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4日尸乞乞乙
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” L年 6月
6
摘
要
摘要
智能柜台作为国内商业银行智能网点建设的标志，它针对传统银行网点业务
办理效率低下、流程复杂、服务欠佳三大老大难问题，着力打造突破“高柜隔阂”、
融合多重业务、展现服务交互的智能网点体验。而实践表明，在与传统业务流程
结合的情况下智能柜台业务效能未能达到理论预期效果。这一问题导致银行网点
业务流程的时间成本增加、顾客满意度下降。
围绕上述核心问题，本研究依据银行流程再造理论，以 ZG银行智能柜台业务
流程作为分析对象，运用问卷调查、流程图分析、案例分析和因子分析相结合的
研究方法，对智能柜台业务流程中网点组织架构、主要业务、业务人员分配及其
职责分配等方面展开分析，明确了智能柜台业务流程的人机互动环节存在“智能
部分与人工部分衔接和集成缺陷”。论文针对这一问题，解析 ZG银行智能柜台业
务流程的“智能部分”与“人工部分”存在智能环节衔接和集成缺陷的成因。依
据银行流程再造理论，按照以客户为中心、流程智慧化、流程价值化、流程可持
续性原则对智能柜台业务流程进行再造方案分析。之后，基于上述研究观点以及
当前 ZG银行网点智能化转型实际，论文通过因子降维过程对智能柜台流程再造方
案实施后的绩效做了分析和评价。
研究发现，ZG银行当前的智能柜台业务流程中“智能化流程部分”与“人工
流程部分”存在智能环节衔接的缺漏，这是当前智能柜台业务流程效率不及理论
预期的关键原因。这些智能环节衔接的缺漏，导致智能柜台对人工柜台业务的替
代性弱、授权流程冗长、客户维系困难以及职能分区的不足，而这些不足进而增
加了智能柜台业务流程的时间成本、降低了客户满意度。基于上述结论，本研究
提出了相应的智能柜台业务流程再造对策建议。研究同时认为，智能柜台业务流
程再造是一种符合趋势的有效经营手段，智能柜台业务流程的竞争将成为银行竞
争的关键竞争领域。本研究为商业银行网点向流程智能化、服务多样化的智慧银
行转型提供理论支持，通过解析智能科技与业务流程的深度融合，为提高网点核
心竞争力提供新的思路。
关键词：智能柜台；银行；流程再造；银行网点；案例分析
I
Abstract
Abstract
As a symbol of the construction of intelligent outlets of domestic commercial
banks, the intelligent counter focuses on creating an intelligent outlet experience that
breaks through the "barrier between high counters", integrates multiple businesses and
shows service interaction in view of the three old and difficult problems of low business
handling efficiency, complex process and poor service of traditional bank outlets. The
practice shows that when combined with the traditional business process, the business
efficiency of intelligent counter fails to achieve the expected effect. This problem leads
to the increase of time cost and the decrease of customer satisfaction.
Centering on the above core issues, this study takes the intelligent counter business
process of ZG bank as an analysis case, and uses the research methods of questionnaire
survey, flow chart analysis, case analysis and factor analysis to analyze the network
organization structure, main business, business personnel distribution and responsibility
distribution in the intelligent counter business process, It is clear that there are "defects
intheconnection andintegrationofintelligentpartand manualpart"inthe
human-computer interaction link of intelligent counter business process. In view of this
problem, this paper analyzes the causes of intelligent link connection and integration
defects in the "intelligent part" and "manual part" of ZG bank's intelligent counter
business process. According to the theory of bank process reengineering, the business
process reengineeringscheme of intelligentcounter is designedaccording to the
principlesof customer-centered,processintelligence,process valueandprocess
sustainability. Then, based on the above research points and the actual situation of the
current intelligenttransformationof ZGbank branches,the paperanalyzesand
evaluates the performance of the smart counter process reengineering program after
implementation through the factor dimension reduction process.
It is found that the "intelligent process part" and "manual process part" of the
current intelligent counter business process of ZG bank have the lack of intelligent link
connection, which is the keyreason why the efficiency of the intelligent counter
business process is lower than the theoretical expectation. The lack of connection of
these intelligent links leads to weak substitutability of intelligent counter business,
lengthyauthorizationprocess,difficultcustomermaintenanceandinsufficient
functional zoning, which in turn increases the time cost of intelligent counter business
process and reduces customer satisfaction. Based on the above conclusions, this study
puts forward the corresponding countermeasures and suggestions for business process
reengineering of intelligent counter. The research also believes that intelligent counter
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