Research On Teller Risk Control Of Business Process Reengineering Project Of G Bank Shenhe Branch

In2008, G bank has begun to implement business process reengineering project.Business process reengineering is the use of electronic imaging technology andworkflow technology, the existing business process is decomposed into outlets as theinitiating, head office as background centralized processing mode. G bank’s businessprocess reengineering project starts relatively late in China, although there are severallarge commercial banks’ successful case as the references. However because of thedifference among each banking business, and the limited cognition of bankingpersonnel on process transformation, G bank business process reengineering will be anew exploration of its own business process reengineering process. The BPR projectis facing tellers’ risk, the only way to avoid the incident and make sure the smoothprogressing of this project is to identify the risk, then make a reasonable control, andeventually carry out an effective risk control measures.The purpose of this study is to use the risk management theory and itscombination with the practical examples in the G bank process reengineering tocontrol the tellers’ risk in project practice, to solve the tellers’ risk problem during theprocess of reengineering the bank project, and to study how G bank could avoidtellers’ risk in business process reengineering project by using scientific riskmanagement.This essay is based on the G bank ShenHe branch as the main research object,combined with the actual case of G Bank Reengineering project flow and the ShenHebranch’s daily practice. In order to reveal the tellers’ risk involved in G bank businessprocess reengineering project. According to the flow chart analysis, it shows that theteller do not examines the bill carefully before the bill document fragments has beenuploaded to the head office for processing and the head office workers can not distinguish the authenticity of the document, thus it’s easy to put the teller in the riskof fraud. Due to the lack of business process reengineering training, and the qualitydifference, the teller may form the teller compliance risk when they are not operatingaccording to the new business process timely and accurately. Through the examplesof proof that not in accordance with the new requirements of operation process willcreate the bad debt risk. Based on the new business process analysis of businessprocess reengineering project, the new process excessively emphasizes the customerneeds and the customer experience. This reduces the necessary links which may leadto the bank business flow distortion. When coupled with the new process, the newprocess is too cumbersome and the maneuverability is not strong, which results in theimperfect BPR project process and the teller embezzled funds risk. In the light ofdifferent teller risk, different reasons are analyzed. Using the risk management theorytogether with the actual work experience, the new process makes exploratory processbank project teller risk control measures. Specific measures includes thecomprehensive ability cultivation and project team construction, strengthening thebusiness process reengineering project training, business director of business processreengineering project tracking review, and making the ShenHe branch of the businessprocess reengineering project emergency plan.This article through the exploration and analysis of the G bank business processreengineering project ShenHe branch teller risk control measures, propose theconstructive suggestions to the G bank business process reengineering project thewhole bank teller risk control so as to carry out smoothly the G bank business processreengineering project, to avoid bank capital lose and to protect the customer and bankcapital safety.