Business Process Engineer - 12-month FTC - KZN

CORE PURPOSE OF THE JOB To enhance and bring about efficiencies in the advances process, with, through the application of business process re-engineering (BPR) techniques. The incumbent documents current-state processes, identifies bottlenecks, handoffs and non-value-adding activities, and designs and implements optimised future-state processes that reduce turnaround times, eliminate operational backlogs, and enable a scalable advances operation. General support is provided to the broader COO division on process improvement initiatives as directed by the GM: Operations. MAIN FUNCTIONS OF THE JOB Process Analysis and Mapping Documents current-state (“as-is”) advances processes using swim-lane diagrams, value stream maps, and other models (eg:SIPOC). Identifies bottlenecks, redundancies, waiting times, and error points across the property entity deal lifecycle. Engages stakeholders across departments to validate process maps and capture undocumented workarounds. Process Redesign and Simplification Scrutinises each process step against the customer outcome and eliminates non-value-adding activities. Removes steps that exist purely for internal convenience, legacy compliance, or redundant approvals. Consolidates fragmented tasks into fewer, broader roles to reduce handoffs and error rates. Applies clean-sheet (“zero-based”) redesign where incremental improvement is insufficient, managing the associated change risk. Automation and Technology Enablement Redesigns the process first, then identifies automation opportunities – workflow engines, RPA, straight-through processing, and API integrations. Specifies automation and system requirements in collaboration with IT and Digitalisation. Parallelises sequential steps to run concurrently where dependencies allow (e.g. credit checks and document verification). Applying AI (intelligent document processing, predictive analytics) to automate rule-based decisioning, data extraction, and exception handling Exploring and piloting AI tools to replicate and scale the business process analysis methodology across other departments in the organisation Benchmarking and Best Practice Compares internal advances processes against industry leaders and best-in-class organisations. Identifies performance gaps and sets ambitious, measurable targets. Customer-Centric Redesign Reorients processes around the customer journey rather than internal departmental boundaries. Surfaces unnecessary complexity that internal stakeholders have normalised over time. Change Management and Organisational Alignment Recommends realignment of teams, reporting lines, and incentives to support the redesigned process. Measurement, Reporting and Continuous Improvement Monitors process performance through feedback loops so that deviations are caught early. Reports progress, impact, and efficiency gains to the GM: Operations and COO leadership. General Assists the COO division and Operations management with any ad hoc process improvement requirements, including queries and projects.