Process Design Lead (Senior Manager)

Lodzplus; Warszawa; Hybride; PLN 180 000 - 280 000; Plein temps

Résumé du poste

Lodzplus seeks a Process Design Lead to support operational excellence across Global Program Team and R&D Operational Excellence. You will diagnose current-state processes, drive structured redesigns, and deliver scalable, digital-first processes that align with business goals.

You will identify AI and automation opportunities, partner with technology teams, and define scope, roles, and success metrics for future-state processes while building practical process content and a single source of

Responsabilités

• Evaluate current-state processes within Global Program Team and Research and Development Operational Excellence to identify overlaps, redundancies, and gaps.
• Apply operational excellence and lean principles to redesign prioritized processes and replace duplicate work with connected, harmonized processes.
• Partner with stakeholders to define scope, roles and responsibilities, decision points, hand-offs, and success measures for future-state processes.
• Identify where AI, automation, or digital tools can reduce manual effort or improve quality, and recommend what should be automated and what should remain human-reviewed.
• Identify data sources and digital needs, and partner with Digital, Data and Technology teams to surface practical options for review.
• Develop clear, user-friendly process documentation, including end-to-end flows, roles, and supporting materials for day-to-day use.
• Consolidate process documents into a single current source of truth designed for version control, maintenance, and easy finding.
• Apply consistent information structure with naming conventions, tagging, and cross-linking for easy navigation.
• Create process content in formats like job aids, walkthrough videos, and interactive guides, beyond static documents.
• Maintain a lightweight style guide to ensure quality and tone across authors.
• Own the content life cycle by reviewing materials for staleness and refreshing content as processes change.
• Use pilots and proofs-of-concept to capture lessons and refine solutions before broader rollout and capture ROI.
• Follow standards for documentation, review, and refresh to maintain quality across authors.
• Suggest and track indicators such as cycle time, rework, adoption, and quality for process health reviews.

Description du poste

About the role:

As Process Design Lead, you will support the Head of Process Optimization and Enablement in applying operational excellence and process design principles to evaluate, redesign, and continuously improve the processes that support Global Program Team ways of working and the broader Research and Development Operational Excellence line functions. In this hands- on role, you will diagnose current-state processes, lead structured redesign efforts, and deliver flexible, scalable processes in digital-first formats.

You will also look for opportunities where artificial intelligence and automation can reduce manual work or improve quality, and you will partner with technology teams to help bring those ideas to life. In addition, you will keep sight of upstream and downstream impacts so changes are designed proactively, and you will help steward a lean-based optimization framework that other Operational Excellence teams can use with consistency and rigor.

How you will contribute:

• Evaluate how processes within Global Program Team ways of working and Research and Development Operational Excellence functions run today by reviewing documentation and data sources to identify overlaps, redundancies, and gaps.
• Apply operational excellence and lean principles to focus on the most important process elements and turn findings into practical redesigns.
• Partner with the Head of Process Optimization and Enablement, the Operations and Digital Enablement Lead, and process owners to redesign prioritized processes and replace duplicate work with connected, harmonized processes.
• Work with others to define scope, roles and responsibilities, decision points, hand-offs, and success measures for future-state processes.
• Identify where artificial intelligence, automation, or digital tools can reduce manual effort or improve quality, and recommend what should be automated and what should remain human-reviewed.
• Identify and assess data sources and digital needs that are important for process improvement work, and partner with Digital, Data and Technology teams to surface practical options for review.
• Develop clear, user-friendly process documentation, including end-to-end flows, roles, and supporting materials, so cross-functional teams can use it in day-to-day work.
• Consolidate and harmonize different process documents into a single current source of truth that is designed for version control, maintenance, and easy finding.
• Apply a consistent information structure, including naming conventions, tagging, and cross-linking, so content is easy to navigate as well as accurate.
• Create process content in formats that fit the audience and use case, such as short job aids, walkthrough videos, and interactive guides, rather than relying only on static documents.
• Maintain a lightweight style guide so quality and tone stay consistent across authors.
• Own the content life cycle for documented processes by reviewing materials for staleness, retiring outdated content, and refreshing content as processes change.
• Use pilots and proof-of-concepts to capture lessons learned and refine solutions before broader rollout, and make sure post-implementation reviews capture value, return on investment, and further improvement opportunities.
• Follow established standards for how processes are documented, reviewed, and refreshed so quality stays consistent no matter who creates the material.
• Suggest and track simple leading and lagging indicators, such as cycle time, rework, adoption, and quality, to support regular process health reviews and guide the next round of improvements.
• Keep awareness of other workstreams moving across the business, including documenting them for reference as identified by the Head of Process Optimization and Enablement.
• Partner with enablement, communications, and training leads so process changes are adopted, not just published, and represent process design work in governance forums on behalf of the Head of Process Optimization and Enablement.
• Provide process design support across Research and Development Operational Excellence functions in line with the framework set by the Head of Process Optimization and Enablement.
• Curate a lightweight, accessible toolkit that other functional leads can use for their own processes, reflecting the standards and continuous improvement mindset of the Process Optimization and Enablement group.
• Partner with the Operations and Digital Enablement Lead to train peers and line function teams, building internal process design capability that does not depend on one individual.
• Build effective working relationships with Global Program Team Enablement, CAPTIVATE process leads, Research and Development line function leaders, transformation program leads, and Digital, Data and Technology partners so designs reflect real operating constraints and upstream and downstream dependencies.