随着我国步入高质量发展阶段，客户需求日益多样化，银行业面临着利息差收窄、盈利能力下降、行业竞争加剧、互联网金融冲击等多重压力。面对多重压力，业务流程和客户体验提升已成为商业银行核心竞争力提升的重点，集中运营流程再造与优化是业务流程和客户体验提升的关键环节。为改变传统分散式运营模式，国内部分商业银行借助国外银行先进经验，率先实行集中运营模式，相继成立集中运营中心，把前台的部分业务流程和风险环节向后台转移，逐步形成了后台集中运营的业务运行模式。Z银行紧跟国内商业银行运营转型浪潮，实行集中运营模式，在柜台服务质量、业务处理效率和人力成本等方面取得了一定成果，一定程度上提高了运营管理效率，提升了客户服务体验，增强了核心竞争力。但随着信息科技的进步和客户需求的变化，商业银行现有集中运营流程管理已无法满足业务的快速发展，需要通过集中运营流程管理优化，来提升集中运营效率和客户服务水平。

       本文以Z银行为研究对象，运用文献研究法、问卷调查法、对比分析法等方法对集中运营流程管理优化展开研究分析。首先以运营管理、集中作业、流程优化等相关概念和理论为基础，分别从Z银行的组织架构、人员构成、系统建设、业务运行、处理质效等维度分析Z银行集中运营流程管理的现状。其次，通过问卷调查法分析发现，Z银行现有集中运营流程管理由于流程设计脱离实际管理需要，制度不规范与执行不到位以及人员整体素质不高等原因，产生了业务流程不完善、流程控制环节不完整、流程推送环节复杂和流程产出能力不足的问题。最后，根据Z银行现有集中运营流程管理的问题，提出了业务操作流程、流程控制环节、流程推送环节和流程产出能力的优化方案，针对优化方案，提出了战略保障、技术保障、人才保障和风控保障4项措施。本文希望通过以上研究，提高Z银行业务处理效率，提升Z银行客户服务体验，增强Z银行核心竞争力，有效防范Z银行操作风险，推动Z银行高质量发展,同时，也希望为城市商业银行的发展提供一定的经验和参考。

      With the high quality stage of development,customer’s needs are increasingly diversified, and the banking industry is facing multiple pressures such as narrowing the interest gap, declining profitability, intensified industry competition and the impact of Internet finance. Faced with multiple pressures, the improvement of business process and customer’s experience have become the focus of the improvement of the core competitiveness of commercial banks, and the re-engineering and optimization of the centralized operation process is the key link for the improvement of business process and customers’ experience. In order to change the traditional decentralized operation mode, some domestic commercial banks have taken the lead in implementing a centralized operation mode using the advanced experience of foreign banks, and have successively set up centralized operation centers to transfer some business processes and risk links of the front desk to the background, and gradually forming the business operation mode of centralized operation in the background. Z Bank closely follows the wave of operation transformation of domestic commercial banks, implements the centralized operation mode, and makes certain achievements in the counter service quality, business processing efficiency and labor cost, which to a certain extent improves the operation and management efficiency, improves the customer service experience, and enhances the core competitiveness. However, with the progress of information technology and the change of customers' needs, the existing centralized operation process management of commercial banks can no longer meet the rapid development of business, so it is necessary to optimize the centralized operation process management to improve the centralized operation efficiency and customer service level.

        Taking Z Bank as the research object, this paper studies and analyzes the optimization of centralized operation process by means of literature research method, questionnaire survey method, comparative analysis method and other methods. First of all, based on the relevant concepts and theories of operation management,centralized operation, and process optimization, the current situation of centralized operation process management of Bank Z is analyzed from the dimensions of organizational structure, personnel composition, system construction, business operation, and processing quality and efficiency. Secondly, through the questionnaire survey analysis,it was found that the current centralized operation process management of Z Bank has problems such as incomplete business processes, incomplete process control links, complex process push links, and insufficient process output capacity due to the separation of process design from actual management needs, non-standard systems and inadequate implementation, and low overall personnel quality. Finally, based on the existing centralized operation process management issues of Z Bank, an optimization plan for business operation processes, process control links, process push links, and process output capabilities was proposed. In response to the optimization plan, four measures are put forward, including strategic guarantee, technical guarantee, talent guarantee and risk control guarantee. The above research is hoped to provide a certain reference and basis for improving the core competitiveness of Z Bank, improving the customer service level and promoting its high-quality development.This paper hopes that through the above research, it can improve the business processing efficiency of Bank Z, improve the customer service experience of Bank Z, enhance the core competitiveness of Bank Z, effectively prevent the operational risks of Bank Z, and promote the high-quality development of Bank Z. At the same time, we also hope to provide certain experience and reference for the development of urban commercial banks.

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