本文選題：運營管理 + 一般業(yè)務憑證��； 參考：《河北工業(yè)大學》2013年碩士論文

【摘要】：近年來隨著市場競爭壓力的日益劇增，我國商業(yè)銀行均致力于業(yè)務經營轉型，對長期以來自身業(yè)務流程及相關組織架構進行深刻反思，將更多的精力及資源配置從單純的網(wǎng)點擴張、產品競賽轉換到流程優(yōu)化建設，提升運營效率上來。 本文在梳理ABOC銀行一般業(yè)務憑證現(xiàn)有管理流程的基礎上，結合標準化管理及精益管理的相關理念，對大型商業(yè)銀行的一般業(yè)務憑證管理流程進行了分析并結合金融業(yè)發(fā)展趨勢提出了可行性的發(fā)展建議。 本文主要按照“發(fā)現(xiàn)問題—分析問題—給出解決方案—分析方案可行性”的脈絡進行展開。第一章主要簡要介紹了ABOC銀行的企業(yè)概況，并對本文的研究意義、背景及主要內容、研究重點、選題意義等加以陳述。第二章對本文研究所涉及的標準化及精益管理的理論基礎予以簡要概述，說明國內外研究現(xiàn)狀。第三章主要通過對ABOC銀行一般業(yè)務憑證流程現(xiàn)狀的分析和研究，結合實際情況對流程的設置及發(fā)展情況中存在的問題進行了深入分析。第四章結合標準化管理及精益管理的相關理念，結合商業(yè)銀行業(yè)務流程特點，，對一般業(yè)務憑證的管理流程進行梳理和分析，并提出優(yōu)化思路和具體的實施方案。將整個標準化管理工作分為四個階段，即基礎工作（準備階段），該階段主要是確立標準化管理工作的領導小組及提升其在企業(yè)內部的認同度；第一階段工作主要內容為建立管理規(guī)范，確立管理標準，使生產系統(tǒng)具備柔性；第二階段為具體實施階段，主要內容為按照標準化規(guī)范重建一般業(yè)務憑證體系，并對柜面作業(yè)建立詳細的作業(yè)標準；第三階段為延伸階段，在憑證標準化、柜面作業(yè)規(guī)范化的基礎上，可將于一般業(yè)務憑證相關的外延設備及服務體系也納入標準化管理范疇，在嚴格控制運營成本的基礎上有效提升作業(yè)效率。
[Abstract]:In recent years, with the increasing pressure of market competition, Chinese commercial banks are committed to business transformation, and deeply reflect on their own business processes and related organizational structure for a long time. More energy and resource allocation from pure network expansion, product competition to process optimization to improve operational efficiency. On the basis of combing the existing management process of ABOC bank's general business voucher, this paper combines the related concepts of standardized management and lean management. This paper analyzes the general business voucher management process of large commercial banks and puts forward feasible development suggestions combined with the development trend of the financial industry. This paper is mainly carried out according to the context of "finding problem-analyzing problem-giving solution-analyzing scheme feasibility". The first chapter mainly introduces the general situation of ABOC Bank, and describes the significance, background and main content of this paper, the focus of the research, the significance of the selected topic and so on. The second chapter gives a brief overview of the theoretical basis of standardization and lean management, and explains the current research situation at home and abroad. The third chapter mainly through the ABOC bank general business voucher process present situation analysis and the research, unifies the actual situation to the process establishment and the development situation existence question has carried on the thorough analysis. The fourth chapter combines the relevant concepts of standardized management and lean management, combined with the characteristics of business processes of commercial banks, to sort out and analyze the general business voucher management process, and put forward the optimization ideas and specific implementation plan. The whole standardization management work is divided into four stages, namely, basic work (preparation stage), which is mainly to establish the leading group of standardization management work and to enhance its identity degree within the enterprise; The main content of the first stage of the work is to establish management norms, establish management standards and make the production system flexible; the second stage is the concrete implementation stage, and the main content is to rebuild the general business voucher system according to the standardized norms, The third stage is the extension stage. On the basis of the standardization of vouchers and counter operations, the extension equipment and service system related to general business vouchers can also be brought into the scope of standardized management. In strict control of operating costs on the basis of effective operation efficiency.
【學位授予單位】：河北工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272;F832.3

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本文編號：1943243