Mr. Li is a manager of a foreign trade company in Fuzhou. He visits banks very often due to business reason. In recent years, he found that the service efficiency at IB’s counters was improved significantly. “It saved much time for me,” he told the reporter gladly.
Behind the customer’s satisfaction is the result of IB’s concentrated operation.
Let’s take Majiang Operation Center as an example. The center's business has increased rapidly from 4.3 million transactions in 2008 to 17.24 million at present, and average business volume reaches around 70,000 transactions per day. “Concentrated operation has greatly reduced the staff’s workload at counters and thus improved quality and efficiency of counter service,” said Hong Ying, the vice director of the Center.
Thanks to its outstanding service and performance, IB’s Majiang Operation Center has been awarded the "National Worker Pioneer " recently.
Work hard like bee
A little bee comes into the reporter’s sight when walking into IB’s Majiang Operation Center, “this is the mascot of our center,” said one staff at the Center.
“For 6 years, we all have devoted ourselves to our business like bees,” said one senior staff when recalling the startup period of the Center. Since 2008, the business types handled by Majiang Operation Center have increased from 14 categories and 71 varieties to 31 categories and 251 varieties; and business volume have increased from 4.3 million to 17.24 million transactions and still growing rapidly every year.
On a road toward dreams, these common IB staff work diligently like bees. “Our stories are pretty ordinary. ”, said Yi Yueping, the operation management head of Majiang Operation Center.
Excellent “bees” have emerged in regular positions: Lin Yanxia of transaction processing section, described as "Iron Woman", often worked until 2-3 clock in the morning for overtime; Zhao Tingbin, the import team leader of document processing, has been consistently processing documents for decades and conducting research with document research team, publishing dozens of academic articles on national journals; Chen Yuzhen, the bank card team leader of capital clearing section, after transferred to bank card position from foreign currency clearing position, studied assiduously in her private time, thus becoming a key staff in just a couple of months…
While working hard to “deflower”, they also give play to innovation, breed “pollen” into “honey” like bees, to better serve bank counter.
In August 2013, the Center launched “Service Hotline Platform of Payment Clearing”, and handled 1,963 phone calls by the end of the year. “We can consult operation problems about counter transactions via telephone, which greatly improve our efficiency and service quality, ” a teller at business department of IB’s Fuzhou Branch told the reporter. What is behind the scene is the sharp increase of workload at Majiang Operation Center.
Multiple measures create first class service
“It is our goal to build a first class back office service platform,” said Hong Ying.
It is clear that system creates performance. “The first step is the linkage between front and back office and enhanced communication.” In 2009, Majiang Operation Center proposed the idea of “Responsible Person” system, implemented “Chain Management” among head office and branches, organized responsible person of transaction and document lines to communicate and interact; had the respective responsible person pay return visit, resolved problems of concentrated business on site, and built a fast communication and response mechanism between front and back office. Firstly applied at transaction processing section and expanded to other sections of the Center, the system has achieved remarkable effect.
To better strengthen the communication between front and back office, the Center also arranged its staff to visit bank counters. Over 50 staff in 12 batches has been organized to learn counter business at Fuzhou Branch. “We become more familiar with the operation procedure, risk points and staff’s requirement at counters, therefore the work efficiency and coordination is improved,” said Chen Chunming, one of the participants.
Fist class back office service platform can’t do without technical support. Relying upon IT support, Majiang Operation Center has been able to further optimize procedure of concentrated operation and upgrade transaction system. Last year, a new generation of international business system and image system was put into operation successfully, which achieved significant improvement on automatic processing level of concentrated operation and saved office cost by nearly 40%.
“Quality is the key to first class service,” said Hong Ying. Majiang Operation Center has introduced advanced management ideas in quality management, and improved service quality by various measures, including establishing post monitoring system, setting up “errors judgment team” and intensifying risk awareness at back office. During 2013, the transaction back office at Head Office of IB blocked 10,649 errors transactions in total, and1,103 transactions were founded with actual errors after delivery, which made the error rate only 0.0066%. The back office processing quality reaches five sigma standards, a leading position among peers.
These extraordinary achievements by those ordinary “bees” successively perfectly explain the spirits behind the multiple honors they received, including Fujian “Women Workers Model Positions”, “Worker Pioneer”, “Youth Civilization Unit” and National “Worker Pioneer”.