摘要
始于摩托罗拉的六西格玛管理和始于丰田汽车的精益思想自上世纪九十年代起开始在全球制造业企业中被广泛应用,并逐步拓展到金融、医疗、政府等服务领域,在帮助企业有效提高了产品和服务质量的同时,提升了生产和服务效率.本世纪初,有学者提出将六西格玛管理和精益思想相结合,通过提高质量来提升速度,同时又通过提升速度来提高质量,并最大程度降低成本,这就是精益六西格玛.如今,精益六西格玛已在全球许多大型商业银行被广泛应用,其中包括美国银行、花旗银行、汇丰银行和摩根大通等.
随着我国经济快速发展,银行业的竞争日趋激烈,不仅越来越多的外资银行进入中国,许多非银行金融机构也纷纷加入这场竞争,银行业对民营资本开放也是热议的话题.当前,国内商业银行正加快转型发展,注重提升服务质量和服务效率,在降低营运成本的同时提高客户满意度,增加收入,提高商业银行的综合竞争力,而精益六西格玛在这一方面有其广阔的用武之地.
本文从精益六西格玛理论着手,参考了国内外的研究成果和实践经验,结合了商业银行业务特征和经营环境,并通过笔者曾经工作的一家国际着名商业银行客户登陆周期改进项目的案例分析,探讨和研究了如何在商业银行管理中应用精益六西格玛这一以客户需求为导向、基于数据分析、面向流程的管理思想,从而帮助银行提高服务质量和服务效率,降低营运成本,并最终提高股东回报.
关键词: 商业银行;精益;六西格玛
Abstract
Originating from Motorola and Toyota, Six Sigma and Lean Production have beenwidely applied in manufacturing industry since the 1990s and then extended to thefinancial, medical, government and other services industries across the world. They helpedcompanies to effectively improve product and service quality and meanwhile enhance theproductivity. At the beginning of the 21stcentury, the opinion to combine the Six Sigmaand Lean Production was proposed. It means to increase productivity by improving quality,and to improve quality by increasing productivity, which results in cost reduction to thegreatest extent and improvement of customer satisfaction. That is what is called Lean SixSigma. Nowadays, Lean Six Sigma has been widely used in large international commercialbanks such as Bank of America, Citi Bank, HSBC and JP Morgan Chase, etc.
With fast economic growth, China's banking industry is facing increasingly fiercecompetition, with competitors not only from more and more foreign banks, but also frommany non-bank financial institutions. Besides, China's banking sector will be graduallyopened to private capital that has been itching for this market for a long time. At present,China's local commercial banks are speeding up the transformation with one of the focuseslaid on improving service quality and efficiency which will help to reduce operating cost,improve customer satisfaction, and finally enhance the overall competitiveness.
Starting with the Lean Six Sigma theory, this paper links domestic and foreignresearches as well as practices with commercial bank's business character and operationenvironment. With a case study for a well-known international commercial bank'scustomer onboarding cycle improvement project, this paper is to explore how the Lean SixSigma – an approach oriented by customer needs, process and data analysis, can be appliedin commercial banks and help them to improve service quality and productivity, andultimately harvest the shareholder's return.
Keywords: Commercial Bank; Lean; Six Sigma
目录
摘要
Abstract
第 1 章 绪论
1.1 选题背景
1.2 研究目的
第 2 章 精益六西格玛理论综述
2.1 六西格玛管理概述
2.2 精益思想概述
2.3 精益与六西格玛的相互结合
2.4 精益六西格玛与其他管理方法的区别
2.5 精益六西格玛在国内外商业银行的应用实践
第 3 章 精益六西格玛在商业银行管理中的适用基础及价值
3.1 商业银行的业务特征
3.2 建立应用精益六西格玛的基础架构
3.3 精益六西格玛对于商业银行管理的价值
第 4 章 A 银行企业客户登陆周期改进项目分析
4.1 A 银行背景及业务概况
4.2 精益六西格玛项目的选择
4.2.1 第一重筛选
4.2.2 第二重筛选
4.2.3 A 银行精益六西格玛项目的选择
4.3 精益六西格玛改进的标准模式
4.4 项目定义
4.4.1 定义阶段的要求及常用方法
4.4.2 A 银行的项目定义
4.5 项目测量
4.5.1 测量阶段的常用方法
4.5.2 A 银行的项目测量
4.6 项目分析
4.6.1 分析阶段的常用工具
4.6.2 A 银行的项目分析
4.7 项目改进
4.7.1 改进阶段的常用方法
4.7.2 A 银行的项目改进
4.8 项目控制
4.8.1 控制阶段的主要工作
4.8.2 A 银行的项目改进成果及后续控制
第 5 章 我国商业银行应用精益六西格玛的建议
5.1 我国商业银行应用精益六西格玛的建议
5.2 主要结论
参考文献
