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Continuous improvements

Improvement projects

Projects where cross-cutting challenges are translated into concrete improvements and new habits.

Continuous improvement projects at SDU


  • The problem

    Today, data for research basing and classification of researchers/lecturers is collected in many different places in the organisation across administrative units at SDU. This results in a very handheld and non-systematic process, which is vulnerable and can have quality challenges.

    Contact persons

    • Jørgen Ejler Pedersen (Improvement Consultant)

  • The problem

    There is a need to develop sustainable and reliable processes for marketing events and application deadlines for student recruitment in Central Administration.

    The aim is to improve the processes and attract more qualified, motivated and talented applicants to SDU's programmes.

    Contact person

    • Stinne Hørup Hansen (Improvement owner)
    • Ditte Bjerrisgaard (Improvement owner)
    • Stinne Skydt (Improvement Consultant)
    • Lærke Schjødt Rasmussen (Improvement Consultant


  • The problem

    You want a better process for payments (especially missing payments) for both projects and other initiatives to SDU.

    Kontaktpersoner

    • Nicolai Sørensen (Improvement owner)
    • Kirsten Præstegaard (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)
    • Stinne Skydt (Improvement Consultant)

  • The problem

    Improving the process flow of autopsies from start to finish. As those involved do not always have insight into the different links in the chain, it is difficult to identify waste.

    Kontaktpersoner

    • Simon Hermansen (Process owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)
    • Stinne Skydt (Improvement Consultant)

  • The problem

    The bookstore, library, programme administration, lecturers and students lack a clearer identification of what constitutes the current examination syllabus for SDU students. This information is necessary when purchasing materials.

    Kontaktpersoner

    • Bertil Dorch (System owner)
    • Stinne Skydt (Improvement Consultant)
    • Lærke Schjødt Rasmussen (Improvement Consultant)

  • The problem

    Researchers experience a lack of clarity in the financial-administrative pre-award processes and framework, including inconsistent service across faculty.

    Contact person

    • Merete Munk (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)
    • Lærke Schjødt Rasmussen (Improvement Consultant)

  • The problem

    The process is slow and cumbersome, with examples of it taking up to 6 months in some cases. There is a need for a more clear and well-oiled process for task fulfilment that ensures better experiences for users and employees in the process.

    Contact persons

    • Bue Raun Andersen ()
    • Janni Lee B. Bang Brodersen (CISO)
    • Lærke Schjødt Rasmussen (Improvement Consultant)
    • Stinne Skydt (Improvement Consultant)


  • The problem

    Purchasing in SUND is decentralised across 77 employees. The decentralised purchasing results in low volume discounts and high freight and minimum fees, among other things. In addition, it can be difficult to keep up to date with the latest guidelines and regulations if purchasing is only a limited part of your work tasks.

    The process

    One-day workshop, March 2025, where relevant buyers, researchers and decision-makers are invited to look at how a future organisation of procurement could look like.

    Outcome

    At the workshop, a proposal for a new organisation of the procurement area was reviewed by key stakeholders in order to create the best starting point for a decision by the department heads on the future organisation of the procurement area. Based on the workshop, the department heads decided on a phased professionalisation (centralisation) of the procurement area at SUND.Kontaktpersoner

    • Merete Munk (Improvement Owner)
    • Peter Kejser (Process owner)
    • Stinne Skydt (Improvement Consultant)
    • Jørgen Ejler Pedersen (Improvement Consultant)

  • The problem

    In weeks 29 and 30, SDU Education is not notified when students have paid for their supplementary subjects (summer school) before the study start. Without this payment information, access to materials or exams cannot be granted.

    The process

    Education and Financial Service sat down and figured out what a here-and-now solution could be for the prospective students.

    Outcome

    The right long-term solution is a webshop that is integrated with the financial system, which then automatically transfers registrations to the student study administrative system. Until such a solution can be developed, a short-term solution is in effect.

    The restriction is removed in the student study administrative system so that students enrolled in supplementary and summer school courses have access to ITSL, regardless of whether they have paid or not. On the other hand, students will only be able to take the corresponding exam once they have submitted a receipt for payment.

