The Study Of Construction Bank Dalian Branch Counter Business Processes Optimization Based Lean6σ

With the evolution of the current world situation, especially after China’s accession to the WTO, Chinese banking industry faced unprecedented challenges, relying on traditional means has been difficult to compete with international predators, Lean Six Sigma catches bank eye industry managers in this context. Due to its effective combination of lean manufacturing and Six Sigma, it has advantages of reducing defects, shortening the operating cycle, reducing service and production costs and improving customer satisfaction, what’s more, it is applied to the system quickly, but because of the late introduction, both in theory and practice has still a gap with foreign countries.Counter business, as an important business channel of commercial banks, is the most direct foreign window and basic describing interface of commercial banks. With the restructuring of state-owned commercial bank business development and strategy, counter business service functions and service levels become the key symbol of commercial banks competitiveness. In the thesis, for example, choosing a bank counter business process, the Dalian Branch of China Construction Bank as a pilot bank, the thesis uses Lean Six Sigma as the theoretical tools to improve strategy、transform business and solve problems, and the thesis improves problems and deficiencies in the business process of the bank counter through scientific and objective quantitative methods and standardized DMAICL analysis process, in the meantime, this thesis uses qualitative and quantitative methods of the "Voice of the Customer" effectively to do a more accurate analysis and judgment to the customer needs. Based on the obtained key quality indicators, exploring its causes, the project team has made specific improvement programs:First of all, it should set up customer-centric、arrange branch positions、define job responsibilities, and optimize the allocation of staff; second we must implement the "Hall of winning" strategy to redefine the job content of hall manager, and make the functions and responsibilities of managers more clearly; third it should focus on motivating the team to create a positive working atmosphere and subculture; fourth it needs to inprove counter business processes, achieving separation of front and back office businesses; the same time it needs to set up a reporting system for measuring and assessing the appropriate staff to change models and processes; finally, it should establish a comfortable and convenient business environment. Through specific implementation of the above measures, it improves the banking service quality, service efficiency, product sales volume, customer satisfaction and core competitiveness effectively.