在这一趋势下,农业银行通过流程再造,对自身运营管理模式进行了大刀阔
斧的改革,将原本以单个网点为单位的分散的运营模式转变为前台接单、后台作
业的集中运营模式,将部分交易处理、风险管理职能向后台转移,旨在减轻网点
柜员的操做压力及网点运营主管的审核压力,保证业务处理规范性,提高业务处
理效率。这样的流程改变与银行网点的战略转型相适应,从业务处理流程方面保
证了柜员由操作性向营销型转变、主管则有更多的时间精力做好网点运营的综合
管理工作。2010年以来,农业银行确立了“三大集中项目,即集中作业、集中
授权、集中监管。先后完成了集中授权体系建设,集中作业平台设计及研发、运
营监管平台研发,搭建起了全行统一的集中作业业务处理平台并实现了对柜面交
易的全员、全程、全面监管
本文的出发点为阐述农行L分行自实施后台集中运营以来较为突出的运营条
线工作人员士气低迷、前后台协同作业流程不畅、后台集中运营模式下反复审核
等问题,并从农业银行人事管理制度、运营考核方案、业务流程设置等方面分析
问题产生的原因,最后提出网点运营条线人员激励、运营条线人员业务技能提升、
实施具备一定容忍度的考核制度等优化建议
商业银行实施后台集中运营模式是大势所趋,但是由于银行运营管理工作的
范围广、强度大、复杂程度高,商业银行在推行集中运营模式过程中遇到了各种
各样的实际问题。只有将理论创新和业务实践有机结合起来并不断进行动态调整,
才能充分发挥后台集中运营模式的优势,实现商业银行的高效规范平稳运转,进
而有效提升客户的服务体验
关键词:农业银行流程再造后台集中运营
I Abstract
With the deepening of China&39;s reform and opening up, especially since the entry of
foreign banks into the Chinese market, the pressure of competition in the banking sector
is increasing. In order to meet the growing customer demand for financial services,a
series of changes in the functions of banks, from the traditional currency settlement
operators and intermediary,gradually transformed into a foil range of financial service
providers; bank outlets also turned into retail financial supermarket. Corresponding to
the operation management and operation system of the bankfs internal adjustment must
be made, improve work efficiency, ensure the quality of work and unified operation
standard as the basic guarantee for the bank to provide quality and efficient financial
services for customers.
Under this trend, the Agricultural Bank through the recycling process, the reform
of their own make snap operation and management mode, will originally change unit
decentralized operation mode orders, background operation for the centralized operation
mode for a single dot, will be part of the transaction processing and risk management
fimction to the background transfer, aimed at reducing the branch teller the operating
pressure and the network operation supervisor audit pressure, ensure business process
standardization, improve the service efficiency. The change of process and bank outlets
such a strategic transformation to adapt from the aspects of business processes to ensure
the transition from operation to the teller marketing supervisor have more time and
energy to the network operation integrated management. Since 2010, the Agricultural
Bank established a centralized operation, centralized authorization, centralized
supervision for the content of the three concentration project,has completed the
construction of centralized authorization system, centralized operation platform design
and development,operation supervision platform,set up a centralized operation service
platform bankwideconsistent. At the same time,the supervision system of data sharing
as the starting point,supervising system of accounting supervision and implementation
of functional integration, to counter transactions full, full and comprehensive
supervision.
Ill The starting point of this work is on the ABC L branch since after the
implementation of centralized operations too prominent operation line staff morale,
collaborative work before and after the process is not smooth,the background
concentration of the operation mode of repeated audit, and analyze the causes of the
problem from the agricultural bank management system, operation evaluation system
and business process setting, and finally puts forward the network operation line staff
motivation,operation line professional skill,have a certain tolerance appraisal system
and implementation of optimization suggestions.
Commercial banks to implement the background centralized operation mode is to
represent the general trend driven, but becatise of the wide scope of bank management
and operation, high strength, high complexity, commercial banks encountered various
problems in the implementation process of centralized operation mode. Only the theory
innovation and practice organically and to adjust, in order to give full play to the
advantages of centralized backstage operation mode, stable operation, norms of
commercial banks, and thus effectively enhance the customer service experience.
Key words: Agricultural Bank of China, process reengineering, centralized
operation
IV 目录
m ^ I
Abstract Ill
第1章导论1.1研宄背景1.2研宄意义1.3国内外研究现状1.3.1国外研宄现状1.3.2国内研宄现状1.4研宄思路与方法
5 .
1.4.1研宄思路1.4.2研宄方法1.5研究内容第2章相关理论基础2.1核心概念界定2.1.1商业银行运营管理体系2.1.2后台集中运营模式2.2相关理论2.2.1运营管理理论2.2.2业务流程再造理论2.2.3全面质量管理及六西格玛管理理论第3章农行L分行后台集中运营模式现状及问题分析3.1农业银行运营模式发展历程3.1.1农业银行传统运营模式3.1.2农业银行运营模式的再造3.2农行L分行后台集中运营模式现状3.2.1农行L分行基本情况介绍3.2.2农行L分行后台集中运营模式建设历程V 3.3农行L分行后台集中运营模式存在的问题
23
3.3.1网点运营条线人员工作积极性问题
23
3.3.2前后台协同作业流程不畅
24
3.3.3后台集中运营模式下反复审核问题
25
第4章农行L分行后台集中运营存在问题的原因分析
27
4.1网点运营条线人员工作强度过大
27
4.1.1网点柜员的工作困境
27
4丄2网点运营主管的工作困境
28
4.2操作人员业务水平参差不齐导致作业流程不畅
29
4.2.1网点柜员操作准确度偏低
29
4.2.2后台中心主管职责定位偏差
29
4.3作业质量考核过于苛刻影响运营效率
30
4.3.1作业质量考核办法
30
4.3.2执行考核办法对前台操作人员的影响
32
第5章提升农行L分行基于集中作业的运营管理水平的建议
33
5.1网点运营条线人员激励方案
33
5.1.1明确网点运营主管工作范围
33
5.1.2建立合理激励机制提升基层柜员工作热情
34
5.2运营条线人员业务操作技能提升方案
35
5.2.1加强前台操作人员业务能力及操作技能培训
35
5.2.2强调后台部门的审核职能,加强前后台配合
35
5.3实施具备一定容忍度的运营质量考核方案
36
第6章结论与展望
39
参考文献 41
g M 45
攻读学位期间的研究成果
47
VI 第1章导论
第1章导论
1.1研究背景
近年来,随着我国改革开放的深入,尤其是允许外资银行进入中国市场以来,
银行业竞争压力日益增大。为满足客户日益增长的金融服务需求,银行的职能发
生了一系列的改变,由传统的货币经营者和结算中介,逐步转变成为全方位的金
融服务提供者;银行营业网点也转变成为零售型金融超市。与之相适应的,银行
内部的运营管理及作业体系必须做出调整,提高作业效率、保证作业质量、统一
作业标准成为银行为客户提供优质快捷的金融服务的基本保证。上世纪80年代以
来入银行业引入运营管理的概念。世界领先的大型银行开始了以运营管理体系构
建为核心的转型改革,前后台分离后台集中标准化作业模式成为主流。与以前台
为主的传统分散作业运营模式相比,集中作业模式的巨大优势主要体现在作业效
率、作业质量、风险控制等方面。这种工业化、标准化、集约化的运营思路同样
适用于国内商业银行。包括农行在内的多家银行通过实施业务流程再造,对自身
的运营管理流程进行了大刀阔斧的改革,即建立柜面业务后台处
==>>