Process Excellence Analyst (Dubai, AE)

3. JOB DIMENSIONS:

4. KEY RESPONSIBILITIES AND PERFORMANCE STANDARDS:

• Position-Specific Accountabilities
• Process Improvement & Operational Excellence
• Analyze end-to-end business processes to identify inefficiencies, bottlenecks, defects, and non-value-added activities .
• Develop current-state (AS-IS) and future-state (TO-BE) process maps using standard BPM tools
• Apply Lean, Six Sigma, and continuous improvement methodologies to improve efficiency, reduce waste, and increase process standardization.
• Establish process KPIs and baseline metrics to measure improvement and ensure sustainability of changes.
• Stakeholder Engagement & Change Management
• Collaborate with business leaders, process owners, and frontline teams to drive adoption of improvements.
• Present findings, insights, and recommendations to senior management.
• Support change management activities, including communication, training, and transition planning.
• Act as a trusted advisor on process excellence best practices.
• Standard Operating Procedure (SOP) Development
• Develop clear, accurate, and user-friendly Standard Operating Procedures (SOPs) aligned to approved process designs.
• Translate TO-BE processes into detailed SOPs, work instructions, job aids, and reference guides.
• Ensure SOPs define roles, responsibilities, inputs, outputs, controls, exceptions, and escalation paths.
• Partner with compliance, risk, and audit teams to ensure SOPs meet regulatory and internal control requirements
• Support SOP rollout through training, walkthroughs, and change enablement activities.
• Periodically review SOPs to ensure accuracy, relevance, and continuous improvement.
• Business Process Management (BPM) Adoption
• Promote and embed Business Process Management (BPM) principles across business functions.
• Maintain end-to-end process architectures, hierarchies, and ownership models.
• Support identification and onboarding of process owners and process stewards.
• Maintain enterprise process repositories and ensure consistency across documentation.
• Performance Metrics
• % of core processes documented & measured as per Wasl’s BPM standards
• Number of process improvement initiatives delivered with customer satisfaction, cost saving, revenue generation or cycle time reduction
• 5. COMMUNICATIONS AND WORKING RELATIONSHIPS:
• Internal
• CXOs
• Departmental Heads
• Human Resources department
• Information Technology department
• Other departments as required
• External
• Government and Regulatory Entities
• Industry Partners and Associations
• Technology Vendors
• Consultants and Advisors
• Suppliers and Service Providers
• Other external organizations as required