【正文】 I 摘要 六西格瑪 (Csigma)是希臘字母的中文譯音，是關(guān)于標準偏差的一個統(tǒng)計量。1 個西格瑪表示每 100 萬次機會中有 691, 500 個出錯的機會，而 6 個西格瑪表示每 100 萬次機會中只有 個出錯的機會。六西格瑪管理以數(shù)據(jù)為基礎(chǔ)，通過統(tǒng)計工具進行分析，以達到縮小偏差、改善流程、追求完美的結(jié)果。 金融業(yè)關(guān)注服務流程和顧客體驗，重視服務效率。無論企業(yè)的信息化發(fā)展到何種程度，機械或電腦都不可能完全取代服務人員向顧客提供服務。一方面服務流程中各個工作人員由于習慣、儀容等各方面的個體差異，很難確保傳達始終如一的顧客體驗 。另一方面，服務人員的頻繁流動也給服務價值、效率和顧客體驗的傳遞帶來了巨大的困難。在這里，六西格瑪有了自己的用武之地。六西格瑪是用數(shù)字說話的管理方法，而金融業(yè)海量的交易數(shù)據(jù)以及高度信息化的實時數(shù)據(jù)采集系統(tǒng)為“用數(shù)字說話”創(chuàng)造了得天獨厚的條件。 如今，全球已經(jīng)有許多金融機構(gòu)導入六西格瑪管理，其中包括美洲銀行、花旗銀行、富國銀行、匯豐銀行、第一銀行和摩根大通等等。而在國內(nèi)，僅有中國建設(shè)銀行和招商銀行有所舉措。因此，在這樣的背景下，如何將六西格瑪管理應用于我國商業(yè)銀行，使其從管理上與國際先進水平接軌，獲得核心競爭 力，增強與世界銀行業(yè)的對話能力就成為重要的課題之一。 關(guān)鍵詞：六西格瑪；商業(yè)銀行；收益；管理 II Abstract Six Sigma (Csigma) is the Chinese transliteration of the Greek alphabet, is a statistic about the standard deviation. Sigma represents an opportunity for every one million times in 691, 500 chance of error, and six sigma chance for every 1 million chance, only errors. Six Sigma based on data, analyzed by statistical tools to achieve narrow deviation, process improvement, the pursuit of perfect results. Concerned about the financial industry service processes and customer experience, attention to service efficiency. Whether a pany39。s information technology development and to what extent, mechanical or puter can not pletely replace the service personnel to provide services to their customers. On the one hand the staff of each service processes due to individual differences in habits, appearance and other aspects, it is difficult to ensure that convey a consistent customer experience. On the other hand, the frequent movement of staff is also value to the service, transfer efficiency and customer experience tremendous difficulties. Here, Six Sigma has its own arena. Six Sigma is a management approach by numbers, and the financial sector as well as vast amounts of transaction data highly informationoriented realtime data acquisition system is by numbers to create a unique condition. Today, many financial institutions worldwide have imported Six Sigma management, including Bank of America, Citibank, Wells Fargo Bank, HSBC Bank, First Bank and JP Man Chase and more. In China, only China Construction Bank and China Merchants Bank has initiatives. Therefore, in this context, how to manage Six Sigma applied to China39。s mercial banks, so from the management with the international advanced level, get the core petitiveness, and enhance the ability to dialogue with the world of banking has bee one of the important topics. Keywords: Six Sigma, mercial banks, earnings III 目錄 摘要 .................................................................................................................................. I 第一章 緒論 .................................................................................................................... 1 一、選題背景 ............................................................................................................ 1 二、研究目的和意義 ................................................................................................. 1 三、國內(nèi)外研究概述 ................................................................................................. 3 （一）國外研究概述 .......................................................................................... 3 （二）國內(nèi)研究概述 .......................................................................................... 3 四、本文研究概述 ..................................................................................................... 5 第二章 相關(guān)理論綜述 ...................................................................................................... 7 一、六西格 瑪管理方法研究 ....................................................................................... 7 （一）六西格瑪?shù)亩x ....................................................................................... 7 （二）六西格瑪?shù)幕竞x ................................................................................ 7 （三）六西格瑪?shù)墓芾砗x ................................................................................ 9 （四）、六西格瑪管理的 組織 ...........................................................................10 （五）六西格瑪管理的常見指標 ........................................................................ 11 （六） DMAIC 質(zhì)量突破策略 .............................................................................13 二、六西格瑪管理常用工具 ......................................................................................15 （一）實驗設(shè) 計 ................................................................................................16 （二）頭腦風暴法 .............................................................................................16 （三）失效模式分析 .........................................................................................17 三、六西格瑪管理與其他管理方法的比較 .................................................................18 （一）六西格瑪管理與 BRP 的比較 ...................................................................18 （二）六西格瑪管理與 TQM 的比較 ..................................................................20 第三章 商業(yè)銀行目前的現(xiàn)狀以及存在的問題 ..................................................................22 一、我國農(nóng)村商業(yè)銀行成立的背景和現(xiàn)狀 .................................................................22 二、我國農(nóng)村商業(yè)銀行的業(yè)務特點 ...........................................................................22 （一）經(jīng)營對象的標準化與產(chǎn)品服務的差異性 ...................................................23 （二）業(yè)務風險的延遲性 ..................................................................................23 （三）產(chǎn)品、服務輻射的區(qū)域性限制 .................................................................23 （四）客戶的高流動性 ......................................................................................24 （五）銀行產(chǎn)品的可模仿性 ...............................................................................25 三、我國農(nóng)村商業(yè)銀行存在的主要問題 ....................................................................26 （一）股權(quán)結(jié)構(gòu)不夠合理，產(chǎn)權(quán)制度尚不健全 ...................................................26 （二）市場定位出現(xiàn)偏離，業(yè)務特色尚不突出 .........