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MBA论文_GF银行J分行服务质效提升研究-基于精益六西格玛理论的探索DOC

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文本描述
目录
摘要 1
ABSTRACT 3
第1章导论 5
1.1研宄背景和意义 5
> 1.1.1研究背景 5
1.1.2研究意义 6
1.2文献综述 6
1.2.1研究现状 6
1,2.2文献评述 8
1.3研究内容和方法 9
1.3.1研宄内容 9
' 1.3.2
研宄方法 9
1.4创新点 10
第2章理论基础 11
2.1精益理论 11
2.1.1精益理论的发展 11
2.1.2精益理论的核心思想 13
2.2六西格玛理论 15
2.2.1六西格玛理论的发展 .15
1 2.2.2六西格玛理论的核心思想 17
2.2.3六西格玛理论的实施方法 19
2.3精益六西格玛理论综述 22
2.3.1精益理论与六西格玛理论的对比分析 22
2.3.2精益六西格玛理论基本思想 24
2.3.3精益六西格玛理论在银行业的应用 25
I
山东大学硕士学位论文
第3章GF银行J分行服务质效调查分析 28
3.1 GF银行J分行基本情况 28
3.2调查问卷设计和调查过程 28
3.2.1调查问卷设计 28
3.2.2调查问卷的发放和收回 29
3.3调查结果统计分析 29
3.3.1服务及其满意度 29
3.3.2服务存在问题 31
3.4服务质效改进的迫切性 32

第4章GF银行J分行务质效提升方案研宄 33
4.1场景改进 33
4.2界定阶段 35
4.3测量阶段 37
4.4分析阶段 38
4.5改进阶段 43
4.6控制阶段 45
4.7精益六西格玛理论在其他流程的延伸 46
第5章GF银行J分行服务质效改进效果的分析 48
5.1精益六西格玛理论应用效果 48
5.1.1流程优化 48
5.1.2时间节省 48
5.1.3人工成本节省 49
5.2改进效果分析——基于客户满意度调查比较 50

第6章结论与建议 52
6.1结论 52
6.2建议 53
6.3局限与展望 56
6.3.1存在的不足 56
6.3.2 展望 56
II
山东大学硕士学位论文
附表 57
Pftl 57
附表2 60
62
麵 65


III
山东大学硕士学位论文
CONTENTS
Abstract(in Chinese) 1
Abstract(in English) 3
Chapter I Preface 5
1.1 Research background and significance 5
L1.1 Research background 5
1.1.2 Research significance 6 i
1.2 Literature review 6
1.2.1 Research status at home and abroad 6
1.2.2 Literature review 8
1.3 Research contents and method 9
1.3.1 Research contents 9
1.3.2 Research method 9
Chapter II Theoretical foundation 11
2.1 Lean theory 11
2.1.1 The development of lean theory 11
2.1.2 The core idea of lean theory 13
2.2 Six Sigma theory 15
2.2.1 The Development of Six Sigma theory 15
2.2.2 The core idea of Six Sigma theory 17
2.2.3 The implementation of Six Sigma theory 19
2.3 A Summary of Lean Six Sigma Theory 22
2.3.1 Comparative Analysis of Lean Theory and Six Sigma theory 22
2.3.2Lean Six Sigma Theory 24 ▲
2.3.3 Practice of Lean Six Sigma Theory in Banking Industry 25
Chapter III Investigation and Analysis on the Service of GF Bank J Branch....28
3.1 Basic Information of GF Bank J Branch 28
3.2 Questionnaire design and investigation process 28
3.2.1 Questionnaire design 28
3.2.2 Questionnaire issue and recovery 29
IV
山东大学硕士学位论文
3.3 Statistical analysis of survey results "..29
3.3.1 Service and its satisfaction 29
3.3.2 Service problems 31
3.4 The urgency of service improvement 32
Chapter IV An Analysis of the Application of Lean Six Sigma Theory in the
Management of GF Bank J Branch 33
4.1 Scene improvement 33
4.2 Define the stage 35
4.3 Measurement phase 37
4.4 Analysis phase 38
4.5 Improvement stage 43
4.6 Control phase 45
4.7 Lean Six Sigma theory extends in other processes 46
Chapter VAnalysis of improved effects of J Branch of GF Bank 48
5.1 Application effect of Lean Six Sigma theory 48
5.1.1 Process optimization 48
k 5丄2 Time savings""” 48
5.1.3 Labor cost savings 49
5.2 Improved performance analysis-based on customer satisfaction survey…50
Chapter VISummary and suggestion 52
6.1 Summary ..52
6.2 Suggestion 53
6.3 Limitations and Prospects 56
6.3.1 Limitations 56
6.3.2 Prospects 56
Schedule 57
Schedule 1 57
Schedule 2 60
References 62
Thanks 65
v
山东大学硕士学位论文
摘要
随着强监管和稳健中性货币政策的逐步实施,一方面,传统信贷领域价格竞
争将进一步加剧,另一方面,随着金融与科技、金融与人工智能的加速融合,新
的竞争态势不断升级,金融同业竞争更为激烈。从银行内部因素看,传统银行固
, 有的操作流程,员工思维与企业先进文化的脱节,人力成本的不断上升也都冲击
着传统银行业的发展。新形势、新变化迫切需要我们及时调整经营战略,转变经
营方式,完善科技手段,提升客户基础和全行综合服务能力。精益六西格玛理论
则提供了良好的、行之有效的工具。精益六西格玛在工业企业应用的成功经验以
及国际金融机构的成熟运用都证明,其在提高生产经营效率、改善服务流程、提
升客户满意度、扩大利润回报等方面都有良好表现。

