【作者】 周洋；

【导师】 杨棉之；

【作者基本信息】 安徽大学 ， 工商管理（专业学位）， 2018， 硕士

【摘要】 随着我国金融业开放力度的加大,科学技术水平的不断进步,商业银行金融创新不断深化,卓越的运营能力已经被商业银行视为实现自我价值、赢得客户美誉度的重要因素。商业银行传统的分散经营运作模式逐渐也显现其局限性,一种新型的后台集中审核模式逐渐被各大银行采用,后台集中审核模式通过前后台互相分离与制约、后台集中管理风险,后台作业标准化与流程化,能够达到提高运营效率、降低运营风险,进而节约运营成本,提高服务质量,增强竞争力的效果。目前,HS银行在借鉴国内外各大银行后台集中运营建设的经验之上,也开始了自身的流程再造,在实际运营中,HS银行后台集中运营模式的风险管理逐渐显示出一些问题,本文围绕着这些问题,进行了深入分析,提出一些改进措施,具有一定现实意义;作为一家城市商业银行,HS银行后台集中运营模式的建设和运行具有一定的典型意义,希望借此也能给其他商业银行提升后台风险管理水平一些启发。本文以运营管理理论、风险管理理论、流程再造理论等为基础,采用案例研究的方法,在梳理了六西格玛及其DMAIC模式、精益生产理论、全面风险管理理论主要观点和国内外相关学者对“流程银行”的研究之上,以HS银行后台集中运营作为研究切入点,考察了 HS银行后台集中运营下风险管理的问题及成因分析,从业务流程关键岗位和风险表现形式对风险管理进行深入探讨,得到了以下结论:1、HS银行后台集中运营模式有效的提高了业务处理效率和风险管理质量,大大的提高了 HS银行的运营管理水平。2、HS银行后台集中运营模式下风险管理存在问题的成因,一部分是后台集中运营模式下“前、后台分离”造成的固有的问题,另一部分是HS银行在实践后台集中运营模式中自身出现的问题。3、结合国内外其他商业银行成功的后台集中运营经验,本文从优化流程设计、加强后台运营中心管理、加强制度建设、岗位联动全面防范风险三个角度给出了优化HS银行后台集中运营风险管理水平的建议。本文的主要框架是:第一部分介绍了研究背景和意义,研究内容和方法,以及创新点;第二部分主要梳理了商业银行运营管理及风险管理、流程再造等相关理论和国内外研究文献,提供了理论基础;第三部分是HS银行后台集中运营模式下风险管理现状的介绍,主要包括后台集中运营模式概况、业务处理情况,风险管理现状以及存在的问题。第四部分是对HS银行后台集中运营风险分析,从关键岗位和风险表现形式角度对HS银目前的风险管理情况进行重点分析,在此基础上,对HS银行风险管理问题的成因进行总结。第五部分,在以上分析结果上,从优化流程设计、加强中心日常管理、岗位联动三个方面提出优化HS银行后台集中运营风险管理的建议;第六部分总结了相关研究结论,并提出研究展望。更多还原

【Abstract】 With the opening up of China’s financial industry and the continuous progress of science and technology,the financial innovation of commercial Banks has been continuously deepened.Excellent operation ability has been regarded as an important factor for commercial banks to realize self-value and win customers’reputation.The traditional decentralized operation mode of commercial Banks has gradually revealed its limitations,a new type of centralized operation mode is gradually adopted by the major Banks,Through the front and back,separated from each other and control,centralized risk management in background,standard operation process,to improve operational efficiency,reduce the operating risk,thereby saving operating costs,improve service quality,enhance the competitiveness of the effect.At present,HS Bank has built its own backstage centralized operation center and achieved certain operation results after drawing on the experience of centralized operation and construction in the background of domestic and foreign Banks,though there is still a lot of room for improvement in operational efficiency and risk management.This paper focuses on the current situation and existing problems of the centralized operation mode of HS Bank,and makes an in-depth analysis and puts forward some improvement measures,which has certain practical significance.As a city commercial bank,the construction of the centralized operation mode of HS Bank has certain typical significance,hope also can give other commercial Banks some references for the background concentration operation.In this paper,the theory of risk management,process reengineering theory and management theory as the foundation,using the method of case study and normative research,on the basis of Six Sigma and DMAIC model,lean production theory,comprehensive risk management theories and the domestic and foreign relevant scholars "research process bank",taking HS bank back centralized operation as the starting point,the effects of HS banking risk management analysis of the problems and causes of operational focus on risk management,analyzing the business process and risk forms,obtained the following conclusions:1,HS bank operating mode background concentration can effectively improve the efficiency of business process and risk management quality greatly to improve the management level of bank HS.2,HS bank background centralized operation mode of risk management problems,part of the background is concentrated operation mode of "front and back separation"caused by the inherent problems,and the other is HS bank in the practice of backstage centralized operation mode of its own problems.3,combined with the background of other commercial banks at home and abroad successful operations experience,this article from the optimization of process design,strengthen the background business center management,strengthen the system construction,three aspects of comprehensive prevention of post linkage risk is given to optimize HS bank background centralized operational risk management level of advice.The main framework of this paper is:the first part mainly introduces the research background and significance,research contents and methods and innovations;the second part mainly combs the commercial bank operation management and risk management,process reengineering and other relevant theories and research literature at home and abroad,to provide a theoretical basis;the third part is to introduce the status of risk management HS bank background centralized operation mode,mainly includes the background of centralized operation mode of business process,risk management status and existing problems.The fourth part is the risk management analysis of HS bank’s backstage centralized operation.From the perspective of business process and risk form,we focus on the current risk management of HS bank.On this basis,we summarize the causes of HS bank’s risk management problems.The fifth part,the analysis results above,puts forward how to optimize the level of risk management from three aspects of optimization design process,strengthen the daily management,the center position of the linkage;the sixth part summarizes research conclusion,and puts forward the research prospect.更多还原