中国银行运营流程再造研究

1. 绪论 (1)

1.1选题背景 (1)

1.2选题目的及意义 (2)

1.3研究思路 (3)

1.4研究方法 (4)

1.5本论文创新点 (5)

2.相关理论综述 (6)

2.1运营管理的概念及范畴 (6)

2.1.1运营管理概念 (6)

2.1.2运营的发展变迁与流程银行的变革 (6)

2.1.3运营的广度和深度 (7)

2.1.4运营价值 (8)

2.2业务流程再造理论 (8)

2.3银行流程再造理论 (9)

2.4 4C分析法。 (11)

3.国内外银行运营改革现状 (13)

3.1国外银行运营改革概况 (13)

3.2国内银行同业运营改革现状 (17)

3.2.1中国工商银行的运营改革现状 (17)

3.2.2中国建设银行的运营改革现状 (18)

4.中国银行运营改革现状 (21)

4.1运营改革现状 (21)

4.1.1在运营集中化操作方面 (21)

4.1.2在运营内控实务方面 (22)

4.1.3运营流程再造的成效 (23)

4.2运营改革的愿景及目标 (27)

5.中国银行运营流程所存在的问题 (28)

5.1中国银行现行运营流程存在的问题 (28)

5.1.1手工操作模式落后 (28)

5.1.2服务营销能力不足 (28)

5.1.3内控管理工作压力大 (28)

5.1.4网点人力资源占用过大 (28)

5.2中国银行运营流程集中过程中存在的问题 (28)

5.2.1前后台分离不彻底，加大了运营管理成本 (28)

5.2.2流程设计缺乏差别化和多样化 (29)

5.2.3各业务流程彼此不协调、甚至冲突 (29)

5.2.4前中后台之间关系层次不清，资源配置不尽合理 (29)

5.3中国银行运营流程再造主要难点分析 (30)

5.3.1重视程度不够，地位不高 (30)

5.3.2职能定位不清晰，协调较难 (30)

5.3.3流程、文化欠缺，基础不牢 (30)

5.3.4风控体系不到位，增值较弱 (31)

5.3.5队伍素质不高，支撑不强 (31)

6.中国银行运营流程再造方案 (33)

6.1建立科学的运营管理架构 (33)

6.2建立前后台分离、后台操作集中的运营模式 (34)

6.2.1梳理业务集中处理机会，建立集中操作中心 (34)

6.2.2以“大运营”理念建立共享服务中心 (36)

6.3几个主要运营流程改造方案 (38)

6.3.1票据交换业务的流程再造 (38)

6.3.2汇入汇款业务的流程再造 (40)

6.4完善运营流程再造过程中的风险管理 (41)

6.4.1运营流程再造中面临的操作风险 (42)

6.4.2运营流程再造中操作风险存在的不足与隐患 (43)

6.4.3运营操作风险流程再造方案 (44)

6.5中国银行运营流程再造方案的保障措施 (49)

6.5.1加强领导，推进流程改造的组织架构建设 (49)

6.5.2大力发展信息科技手段，提供重要的技术保障 (49)

6.5.3健全运营再造合规机制，有效应对各类风险 (51)

6.5.4持续开展运营流程再造和优化，不断完善运营体系 (51)

6.5.5强化运营团队建设，优化运营队伍结构 (52)

6.5.6加强检查与辅导，保证运营流程再造方案执行到位 (53)

7.结论 (54)

参考文献 (55)

致谢 (58)

Contents

1. Introduction (1)

1.1 Selected topic background (1)

1.2 The purpose and significance of the topic (2)

1.3 Research ideas (3)

1.4 Research methods (4)

1.5The innovation of this paper (5)

2.Review of relevance theory (6)

2.1The concept and category of operations management (6)

2.1.1 Operations management concepts (6)

2.1.2 Operation development vicissitude and flow bank transformation (6)

2.1.3 Breadth and depth of operation (7)

2.1.4 Operation value (8)

2.2 The theory of business process reengineering (8)

2.3 Bank Reengineering Theory (9)

2.4 The 4C analysis method (11)

3.Reform of banking operations at home and abroad (13)

3.1 Reform of foreign banks operating profile (13)

3.2 Reform of domestic interbank operations (17)

3.2.1 Reform of ICBC's operating status (17)

3.2.2 Reform of CCB's operating status (18)

4.Reform of Bank of China operations status (21)