广发银行作为全国性股份制商业银行,伴随着新东家中国人寿的增资入股,
, 也迎来了新的机遇与挑战,企业转型升级、服务质效提升是必然要求。本文将精
益六西格玛理论应用于广发银行J分行服务质效改进研究。

第一,学习国内外相关方面的研宄成果,为实践应用打下理论基础。第二,
通过调查问卷、企业内部谈话等形式,发现广发银行J分行服务生产过程短板。

服务短板直接表现为服务窗口少、柜员办理业务速度慢、自助机具故障维护时间
长。第三,提出改进方案。在对问题诊断分析基础上提出,广发银行J分行运营
服务质效提升的关键是:通过设置合理的人机作业范围,提升员工工作满意度、
营造精益六西格玛理论实践的文化氛围;对占用人力较多、耗时较长、项目易于
_ 开展的同业缴款流程按照精益六西格玛DMAIC模型进行优化。注意基础数据的采
集和通过流程图对数据分类、分析。第四,实施方案。将流程优化前后的数据进
行对比,直观得到精益六西格玛理论应用取得的财务成果、客户满意度的提高。

并通过制定制度、员工培训、纳入考核等方式进行控制落实。第五,总结与展望。

本文主要创新点在于:将精益思想与六西格玛理论相结合,应用于金融业运营
业务的流程优化实践。在满意度调查过程中,不局限于对银行服务客户的满意度
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山东大学硕士学位论文
调查,也注重广泛听取运营工作人员作为客户服务感受的直接提供者以及运营业
务流程的直接使用者的工作体验,从全面、客观的角度进行调查。从定性分析和
定量分析两方面着手,关注客户满意度背后的运营业务的流程优化与再造问题,
帮助银行以最少的资源投入,得到高质量、高效率的服务输出,解决银行管理运
作中的实际问题,使运营服务质量与效率同步提升。

关键词:精益六西格玛理论;服务质效;流程优化;银行运营管理
I山东大学硕士学位论文
ABSTRACT
Along with the gradual implementation of strong supervision and neutral monetary
policy, price competition on the traditional credit market will be further enhanced.
Besides, the new competitive situation is escalating, and the financial companies
? are competing fiercely for business. Some internal factors restrict the development of
traditional banking, which includes operationprocess, stereotype thinking pattern and
labor cost. In the new situation, we need to adjust the management strategy, change the
management mode, improve the customer base and strengthen the integrated service
level. Lean Six Sigma Theory has been proved to be an effective tool in industrial
enterprises and international financial institutions, which can help us to increase the
production and operation efficiency, improve the service process, elevate customer
satisfaction and expand profit margins.

China Guangfa Bank, a national joint-stock commercial bank, faces new
opportunities and challenges accompanied by the increased capital investment of China
Life. Therefore, it requires us to complement the enterprise transformation and
upgrading, and improve service quality. In this paper, Lean Six Sigma theory is applied
to improve the quality and efficiency of service in J branch of China Guangfa Bank.
First, we should study the relevant research results at home and abroad, and lay a
theoretical foundation for practical application. Second, through questionnaires, internal
talks and other forms of enterprises, I found that China Guangfa Bank J branch service
production process short board. The service short board is characterized by less service

window, slow service speed and long maintenance time. Third, propose improvement
plan. On the problem of diagnosis based on analysis of the China Guangfa Bank J
branch operation service, the key of improving the quality and efficiency is two point.
One is throughing the establishment of a reasonable range of man-machine operations
to enhance staff job satisfaction, and to create a lean Six Sigma theoretical practice of
cultural atmosphere. Another one is optimizing the processes which one bank deposit
money in another bank in accordance with the DMAIC model, because of its more
3