DY银行现行的个人信贷业务,采取的也是这种行政式组织架构,由各经办行
独立幵展业务。贷款的全过程管理涉及诸多环节,由于各部门间信任和协作不足,
导致部门内部层层把关,存在大量重复的监督复核,岗位设置也缺乏灵活性。
本文针对以上问题进行研究,首先,对流程再造以及流程银行的相关理论进
行综述,为之后的分析和研究奠定理论基础;其次,对DY银行及其个人信贷业务
进行介绍,包括其内外部环境分析以及流程再造的动因和意义;紧接着介绍DY银
行个人信贷业务流程再造的方法、范围和内容,包括对原流程、原组织架构、原
业务系统进行分析,找到需要改进的地方,然后根据流程再造、流程银行等相关
理论为依据,对流程进行重新设计,并从组织架构、业务流程、信息系统建设等
几方面进行流程再造,最后通过数据比较得出流程再造前后的差异,得出结论。
即经过流程再造后,大大的提高了 DY银行的工作效率和核心竞争力。另外,本文
也可以理解为对国内商业银行业务流程再造进行实践,为其他商业银行今后进行
流程再造提供经验。
关键词:商业银行;个人信贷;流程银行;流程再造
Abstract
In the context of economic globalization and interest rate liberalization, customer
requirement becomes more personalized and diversified, and market competitions
become increasingly fierce. Chinese banks have been operating under the traditional
system of labor division and bureaucracy, and managed in sector banks mode for a long
time. Business units often proceed from their own interests. Therefore, lack of
communication and coordination between departments, fragmented inconsistent
business processes,and missing or overlapping borders are commonplace. It is difficult
for a unit to earnestly research, plan, and organize the whole process of business
operation.
The existing organizational structure of The Bank of East Asia for Retail Loan
business is Head Office - Branch — Sub-branch. The business is conducted
independently by each administering bank. There are a lot of duplicated oversights and
reviews due to the lack of trust and collaboration between departments. Position setting
is also inflexible.
To solve these problems, in this paper, the theories of process-oriented commercial
bank and business process reengineering are summarized at first, which are the
theoretical foundations for subsequent analyses and research. Secondly, The bank of
East Asia and its personal consuming credit business, including analyses of internal and
external environment, motivation and meaning of the process reengineering, are
described. Then, the method, scope and content of personal consuming credit business
process reengineering of The bank of East Asia are introduced. The original
organizational structure and process are analyzed. Areas that need improvements are
proposed. A new process is designed based on the above theories, involving
organizational structure, process optimization, and construction of information systems.
Next, differences before and after the process reengineering are shown via data
comparisons.
Finally, the conclusion is made. Using the reengineered process can not only
improve the core competitiveness of The bank of East Asia, but also be understood as
the practice for business process reengineering of domestic commercial banks.
Keywords: Commercial bank,Credit management, Process-oriented bank.
Business process reengineering
第1章绪论
1.1背景和意义
1.1.1背景
长期以来,我国银行业实现内部作业机构的运营管理方式,一直是传统的科
层制和分工制,即采用所谓部门银行的模式。实践证明,部门银行的模式,最大
的弊端是产生本位主义,以至于部门之间缺乏沟通和交流,业务流程边界缺失或
重叠,运营效率低下。没有一个职能部门会脱离其他业务部门独立运作,看似弟
独的作业和任务实际上是组成银行整体流程的一部分。因此,只有进行合理的制
度安排,实现“流程银行”的管理方式才能够有效克服上述局限,从而解决跨部
门的诸多边界向题。
2005年10月,在上海银行业宵届合规年会上,中国银行业监督管理委员会
前主席刘明康第一次提出了流程银行的概念。他列数了请如我国银行业对于内部
管理的操作流程和规章制度有章不循,银行业内部相制约的机制形同虚设,以
及银行各部门本位主义思想严重,出现问题后部门之间互相推矮难以追究责任等
普遍存在的现象,指出这些现象是造成我国银行业风险及损失的重要原因,也是
导致银行业服务创新滞后及风险控制不到位的重要因素。而如果要从根本上克服
这些问题和赞端,就必须从传统的“部门银行”体制走出来,建立一种全新的模
式一-“流程银行”。
现在,已经有越来越多的业内人士认同这种“流程银行”的方式,并且积极
的推动银行流程化运营的改革,以塑造面向未来的差异化竞争优势。甚至有专家
认为,流程银行的变革与1994年的金融体制改革和2001年的国有商业银行股份
制改革并列,可称之为中国银行业的三大变革。
|丨-:因为如此,最近几年来,越来越多的商业银行加速了创新的步伐,从银行
内部运行机制、作业流程、组织架构和科技平台等方面加快改革,希望能够率先
完成从部门银行到流程银行的转变。例如,中国民生银行推动了公司业务条线的
事业部改革,中国建设银行引入了六个西格玛的管理方法进行流程优化,农业银
==>>