流程改善论文：G商业银行对公信贷业务流程改善分析.doc

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流程改善论文：G商业银行对公信贷业务流程改善分析

【中文摘要】随着《巴塞尔协议Ⅲ》的提出,商业银行的转型期已经到来。如何兼顾安全和效率,是商业银行急需解决的问题。众所周知,流程的改善能够使企业兼顾安全和效率。其实早在2005年10月24日,银监会主席刘明康在上海银行业首届合规年会上就提出了“流程银行”的概念。从那以后,无论是大银行还是中小型银行都在为建设“流程银行”而努力。现在,国内商业银行出现了“人人提流程”的现象,可懂流程、有流程改进意识的人却少之又少。“流程银行”的实践曾经在一定程度上规范了我国商业银行的运营,提高了我国商业银行的效率,但“流程银行”在我国尚未发挥它的全部效用。排队、顾客抱怨、银行职员工作效率低下等现象随处可见。显然,“流程银行”在我国的实践需要反思和改善。近几年,外资银行不断涌入中国,其先进的管理方式、多样化的产品和优质的服务给国内商业银行造成了不小的冲击。国内商业银行纷纷进行金融创新,却收效甚微。国内顾客似乎对其设计的各类创新性金融产品不感兴趣,存贷差仍然是其最主要的利润来源。因此,对公信贷业务流程的效率对商业银行至关重要。本文以G商业银行为例,对G商业银行的对公信贷业务流程进行了改善分析。文章首先介绍了早期的业务流程理论、业务流程再造理论(BPR)、流程管理理论(BPM)、银行再造理论以及流程改善的相关研究和方法。文章运用基本统计分析、时间价值分析和客户满意度对G商业银行的对公信贷业务流程现状进行了定量诊断,从是否与客户需求一致、流程消耗、瓶颈环节、内部控制的得当性、流程的稳定性、流程的柔性六个方面对原有流程进行了定性诊断,运用定量和定性相结合的方法对G商业银行对公信贷业务现有流程进行了全面诊断。然后,文章运用头脑风暴、德尔菲法、标杆比对法等为G商业银行设计了一套对公信贷业务流程改善方案。最后,文章对流程改善的相关配套事项进行了说明。本文旨在为G商业银行提供一套符合现状的、可操作性强的、改善效果显著的流程改善方案。因为G商业银行在国内具有很强的代表性,所以该套方案对其他商业银行也具有一定的借鉴意义。
【英文摘要】With the brought forward of the Basel AgreementⅢ,the transitional period of Commercial Banks has come. How to give consideration to both safety and efficiency has been an emergent problem to commercial banks. As everyone knows, the improvement of processes can help enterprises solve this problem. In fact, early in Oct.24,2005, Minkang Liu, the chairman of the CBRC( China Banking Regulatory Commission), has proposed the concept of “Process Bank”. Since then, nearly all banks, no matter how large, are making efforts toward “Process Bank”. In nowadays, the phenomenon of everybody mentioning process arises in domestic commercial banks, but there are few people really understanding “process” and having the consciousness of improving. To some degree, the practice of processing bank once normalized the running of domestic commercial banks and improved the efficiency of the domestic banks. However, “process bank” never played an ideal role in our country, the phenomenon of queuing, customer complaining and ineffective work of the bank clerks can be seen everywhere. It is obvious that the practice of “process bank” in domestic commercial banks need to be profoundly considered and improved.In the past few years, foreign banks poured into China, the advanced management methods, diversified products and the high quality of services bring a tremendous impact on domestic commercial banks. Though domestic commercial banks carry financial innovation, but the result is bad. Domestic customers seems like to be uninterested in these innovative financial products, the loan is still the main profit source. For this reason, the efficiency of corporate credit process is of great importance to commercial banks.This paper takes commercial bank G as an example to analyze the corporate credit business process. Firstly, the paper introduces the theories of the early business process, business process reengineering (BPR), process management theory (BPM), bank reengineering theory and methods of process diagnosis and analysis. Basic Statistics, time value analysis and customer satisfaction are applied to quantitative analyze the present situation of the corporate credit process. The paper analyzes the original process qualitatively from demand of customers, process consumption, bottlenecks, internal controls, process stability and process flexibility. Then, the paper uses brainstorming, Delphi technique, benchmarking comparison method to design an improvement process of corporate credit this bank. Finally, the paper explains other measures related.This paper aims to provide an improvement process scheme which is suitable and feasible for the present situation to commercial bank G. Because bank G is the typical bank of China, the others may learn a lot from this scheme.
【关键词】流程改善 流程设计 商业银行 对公信贷业务
【英文关键词】Business Process Improvement Process Design Commercial Bank Corporate Credit
【目录】G商业银行对公信贷业务流程改善分析

中文摘要

8-9

ABSTRACT

9-10

第一章 绪论

11-16

1.1 研究背景与问题提出

11-12

1.2 研究意义

12-13

1.3 研究创新点

13-14

1.4 研究方法

14-15

1.5 研究框架与内容

15-16

第二章 相关理论与方法综述

16-28

2.1 早期业务流程理论

16-17

2.2 业务流程再造(BPR)理论

17-18

2.3 流程管理(BPM)理论

18-20

2.4 流程诊断与分析相关研究

20-22

2.5 银行再造理论与实践

22-23

2.6 流程改善方法

23-28

2.6.1 流程描述方法

23-24

2.6.2 流程诊断方法

24-26

2.6.3 流程设计方法

26-28

第三章 G商业银行对公信贷业务流程现状描述及诊断

28-48

3.1 G商业银行对公信贷业务流程现状描述

28-36

3.1.1 业务办理总流程

29-31

3.1.2 授信与审批流程

31-33

3.1.3 其他基础流程

33-36

3.1.4 G商业银行对公信贷业务办理实例

36

3.2 G商业银行对公信贷业务流程定量诊断

36-45

3.2.1 客户满意度分析

36-38

3.2.2 流程周期分析

38-44

3.2.3 时间价值分析

44-45

3.2.4 定量诊断结论

45

3.3 G商业银行对公信贷业务流程定性诊断

45-48

第四章 G商业银行对公信贷业务流程改善方案

48-62

4.1 设计原则

48-49

4.2 主要设计思路

49

4.3 总体流程

49-50

4.4 客户营销与管理流程

50-57

4.4.1 客户开发流程

51-52

4.4.2 产品设计流程

52-55

4.4.3 客户管理流程

55-57

4.5 授信与审批流程

57-58

4.6 用印流程

58-60

4.7 合同管理流程

60-62

第五章 相关配套措施

62-66

5.1 企业文化中”流程思想”建设

62

5.2 组织结构优化

62-63

5.3 信息系统建设

63-64

5.4 现场管理改善

64-65

5.5 员工培训与激励

65-66

第六章 结论与展望

66-67

参考文献

67-69

致谢

69-70

附录

70-74

学位论文评阅及答辩情况表

74

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