摘要
G银行是一家有约60年深厚历史积淀、在所属城市拥有最多营业网点的银行,其分支
机构覆盖广州城区和农村地区,并在广东省内五个城市设立了分行;此外,以主要股东身
份在全国9个省市开办24家村镇银行,其安全、稳健地运营,是推动其经营区域和业务
规模快速发展的重要保障。因此,G银行管理层一向重视营业网点的风险防控工作,不断
改革调优运营管理模式与架构,将现场检查作为风险监管的重要手段,设置专门的监督检
查团队履行风险排查及改进督导职能。但在外部经济下行环境中,各类案件、违规经营操
作、诈骗等重大风险事件对银行运营业务操作风险防控工作带来巨大挑战,一方面需要加
&39;
大监管力度;而回报股东、追求利润的经营压力同样存在,另一方面则存在精简监管资源
投入的诉求。为适应经营与管理的需要,(;银行运营业务现场检查管理工作有待进一步改
革优化

本文运用案例研宄、对比分析、定性定量相结等研究方法,紧紧闱绕操作风险管理、
银行监管效率、内部审计、流程再造相关理论,参考借鉴及国内外关于银行现场检杏管理
, 相关的研究成果,结合G银行运营业务现场检查管理工作的实际现状展开论述。通过对G
银行运营业务现场检查工作的管理模式、改革发展、人力资源投入情况、检查流程、配奁
系统手段等现状进行分析,发现其总体上存在现场检查工作人均效能不高的问题,即人力
成本较高、工作效率较低。具体从现场检查管理流程的角度分析,问题表现在一是检查立
项管理流于形式,监督资源错配、检查针对性不强;二是检查实施进程控制不足,投入成
本大、有效产出低;i足检查总结阶段没有坚持落实跟踪,后期对前期检查遗留问题存在
重复检查的不经济现象,缺乏经验积累共享。而问题主要成因足现场检亢符理制度粗放以
及标准建设滞U、现场检A信息化程度低。上述低效能问题,不符介(;银行管理g提出的
管理工作要“体现市场逻辑”的新工作思路

针对问题、原因和G银行运营管理工作的实际情况,作者结合自身的监管工作岗位和
学习的管理知识,从制度、技术两个关键因素层面研究提出优化对策。一方面是以“风险”
为导向,研究并重新制定现场检查管理制度标准,全面梳理现场检查管理工作中关于检查
对象、检查频率、检查内容、检查手段、检查整改等细节安排的具体制度内容,以及提供
制度执行所涉及的定量定性指标、评估工具模板、规则模型等应用工具,为G银行运营业
务现场检査管理体系持续优化改革提供制度保障。另一方面是以“电子化”为手段,提供
信息技术层面的优化对策,围绕检查立项、检查实施、检查总结等各个流程阶段,研宄系
统优化建设方案,结合具体检查项目案例分析阐述系统功能需求和设计界面,为G银行运
营业务现场检杳管理体系持续优化改革提供技术保障。研究过程中,为及时分析评价对策
的可行性和有效性,作者沮织专项小组在工作实践中按照优化对策、实施方案的内容进I
论证、初步应用,采集相关工作数据分析优化效果,发现优化对策能够促进化解现场检齐
工作管理中的各种不经济现象、提升人均效能。可以预期,通过不懈的优化1 j改革,G银
1 行运营业务现场检查管理工作的标准化、精细化、电子化水平将得到持续提升,为G银行
的持续发展保驾护航

关键词:G银行;运营业务;现场检查;风险管理;优化
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II ABSTRACT
G bank is a bank with a history of about 60 years, with the largest number
of outlets in the city, its branches cover the urban and rural areas of Guangzhou, and
set up branches in five cities in Guangdong Province, in addition, it has set up
24 village banks in 9 provinces and cities of the hole country as of the main
shareholder , its safe and stable operation is an important guarantee to promote
the rapid development of its business area and business scale. Therefore, G bank&39; s
management has always attached importance to the risk prevention and control of
business outlets, reform management mode and structure optimization, use on—site
inspection as an important means of risk regulation, and set up a special
supervision and inspection team to carry out risk investigation and improve the
supervision function. But in the external economic downturn environment, all kinds
of of cases, illegal business operations, fraud and other major risk events bring
great challenges to the operational risk prevention and control of banking
operation , on the one hand, we should strengthen supervision and control; and the
return to shareholders, the pursuit of operating profit pressure also exists, on
the other hand there to streamline the regulatory resources investment demands. In
order to meet the needs of the development and management, G bank must get a further
reform and optimization of the on-site inspection management of banking operation

This paper uses case study, comparative analysis, qualitative and quantitative
combination of research methods, focus on operational risk management, the
efficiency of bank supervision, internal audit, process reengineering theory,
reference domestic and foreign research results about the on-site inspection
management of banking operation, combined with the actual situation of the G
banking operations on-site inspection management. Through the analysis of the
management mode, the reform and development, the input of human resources, the
process of inspection, the supporting system and so on, this paper analyzes the
current situation of the G bank＊ s operation, it is found that there is a problem
of low per capita efficiency of field inspection, namely higher labor costs, lower
working .efficiency. From the point of view of on-site inspection management process,
firstly, the project management is a mere formality, the mismatch of resources,
check pertinence is not strong; second, lack of checking the implementation of
process control, large investment costs, the effective output is low; third, check
summary phase does not adhere to the implementation of tracking, in the late
ill inspection of the remaining problems of repeated inspection, the lack of experience
and sharing. The main causes of the problem are lag of on-site inspection
management system and extensive standard construction, and the low level of
information technology of on-site inspection. The above problems can not meet the
requirements of the G bank management to reflect the market logic of the new work
ideas.
For problems, causes and the actual situation of G bank operations management,
the author combines her supervisory work and management knowledge,study and
propose optimization countermeasures from two key factors of system and technology.
On the one hand is to 〃risk〃 as the guidance, study and re enact standard on-site
inspection management system, comprehensive the details of arrangements for the
specific content of the system, about on-site inspection management work on the
inspection object, frequency of checks, check the contents, inspection means, check
rectification, and provide quantitative and qualitative indicators involved in the
implementation of the system, assessment tool template the rules, model and
application tools, provide an institutional guarantee for the spot inspection
management system of G bank operations continued to optimize the reform. On the
other hand is to electronic as a means to provide countermeasures to optimize
information technology level, research on system optimization around the
inspection project, inspection and implementation, inspection and summary of the
various stages of the process, combined with the specific project inspection case
analysis describes the system functional requirements and design interface,
provide technical support for on-site inspection management system of G bank
operations continued to optimize the reform. In the course of the study, for the
timely analysis and evaluation strategy is feasible and effective, the author
organized a special team, in the work of practice in accordance with the
optimization strategy, the implementation of the program to demonstrate the
content of the preliminary application, collect relevant data to analyze and
optimize the results, found that the optimization measures can promote the
evolution of solutions for a variety of on-site inspection work in the management
of economic phenomena, improve the per capita efficiency can be expected. Through
the optimization and reform of unremitting, G banking operat