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论文编号：	6671
作者编号：	2220120422
上传时间：	2014/12/3 16:11:38
中文题目：	精益服务在中信银行零售银行业务管理的应用研究
英文题目：	Researching Of Lean Service in Retail-banking Of China CITIC Bank
指导老师：	许晖
中文关键字：	精益服务;精益思想;中信银行;零售业务
英文关键字：	Lean service; Lean thinking; China CITIC Bank; Retail-banking
中文摘要：	伴随着我国对内改革对外开放的步伐，经济从体制上发生巨大的变化，其一便是关系国际民生的大型国有控股企业集团垄断地位不断加强，其二，我国各个行业开始吸纳私营经济以及个体经济，非公经济迎来了大的发展机遇。于此同时，在2001年加入WTO后，2006年又全面放开了银行人民币业务，资本市场的不断发展，债券市场的逐步活跃，商业银行竞争开始白热化，大型企业出现金融脱媒现象，商业银行信用中介的作用逐渐被淡化，凡此种种迫使商业银行调整经营策略。 　　在这种情况下，商业银行尤其是中小商业银行，如中信银行等，开始寻求零售业务的突破口，急于通过流程再造，内部改革，从粗放经营到精细化管理过度，通过网络银行等现代化手段改善客户服务，试图打造零售业务以替代公司业务的萎缩量。与公司银行业务一样，零售银行的根本也在于服务，但也有不同方面，零售银行服务的一个个单独自然人，其服务宗旨与传统零售业并没有大的差异，因此通过精益服务进行零售银行的流程再造是一种有益的尝试。 　　本研究的结构安排如下。首先该篇论文对研究的背景和目的进行了简要介绍，并给出了本文将要研究的内容、使用的理论、方法及全文的结构框架。同样在该部分，本文综述了国内外内关于精益服务的一些最新研究成果，从中汲取可以改善中小商业银行精益管理的理论和方法论指导。在第二部分，论述了中信银行零售业务网点转型前存在的问题，包括中信银行零售业务的发展现状，提出在零售服务标准、服务效率和服务质量上存在的问题，以及在零售网点转型存在的问题。在第三部分，研究了精益服务在中信银行零售业务管理中的应用，分别通过精益思想、精益流程、精益5S来分析和解决中信银行零售服务标准、服务效率和服务质量的问题。在第四部分，通过组织保障、计划的制定、企业文化建设三方面来分析精益服务在中信银行零售银行业务中的保障。在第五部分，研究了精益服务在中信银行零售业务中的实践和应用，分别从零售营业经理转型、分层授权、零售柜员转型三个案例进行详细分析。最后是结论部分。归纳结论观点及本文不足之处，提出有待探讨的问题。
英文摘要：	With the deepening of China reform and opening up, economic system structure has undergone enormous changes, which is the international relations livelihood monopoly of large state-owned holding enterprise group status has been strengthened, and, Chinese various industries began to absorb the retail economy and individual economy, that usher in greater development opportunities. At the same time, in 2006 after that had joined the WTO in 2001, and the full liberalization of the banking business of RMB, the development of capital market, the bond market gradually active, the competition of commercial banks started to heat up, large enterprises financial disintermediation and credit intermediary commercial banks used to play down gradually, all these forcing commercial banks to adjust their operation strategies. 　　　In this case, commercial banks, especially small and medium-sized commercial banks, such as China CITIC Bank, began to seek the breakthrough of retail business, rush through process reengineering, internal reform, from extensive management to fine management is excessive, improve customer service by means of network bank modernization, shrinking the volume of trying to build the retail business in order to replace the company's business. As with corporate banking, retail banking is also the basic services, but also has different aspects of retail banking services of a single natural person, and there are no major differences between the service aim and traditional retail, so through the lean service for retail banking business process reengineering is a beneficial attempt. 　　　The structures of this study are as follows. In the first part, we briefly introduce the background and purpose of the study, and which content will be researched, the theory that will be used, method and the structure. In this part, we reviewed the domestic and foreign about lean service of the latest research results; learn from the theory and the method which can improve China CITIC Bank retail-banking of lean management theory guidance. In the second part, we discussed the existence of retail business of CITIC Bank transition problems, including the development of retail business of CITIC Bank, forward to the existing in the retail service standards, service efficiency and service quality problems, and that existing in the transformation of retail. In the third part, research the application of lean service in China CITIC Bank Retail business management, were analyzed through the lean thinking, lean process, 5S and solve the CITIC Bank retail service standards, service efficiency and service quality problems. In the fourth part, at the three aspects of organization guarantee, plan, the building of enterprise culture, we analyzed of lean service in China CITIC Bank Retail Banking guarantee. In the fifth part, we studied the practice and application of lean service in China CITIC Bank Retail business, retail sales manager respectively from the transformation, hierarchical authorization, retail teller transition three detailed case analysis. The last part is the conclusion. The conclusion views and deficiencies in this article put forward the issues to be discussed
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