I 摘要 随着市场经济的深入发展，现代银行系统面临着机遇和挑战，随着股份制银 行的快速发展和地方性商业银行的悄然崛起，多元化的银行服务体系以及同质化 的银行产品使现代银行面临着激烈的竞争和挑战。华夏银行 Z 支行同样面临着 市场带来的机遇和挑战，为了使自身在激烈的市场竞争中立于不败之地，有效提 升服务质量成为关键解决方案。通过研究发现最早来自于生产制造业领域的精益 六西格玛理论可以有效结合企业自身现状，改进生产流程落后环节，提高企业生 产效率。近年来国内外许多银行通过运用精益六西格玛管理理论改进了服务流 程，有效提升了银行服务口碑，为进一步提高市场占有率打下基础。本论文主要 运用精益六西格玛管理理论对华夏银行 Z 支行服务流程进行改进研究。 本文首先从理论角度分析入手分别介绍了精益生产理论和六西格玛管理方 法，并对精益六西格玛质量管理体系的核心理念与改进模型进行了详细的阐述， 接下来重点分析了华夏银行 Z 支行目前的服务现状和存在的问题，结合精益六 西格玛管理模式建立了实施精益六西格玛服务流程改进的评价指标体系，重点对 Z 支行服务中存在的厅堂服务效率低下和新客理财业务流程进行改进方案设计 和实施，同时明确了 Z 支行要成功实施精益六西格玛的保证要素和措施建议， 最后论文给出了商业银行实施六西格玛管理的建议，并对本文进行了总结，提出 了本文存在的不足及对未来研究展望。 关键词：精益六西格玛；社区银行；服务流程；质量改进Abstract II Abstract With the further development of market economy, the modern banking system is faced with opportunities and challenges. With the rapid development of joint-stock banks and the stealthy rise of local commercial banks, diversified banking service system and homogeneous banking products make modern banks face fierce competition and challenge. Z branch of Huaxia Bank is also facing the opportunities and challenges brought by the market. In order to make itself invincible in the fierce market competition, the effective improvement of service quality has become the key solution. It is found that the Lean Six Sigma theory, which originated from the field of manufacturing, can effectively combine the current situation of enterprises, improve the backward links of production process, and improve the production efficiency of enterprises. In recent years, many banks at home and abroad have improved their service processes by applying the theory of Lean Six Sigma, which has effectively promoted their word of mouth and laid the foundation for further increasing their market share. This paper mainly uses the Lean Six Sigma theory to carry on the research to the Huaxia Bank Z branch service flow improvement. This paper first introduces the lean production theory and six sigma management method from the theoretical point of view, and elaborates the core concept and improvement model of the Lean Six Sigma quality management system. Then it focuses on the current service status and existing problems of Z branch of Huaxia Bank, and establishes the implementation of Lean Six Sigma Management mode The evaluation index system of service process improvement of gemma focuses on the improvement scheme design and implementation of hall service inefficiency and new customer financing business process existing in the service of Z branch. At the same time, it clarifies the guarantee elements and measures and suggestions for Z branch to successfully implement Lean Six Sigma. Finally, the paper gives the suggestions for commercial banks to implement Six Sigma management, and carries out this paper In conclusion, the shortcomings of this paper and the future research prospects are put forward. Keywords: Lean Six Sigma; community bank; service quality; Quality improvement目 录 III 目 录 摘要·······························································································I Abstract·························································································· II 第 1 章 绪论····················································································1 1.1 研究的背景和意义··································································· 1 1.1.1 研究的背景······································································· 1 1.1.2 研究的意义······································································· 1 1.2 国内外研究现状······································································ 1 1.2.1 国外研究综述···································································· 2 1.2.2 国内研究综述···································································· 3 1.2.3 文献述评·········································································· 4 1.3 研究内容················································································4 1.4 研究方法················································································5 1.5 本章小结················································································6 第 2 章 精益六西格玛管理综述····························································7 2.1 精益生产理论概述··································································· 7 2.1.1 精益生产的起源·································································7 2.1.2 精益生产的核心·································································7 2.1.3 精益生产的流程·································································8 2.2 六西格玛理论概述··································································· 9 2.2.1 六西格玛管理的含义···························································9 2.2.2 六西格玛管理的特点···························································9 2.2.3 六西格玛管理方法论···························································9 2.3 精益六西格玛管理理论····························································· 10 2.3.1 精益六西格玛的含义···························································10 2.3.2 精益六西格玛实施阶段及方法···············································10 2.3.3 精益六西格玛管理在商业银行实施范围···································11 2.4 本章小结················································································13 第 3 章 华夏银行 Z 支行服务现状及问题分析········································· 15 3.1 华夏银行 Z 支行简介································································15 3.2 华夏银行 Z 支行服务现状及问题················································16河北工程大学硕士学位论文 IV 3.3 精益六西格玛管理在 Z 支行应用中必要性和可行性分析·················· 17 3.3.1 精益六西格玛管理在 Z 支行实施的必要性分析························· 17 3.3.2 精益六西格玛管理在 Z 支行实施的可行性分析························· 18 3.4 本章小结················································································18 第 4 章 基于精益六西格玛的 Z 支行服务流程方案设计与实施····················21 4.1 基于精益六西格玛 Z 支行厅堂服务流程改进··································21 4.1.1 定义阶段·········································································· 21 4.1.2 测量阶段·········································································· 24 4.1.3 分析阶段·········································································· 26 4.1.4 改进阶段·········································································· 28 4.1.5 控制阶段·········································································· 31 4.1.6 实施效果分析···································································· 32 4.2 基于精益六西格玛 Z 支行新客理财业务流程精细化改进·················· 33 4.2.1 Z 支行理财业务关键质量特性分析········································· 33 4.2.2 新客理财业务的精细化改进··················································34 4.2.3 实施效果分析···································································· 39 4.3 本章小结················································································41 第 5 章 实施精益六西格玛的建议·························································43 5.1 科学选择实施项目··································································· 43 5.2 实地调研收集数据··································································· 43 5.3 依托 DMAICII 改进模型····························································44 5.4 领导与员工协同配合································································ 44 5.5 本章小结················································································45 结论·······························································································47