Efficiency Optimization Design Of Construction Bank Of Yingkou Branch Business Department Deposit Front Desk

As the "Five-Point Line"of Liaoning becomes a national strategy, and the rapid development of Yingkou Coastal Industrial Base and Garden of Small and Medium-sized Enterprises, many domestic small and medium sized joint-stock commercial banks and city commercial banks have settled in Yingkou region one after another. Currently, financial institutions as banks have original 7 rise to 12 houses already in Yingkou area. Homogeneity of banking services makes the Competition among them more and more fierce.China Construction Bank of Yingkou Branch Business Department (Hereafter referred to as business department) as its largest and most complete types of business comprehensive network of in Yingkou area, has relatively heavy flow of passengers and high business complexity, that resulting in longer customer wait time, resulting in lower customer satisfaction.Under such keen competition situation, the bank has to improve working efficiency, promote customer satisfaction, to keep surging position in the competition. Therefore, the business department in order to maintain existing market share, improving efficiency, reducing customer wait time, and improving customer satisfaction are imperative.The business department can not using the traditional methods such as increasing the windows or the number of personnel and equipment configuration to improve service efficiency.Considering the constraints above, this design use of statistical methods related to working hours on business department of the statistical and measured the volume of business, considering the current operating conditions, anglicizing of the current work flow, personnel and facilities problems in use, using of project management theories to save to the network front staff, facilities and optimize the allocation of work flow, so that the high traffic, high degree of business complexity, customers waiting too long will be soluted. Fragment improving work efficiency, the staff relative increase in labor intensity, so how to reduce employee labor intensity is important. This design strives not to increase the number of network device configuration and the number of staff, to achieve the purpose of improving efficiency, reducing customer wait time, and finally to improve customer the purpose of satisfaction.This design is divided into four chapters。The first chapter is an introduction, that describes the background, purpose,significance, organized and innovation of this paper。The second introduced the current facilities, staffing, entitled"The Work Environment and Status of the Business Department Savings Front". This introduced the current facilities, staffing, and apply the theory of statistics for traffic statistics. It divided the"week" and "day" survey cycle respectively into time-sharing traffic drawn chart to find the passenger flow peak. The processing time for each business and the frequency is estimated to estimate the average length of time for business and the average waiting time. Then I analyze the current status of work, to point out the efficiency of the current problems. The third chapter entitled"Efficiency Optimization Design". Considering the available resources, this chapter use statistical methods to research the rationality of the current facilities and staff. Through the rational use of space, the seating of the staffs and the facilities will be arranged reasonably. Then the number of office facilities could be saved and the efficiency could be improved. This chapter also optimizes the business processes; decomposes the complex operations, and combines the steps, to shorten the time spent by the business. Finally, this chapter segregates different operations into simple and complex, Specializes the window, to increase the homogeneity of the window. Considering the efficiency Improvement inevitably increase in the labor intensity relatively, I also design holiday system, flexible working system and rotation system to control the labor intensity as possible. The third chapter entitled"Evaluation of Optimized". This chapter compares the results of this design with the original efficiency and customer satisfaction to test results on the design. At last I proposed that modern commercial banks could not rely on the increasing number of personnel and equipment of facilities to improve efficiency, but also optimize the facilities, personnel and process optimization.