随着目前世界格局的演进,尤其是中国加入世贸组织之后,中国的银行业遇

到了前所未有的挑战,依靠传统的手段己经很难同国际大鳄抗衡,精益六西格玛

就是在这种背景下映入银行业管理者的眼帘。由于其有效地结合了精益生产和六

西格玛,因此具有减少缺陷,缩短营运周期,降低服务或生产成本和提高顾客满

意度的优点,迅速得到了系统的应用,但是因为引进较晚,在理论和实践方面与

国外仍有一段差距。

柜面业务,是商业银行的关键业务渠道,是商业银行最直接对外的窗口和最

基本的展示界面。由于国有商业银行发展模式和战略的不断转型,柜面业务逐渐

成为商业银行服务质量和效率以及核心竞争力的关键标志。本文选择银行的柜面

业务流程为例,以建行大连支行为试点银行,将精益六西格玛作为银行战略的理

论基础,实现业务变革和解决问题。通过科学客观的量化方法、规范的DMAICL

分析流程来改进银行柜面业务流程中的问题和缺陷,其间,有效地的运用了 “客

户之声”的定性和定量方法,对客户的需求做了更为准确的分析和判断。根据得

到的关键质量指标,探其原因,项目组提出了具体的改进方案:首先应以客户为

核心,安排支行岗位和定义工作职责,优化人员配置;其次要实施“大厅制胜”

策略,对大堂经理的工作内容重新制定,从而更加明确大堂经理的功能和职责;

第三要时刻激励团队,营造一种积极向上的工作氛围和支行文化;第四要改进柜

面业务流程,对业务明确细分后,进行前后台分离;同时设立一套测评系统,适

当改变员工的考核模式和流程;最后应建立舒适、方便的营业环境。通过以上措

施的具体实施,有效地提高了银行服务质量、服务效率、产品销售量、客户满意

度和核心竞争力。

关键词:精益六西格玛;建设银行;柜面业务;流程优化

ABSTRACT

With the evolution of the current world situation, especially after China's accession

to the WTO,Chinese banking industry faced unprecedented challenges, relying on

traditional means has been difficult to compete with international predators, Lean Six

^igma catches bank eye industry managers in this context. Due to its effective

combination of lean manufacturing and Six Sigma, it has advantages of reducing defects,

shortening the operating cycle, reducing service and production costs and improving

customer satisfaction, what's more, it is applied to the system quickly, but because of

the late introduction, both in theory and practice has still a gap with foreign countries.

Counter business,as an important business channel of commercial banks, is the

most direct foreign window and basic describing interface of commercial banks. With

the restructuring of state-owned commercial bank business development and strategy,

counter business service functions and service levels become the key symbol of

commercial banks competitiveness. In the thesis, for example, choosing a bank counter

business process, the Dalian Branch of China Construction Bank as a pilot bank, the

thesis uses Lean Six Sigma as the theoretical tools to improve strategy、transform

business and solve problems, and the thesis improves problems and deficiencies in the

business process of the bank counter through scientific and objective quantitative

methods and standardized DMAICL analysis process, in the meantime, this thesis uses

qualitative and quantitative methods of the Voice of the Customer effectively to do a

more accurate analysis and judgment to the customer needs. Based on the obtained key

quality indicators, exploring its causes, the project team has made specific improvement

programs: First of all, it should set up customer-centric ^ arrange branch positions、define

job responsibilities, and optimize the allocation of staff; second we must implement

the “Hall of winning strategy to redefine the job content of hall manager, and make the

functions and responsibilities of managers more clearly; third it should focus on

motivating the team to create a positive working atmosphere and subculture; fourth it

needs to inprove counter business processes, achieving separation of front and back