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论文编号：	4792
作者编号：	2120102699
上传时间：	2012/12/11 20:12:14
中文题目：	天津市住房公积金管理中心业务流程再造研究
英文题目：	Business process reengineering research of Tianjin housing fund Center
指导老师：	周晓苏
中文关键字：	住房公积金;业务流程再造;提高效率;模块化
英文关键字：	housing fund;business process reengineering;efficiency improving;modular
中文摘要：	本文通过对天津市住房公积金管理中心（以下简称“天津中心”）现有业务流程下，业务审核要求难以统一，业务办理层级众多，业务办理与记账不同步，中心与建行账务记载不同步，业务创新受到较大制约等方面的问题进行分析，旨在发掘造成这些问题的根本原因。通过研究发现，只有对天津中心现有的业务流程进行彻底改造，才能从根本上解决业务办理过程中存在的诸多问题。通过对现有流程各个环节进行梳理，去除不必要环节，简化、整合必要环节，解决天津中心现存的、制约运行效率的众多问题。业务流程的改造将贯彻“以客户为中心”的理念，以提高业务办理效率，有效控制风险以及业务持续性改进为最终目标，确立自主审核、独立记账的设计思路。通过业务流程模块化，将业务办理过程中的业务受理、风险控制与审核以及账务核算进行整体划分，分别整合为前台、中台、后台三大模块，各大模块又各自包含众多的子模块，模块之间通过逻辑的调用关系形成各业务流程，模块既相互联系又不相互影响。天津中心可以根据不同业务的需要单独对其中某个模块进行改进和完善，而不影响整个系统和其他流程的正常运行。通过将账务记载与业务办理相剥离，保证了后台记账模块不受前、中台业务持续改进的影响，确保记账的稳定性和连贯性。通过增加资金汇划职能，调整相关的会计科目设置，满足新流程对记账的要求，有效解决了业务办理与账务记载时间差的问题。通过分析天津中心业务流程再造工作所具备的优势以及面临的劣势，制定具体的解决方案，分阶段对业务流程再造工作进行合理的组织安排，确保改造工作能够顺利进行。业务流程彻底改造后，天津中心业务办理效率将大幅提高，并能够依据客户不断变化的需求及时推出新的业务品种和服务，成为国内公积金体系内发展创新的领先者。
英文摘要：	This paper aims to explore the fundamental causes of the problems such as business auditing requirements being difficult to unify, too many business process levels, business process and accounting being not synchronized, business hard to be innovated, by analyzing the existing business processes of Tianjin housing fund center. The study found that only reform the existing business management model that could be solve the many problems that exist in the process. From sorting out the every step of business processes, removing unnecessary steps, simplifying and integrating the necessary steps, we can solve the existing problems which constraints the operational efficiency of Tianjin Center. Business process reengineering will highlight the "customer-centric" concept, in order to improve business process efficiency, effective control risks and continuous improve business as the ultimate goal, which is to establish the fundamental principle of independent audit and independent accounting. Through the process modular, the whole business will be divided into front business acceptance module, middle risk control and audit module and back accounting module. Every major module contains a number of sub-modules, which form business processes by the logical call relationship. They are interrelated but not affect each other. The center can individually improve and perfect one module or sub-module according to differently business needs, without affecting the normal operation of the entire system and other processes. In the new process, accounting records will be separated from business process in order to avoid the affect from continued improvements of front module and middle module. Accounting records will be stability and continuity. By increasing the fund transfer functions and adjusting the accounts set in the new fund management model, the requirements of independent accounting will be met, which is an effective solution for the time difference between business and accounting records. Through analyzing the strength and weakness of business process reengineering work, this paper presents a specific solution. Through making the whole work assigned to the relevant departments and organizing arrangements rationally, the process reengineering work can be successfully completed. Under the new business process, the business efficiency of center will be improved significantly. New variety businesses and services will be launched timely in accordance with the changing needs of our customers. Tianjin housing fund management center will become a domestic leader in the aspect of housing fund innovating and developing.
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