Service Quality And Efficiency Promotion Research Of GF Bank J Branch

Along with the gradual implementation of strong supervision and neutral monetary policy,price competition on the traditional credit market will be further enhanced.Besides,the new competitive situation is escalating,and the financial companies are competing fiercely for business.Some internal factors restrict the development of traditional banking,which includes operationprocess,stereotype thinking pattern and labor cost.In the new situation,we need to adjust the management strategy,change the management mode,improve the customer base and strengthen the integrated service level.Lean Six Sigma Theory has been proved to be an effective tool in industrial enterprises and international financial institutions,which can help us to increase the production and operation efficiency,improve the service process,elevate customer satisfaction and expand profit margins.China Guangfa Bank,a national joint-stock commercial bank,faces new opportunities and challenges accompanied by the increased capital investment of China Life.Therefore,it requires us to complement the enterprise transformation and upgrading,and improve service quality.In this paper,Lean Six Sigma theory is applied to improve the quality and efficiency of service in J branch of China Guangfa Bank.First,we should study the relevant research results at home and abroad,and lay a theoretical foundation for practical application.Second,through questionnaires,internal talks and other forms of enterprises,I found that China Guangfa Bank J branch service production process short board.The service short board is characterized by less service window,slow service speed and long maintenance time.Third,propose improvement plan.On the problem of diagnosis based on analysis of the China Guangfa Bank J branch operation service,the key of improving the quality and efficiency is two point.One is throughing the establishment of a reasonable range of man-machine operations to enhance staff job satisfaction,and to create a lean Six Sigma theoretical practice of cultural atmosphere.Another one is optimizing the processes which one bank deposit money in another bank in accordance with the DMAIC model,because of its more manual,time-consuming and easy to carry out.Attention to the collection of basic data and classification and analysis of data through flow charts.Fourth,implement the program.By comparing the data before and after process optimization,we can get the results of the application of Lean Six Sigma Theory and the improvement of customer satisfaction.Through the formulation of the system,staff training,into the assessment and other methods to Control the implementation by some way,such as developing systems,employee training,and bring service indicators into assessment standards.Fifth,summary and outlook.Above all,we combines lean thinking and six sigma theory,and apply it to the process optimization of financial business operations.In the satisfaction survey,wefocus on not only the satisfaction of customer service,but the work experience of our staff.In the qualitative analysis and quantitative analysis,we emphasize the business process optimization and reengineering issues behind customer satisfaction.Besides,we help the bank to reduce resource input and gain service output with high quality and efficiency,in order to solve practical problems in the management operation and increase quality and efficiency of operation service.