| With the constant development of the economic integration throughout theworld and the higher and higher frequency of the global financial activities, thebanking industry develops rapidly. Faced with increasingly fierce competition, thedomestic large-scale commercial banks are undergoing tremendous changes of theirtraditional operation mode, antiquated service conception, and old business process,and transform themselves from "department banking" to "functional banking","intellectual banking".Operation service is the core and foundation of banking business. Thecentralization of business leads more and more processing affairs to go backstagefrom bank reception. As "factory" mode is getting more attention, the commercialbanks have set up centralized operation centers, in order to enhance the backstageoperation ability.As one of the31domestic provincial branches of Bank of China, Jilin Branchhas placed before20th in the system of Bank of China in the nearly three years ofappraisal, whose profits in the consecutive three years has exceed1,000,000,000witha significant improvement of the operating efficiency. Based on the traditional assetbusiness, liability business, intermediate business competition, Bank of China Jilinbranch proposed the conception of productive operation, seeking the way throughwhich a lot of window services can be moved to the backstage, backstage transactionscan be centralized, and centralized businesses can be high-efficiently improved,therefore, many non value-added services in front reception can be dealt in thebackstage in order to release the pressure of front personnel and system, thus, the customer experience will be improved.The P&R Clearing Centre—the department collecting and distributing thebackstage businesses, is playing the role of business-disposing centre. The businessin the P&R Centre has its own characteristics, existing the differences betweeninternational area and domestic area in business range, the volume differences inbusiness varieties, and differences between wave crest and trough in businessvolume. With backstage-centralization of the new collection of business, the P&RCentre will face a great personnel pressure. But it doesn’t means that more staff willbe increased, it means that the relations between the existing personnel, businessvolume, time spot of the transactions and new added business will be reasonablyarranged and dealt through optimizing the business process. The scientific method ofmanagement will help to alleviate and digest the personnel pressure caused by theincreasing business volume, in order to realize the real cost economization, andtherefore, to improve the profit level.In this paper we present elaborately the necessity and urgency to carry outanalysis of the operation ability according to the present situation of payment andreceiving clearing business of our bank, and also introduce the concept of “balancedproduction” from “lean manufacturing”, in which the payment and receiving clearingbusiness is divided into two categories,"changeable account" and "unchangeableaccount" with presenting three business processing efficiency levels of "pointpriority","period priority" and "no difference". On the basis of this theory and withthe computer as a tool, we carry on the job of business flow matching by applying"stopwatch measurement method","normal distribution method","mixedmethodology" and "knapsack algorithm". Through rearranging the order ofprocessing time of every P&R clearing transaction, the volume of business of eachperiod has been distributed evenly.Yet the practical application of this flow matching mode in the whole processwill be restricted and influenced by some prerequisites and external factors.Therefore, this paper also analyzed and proposed solutions. The application of this mode will play an active and promoting role to realize a scientific capacitymanagement, optimize the ability of P&R clearing operation, and thus, enhance theoperation productivity. |
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