要求。与之相应的是,银行业传统的业务流程在效率、质量和成本等方面存
在的弊端逐渐显现。实施流程再造,重塑以客户为中心,以市场为导向,以科技
为引领的有序高效业务流程,逐渐成为国内银行业应对市场竞争,推动创新转型
的战略选择。A银行河北分行做为系统内重点行和IT蓝图建设试点行,尽管近年
发展提速,效益不断提高。但仍面临着一些发展瓶颈和问题。突出表现在网点销
傳服务能力不足、渠道缺乏融合协同、运营服务效率不高、网点效能偏低等方面,
没有真正实现从“部门银行”到“流程银行”的转变。同时随着n蓝图项目的投
产上线,现有业务流程同新的核心系统之问的矛盾H益突出,一定程度上阻碍了
系统功能优势的发挥,也迫切需要对现有业务流程进行再造,实现业务流程同系
统的最佳匹配。
本文以A银行河北分行为背景,对银行业务流程再造进行了理论和实证分析,