4.1 Reform of operation (21)

4.1.1 In the operation of centralized operation (21)

4.1.2 In the operation of internal control practice (22)

4.1.3 Operation process reengineering effect (23)

4.2 Vision and goals of the operation of the reform (27)

5.Problems in the Bank of China operations (28)

5.1 Bank of China's existing operational processes the problem (28)

5.1.1 The manual operation mode is backward (28)

5.1.2 Service marketing ability is insufficient (28)

5.1.3 Controls from the inside the supervisory work pressure high (28)

5.1.4 Network human resources take up too much (28)

5.2 Bank of China operations process focused on problems in the process (28)

5.2.1 The first backstage separation was not thorough, has enlarged the operation management cost (28)

5.2.2 Process design and lack of differentiation and diversification (29)

5.2.3 Disharmony among business processes and even conflicts (29)

5.2.4 The relationship between the front background level is unclear, the allocation of resources is not reasonable (29)

5.3 Bank of China operations analysis of the main difficulties of BPR (30)

5.3.1 Attention degree is not enough, the status is not high (30)

5.3.2 The functions of positioning is not clear, coordination more difficult (30)

5.3.3 The flow, the culture are short of, the foundation is not firm (30)

5.3.4 Risk management systems are not in place, adding value is weak (31)

5.3.5 Team quality is not high, support is not strong (31)

6. Bank of China operations reengineering program (33)

6.1 Establish a scientific operational management structure (33)

6.2 Establishing operations before and after separation, the background concentration of operation mode (34)

6.2.1 Combing the centralized processing opportunities and establish a centralized operations center (34)

6.2.2 By "big operation" shared service center concept (36)

6.3 Several major business process reengineering programme (38)

6.3.1 Bills of exchange of business process reengineering (38)

6.3.2 Inward remittance business process reengineering (40)

6.4 Perfect operation process reengineering of the risk management process (41)

6.4.1 Operational risk facing the operation process reengineering (42)

6.4.2 Hidden troubles and operation risk process reengineering in the presence of (43)

6.4.3 Business process reengineering of operational risk programme (44)

6.5 bank of china business process reengineering program of safeguards (49)

6.5.1 Strengthen leadership, promoting the construction of process reengineering organizational structure (49)

6.5.2 Vigorously developing information technology, provides important technical support (49)

6.5.3 Improve operations recycling regulatory compliance mechanism, and

effectively respond to all categories of risk (51)

6.5.4 Ongoing business process reengineering and optimization, and constantly improve the operating system (51)

6.5.5 Strengthening the operation team construction, optimizing the operation team structure (52)

6.5.6 Strengthen inspection and guidance, ensure the operation of BPR implementation in place (53)

7.Conclusion (54)

References (55)

Thanks (58)

摘要

随着中国金融市场的日趋成熟，直接融资比例将进一步扩大，利率市场化的推进将进一步缩小存贷利差，银行传统信贷业务的盈利空间进一步压缩，未来商业银行的竞争将更加激烈。作为商业银行核心竞争力不可或缺的组成部分，运营能力将扮演更加重要的角色。后台成本的降低可提高产品定价的竞争力，后台运营的质量和响应速度可改善客户体验、黏住客户进而夯实客户基础，后台运营合理布局可有效支持网点扩张并提升网点效能。所以，必须从我国经济实际情况和银行业的特点出发，结合国内外先进的银行再造理论，对中国银行的运营流程进行再造。

本文运用了理论与实践相结合、规范分析与实证分析相结合、比较分析法、统计分析法、4C分析法等方法，对西方银行和国内银行的运营发展现状进行了对比分析，指出中国银行当下运营所存在问题，得出运营流程再造的必要性。然后从宏观层面提出组织结构的再造，并关注运营流程再造前中后风险的过程管理。从而得出结论：运营流程再造是大势所趋，且必须组织架构再造和业务流程再造两者并重，同时重视流程再造过程的各类风险管理。本研究的创新点主要有两方面：一是提出组织结构的再造，从宏观层面考虑，将组织结构的再造纳入整个运营流程再造之中，从而从组织上保证运营业务流程的再造。二是关注运营流程再造过程的风险管理，将风险管理提前纳入运营流程再造过程之中，从而规避运营流程再造前中后的潜在风险。

关键词：国有商业银行；流程银行；运营工业化；运营流程再造