Implementation method of business process automatic supervision aid decision making

Abstract

The invention discloses an implementation method of business process automatic supervision aid decision making. According to the method, based on mass information comparison, a data model is established; a comprehensive real-time decision role which acts as an aid decision making system and a data security system is provided; the method can go deep into a business system; the business process of the business system is analyzed; the loopholes of the business system are filled; the operation logs of the business system are recorded in a whole process; data identification is carried out with a absolutely neutral standing point; logic judgment is clear; feedback results are sent to a user terminal according to needs; illegal operation in the business system can be avoided; supervision standards are unified; audit quality after business handling can be improved; the early warning information management of the business data of the business system is strengthened; as for some systems, with an aid function well provided, the quality of services can be improved, and people's satisfaction can be improved; the image of the user can be enhanced; through system classified statistic modeling, decision-making data can be provided for the promotion of the healthy development of work; and business handling quality and efficiency can be further improved, and the business handling efficiency can be increased by more than 50%.

Description

technical field [0001] The invention relates to a method for document management, in particular to a method for realizing auxiliary decision-making for automatic supervision of business processes, and belongs to the technical field of business supervision. Background technique [0002] Judging from the supervision work links of some current business systems, the supervision work has obvious "lag" effect and is very passive. It is still weak in pre-supervision and in-process control, which restricts the effective performance of its supervision function. The specific reasons for the lag in post-supervision work The analysis is as follows: (1) The supervision time lags. Since there is a certain distance between the post-supervision center and the supervised institution, the supervision business cannot be carried out in a timely manner, and the business of each business day can only be handed over to the supervision center for supervision in the morning of the next day. , and or...

AI Technical Summary

Problems solved by technology

[0002] Judging from the supervision work links of some current business systems, the supervision work has obvious "lag" effect and is very passive. It is still weak in pre-supervision and in-process control, which restricts the effective performance of its supervision function. The specific reasons for the lag in post-supervision work The analysis is as follows: (1) The supervision time lags. Since there is a certain distance between the post-supervision center and the supervised institution, the supervision business cannot be carried out in a timely manner, and the business of each business day can only be handed over to the supervision center for supervision in the morning of the next day. , and organize and hand over the relevant documents and materials for archiving

In this way, the supervision center can only review and check the formed materials, so that the supervision work only plays the role of a second review, and cannot supervise the process of business formation.

Once business errors or human-made cases and other illegal activities occur, it is difficult for the after-the-fact supervision center to perform timely supervision duties; the unilateral and independent review process of the business system prevents some illegal businesses from being checked out in a timely manner, which brings great difficulties to some audit work

[0003] (2) The supervision space lags behind. Since a large amount of manpower in the after-the-fact supervision center has to be concentrated in daily complicated tasks such as data transfer, review, collation, sorting, filing and storage, a lot of energy needs to be devoted to the standardization of business

Therefore, the system implementation, compliance operation, risk point control and other aspects of the supervision object cannot be carried out in a timely and simultaneous manner, let alone on-site supervision, and the after-the-fact supervision is limited to the supervision of specific businesses, lacking in personnel management and operation. Risk supervision, even if some problems are found, only grasps the results, but does not grasp the "focus". After the conclusion, it will take a long time to be checked by a third party or it will not be checked out forever, which creates room for power favoritism and fraud

(3) The means of supervision are lagging behind. Although the "business post-supervision system" has been implemented and compared through the computer system, the "business network supervision system" has not yet been opened, and it is difficult to achieve real-time supervision, especially as the degree of networking increases. Rapidly increasing, the timeliness requirements for risk control are very high, but the after-the-fact supervision center has not realized the network operation with the centralized business system. Even if it is the fastest, it can only be supervised the next day after the business occurs. In fact, the risk prevents the role of risk warning from being brought into play; some business systems have huge hidden dangers in data security due to outdated systems or other reasons, which greatly increase the probability of information leakage or illegal operations

[0004] (4) The basis for supervision is lagging behind. The existing business system only provides principled regulations on the operation process and scope of supervision. The specific regulations and implementation rules formulated by local supervision departments after the event lead to inconsistent supervision standards. The supervision from the headquarters to the sub-management center During the process, each sub-management center formulated some internal control systems and operating procedures according to the fact that their own business systems and business classifications were not uniform. There were no unified standards and requirements for voucher design, seal stamping and other links, and there were many customary practices.

As a result, the supervision basis of the headquarters and the branch center is inconsistent, and the standards are difficult to grasp. This is reflected in the actual supervision, resulting in the lack of seriousness and consistency in the implementation of the internal control system. Supervision level

(Problems caused by inconsistent supervision standards)

[0005] (5) The data of different business systems cannot be aggregated, resulting in poor utilization of some business data information, and the establishment of some data models cannot be established through the collection of different types of data, resulting in the phenomenon of "information islands", and it is impossible to achieve deeper big data. Hierarchical application

[0006] (6) The processing results of some business information cannot be directly fed back to the user terminal in real time, which affects the timeliness of information transmission

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