1. Reasons for the implementation of Six Sigma in the financial and insurance industry. With the continuous development of the world economy and the adjustment of industrial structures in various countries, the proportion of agriculture has declined, and the financial industry has gradually increased its share, forming a situation where the financial industry accounts for the main share of the national economy.

Since my country joined the WTO, it has continuously improved its multi-layered and multi-functional financial market system, and its banking transactions and information system services have become increasingly perfect.

At present, my country has basically established the securities futures market, currency market and inter-bank foreign exchange market, achieving the development of diversified entities, including commercial banks, social security funds, trust companies, securities companies, insurance companies and other institutions.

When the financial industry introduces Six Sigma management for the first time, when companies consider which projects to choose, it may not be so smooth, it will take some time, and there may even be some iterations. However, this is an indispensable and important task in the financial industry.

Spending more time is also necessary.

A good start is half the battle, and choosing a good financial industry project is the key to the success of enterprise Six Sigma management.

However, some problems and mistakes often occur when choosing a Six Sigma management company in the financial and insurance industry, such as: 1. The problem to be solved by the project is not related to the company's development focus or key customer needs, so the project value cannot be reflected and the management cannot be obtained.

support and commitment.

2. The improvement content in the financial industry is not CTQ for customers. No improvement or results can be seen after the project is implemented. Such problems are not suitable for selection as Six Sigma projects.

3. There is no analysis and decomposition of the project, and it is directly used as an improvement project. There are too many factors, the project is too big, and the key points cannot be grasped. It is difficult for financial industry projects to achieve their goals. The project should be decomposed into several specific Six Sigma projects.

4. The cause of the problem to be solved has been clarified, and the action measures have been initially determined. Such problems should be acted upon immediately, without the need to be selected as a Six Sigma project, to avoid going through the motions and engaging in formalism.

5. The project measurement indicators are unclear or the project goals are not challenging. Such problems waste resources and are meaningless, and are not suitable for selection as a Six Sigma project.

6. The project is too difficult and exceeds the capabilities or authorization of the project team.

7. The room for project improvement is too small, the expected returns are too low, and the company cannot get appropriate returns.

The development trend of the financial industry also indicates the development trend of my country's financial industry.

After the 1980s, my country's banks have launched securities, trust, leasing, real estate, investment and other businesses, essentially entering the era of "mixed operations".

2. Benefits of implementing Six Sigma in the financial and insurance industry (1) It can improve corporate management capabilities. Six Sigma (6sigma, six sigma) management is driven by data and facts.

In the past, enterprises' understanding of management and management theory remained more verbal and written, but Six Sigma (6sigma, six sigma) transformed all of this into practical and effective actions.

Six Sigma (6sigma, six sigma) management method has become synonymous with the pursuit of flawless management methods.

As Welch pointed out in General Electric's 2000 annual report: "The high quality created by Six Sigma (six sigma, six sigma) management has miraculously reduced the waste and simplified the complex management processes of General Electric in the past.

Improve the management process and reduce material costs. The implementation of Six Sigma (6sigma, six sigma) management has become one of the necessary strategies and symbols to introduce and commit to high-quality innovative products. "Six Sigma (6sigma, six sigma) management has given Motorola more

More motivation to pursue goals that seemed almost impossible at the time.

In the early 1980s, the company's quality goal was to improve 10 times every five years. After implementing Six Sigma (six sigma, six sigma) management, it was changed to 10 times improvement every two years, creating a miracle of 100 times improvement in four years.

Statistics on successful foreign experiences show that if an enterprise fully implements Six Sigma (6sigma, six sigma) innovation, it can increase the level of σ by one σ every year until it reaches 4.7σ without large capital investment.

During this period, profit margins improved significantly.

And when it reaches 4.8σ, it will increase again.

The level needs to redesign the process and increase capital investment, but at this time the competitiveness of products and services increases, and the market share also increases accordingly.

(2) It can save enterprise operating costs. For enterprises, all defective crystals are either discarded, need to be reworked, or need to be repaired or replaced at the customer's site, which all costs the enterprise.

American statistics show that a company that implements 3σ management standards has costs directly related to quality problems accounting for 10% to 15% of its sales revenue.

In the 10 years from 1987 to 1997, when Motorola implemented Six Sigma (6sigma, six sigma) management, the cumulative cost savings achieved by Motorola reached US$14 billion.