    Kontaktpersoner

    • Rikke Tolstrup (Process owner)
    • Jens V. Kierkegaard (Process owner)
    • Stinne Skydt (Improvement consultant)

  • The process

    Two-part workshop programme, spring 2024

    Kontaktpersoner

    • Kirsten Præstegaard (Improvement owner)
    • Nicolai Sørensen (Improvement owner)
    • Søren E. Frandsen (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement consultant)

  • The problem

    Lack of a clear process and robust salary negotiations practices for recruitment.

    The process

    One-day workshop, February 2025

    Outcome

    Broad support was created for a common process description (across the areas and the union representative system). In addition, a joint introductory course for new managers and union representatives was created, as well as an easy and quick access to a comprehensive overview of the salary negotiations for recruitment.

    Contact persons

    • Lisbeth Møller (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)
    • Lærke Schjødt Rasmussen (Improvement Consultant)

  • Processes

    3-day workshop, November 2024

     Contact personsr

    • Lisbeth Møller (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)
    • Nickie Glissmann (Improvement Consultant)

  • Processes

    2-day workshop, September 2024

    Outcome

    The Post-Award project management process was explored to find and remove hassles, doubts and detours. A number of improvement actions were initiated in areas where participants had control or influence.

    Contact persons

    • Merete Munk (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)

  • The process

    ½-day workshop, September 2024

    Outcome

    A concrete example is the change of the "Management Pack" to the "Starter Pack", which is now available to all employees and not just management as before. This ensures that everyone has access to important information, which promotes transparency and collaboration.

    In addition, a "self-negotiation package" was developed to better structure salary negotiations, which has reduced waiting time and improved the structure around it.

    Contact persons

    • Lisbeth Møller (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)

  • Processes

    2 x 2-day workshop, June 2024

    • Felix Bjørnstrup Vølund (BA facilitator)
    • Karina Skjold (KA facilitator)
    • Jørgen Ejler Pedersen (Improvement consultant)

  • The process

    3-day workshop, May 2024

    Contact persons

    • Merete Munk (Improvement owner)
    • Nicolai Sørensen (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)

  • The problem

    Lack of optimal process in the interface and contact between TEK researchers and external companies as well as between researchers and internal administration (legal/eco).

    The process

    3-hour workshop, held on 18 December 2024.

    Outcome

    A common understanding of the problem was created, in addition to a joint decision to create an introductory course (for current and new researchers), followed up with a peer-to-peer training.

    Contact persons

    • Kirsten Præstegaard (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)

  • The process

    1-day workshop, January 2024

    Outcome

    WorkZone opportunities were explored in order to group, prioritise and concretise the most impactful potentials of WorkZone.

    Contact personsr

    • Thomas Friis Gjesing (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant) 

  • Processes

    2-day workshop, November 2023.

    Outcome

    Joint strategy for better utilisation of existing facilities and suitable classrooms for all faculties.

    Contact persons

    • Henrik Mørkeborg Ravn (Improvement owner)
    • Claus Holmegaard Bonnesen (Process owner from TEK)
    • Lisbeth Anni Mortensen ("Everyday Specialist" from NAT)
    • Jørgen Ejler Pedersen (Improvement Consultant)

  • Processes

    3-day workshop, September 2023

    Outcome

    Process for execution is uncovered and new workflows are explored, with a view to knowledge sharing and utilisation of resources.

    Kontaktpersoner

    • Merete Munk (Improvement owner)
    • Kirsten Zeuthen (Process owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)

  • The process

    1-day workshop, August 2023

    Outcome

    Uncovering interfaces. Updating remains in a few hands. Waiting time for updates is reduced by increasing capacity.

    Contact person

    • Kirsten Zeuthen (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)

  • Processes

    1-day workshop, June 2024

    Outcome

    The certificate of employment process was explored to find and remove hassles, doubts and detours. A number of improvement initiatives were initiated in areas where participants had control or influence.

    Contact persons

    • Lisbeth Møller (Improvement owner)
    • Jørgen Ejler Pedersen (Improvement Consultant)

Process for improvement projects

Projects are submitted via area and head of secretariat managers on behalf of their areas. Projects are recommended by the Executive Committee (for the Continuous Improvement Development Strategy) and approved in the ALT group (Administrative Leadership Team).

Projects are generally carried out according to SDU's Improvement Model's workshop concept, but some projects may also be assigned a different approach. 

”

The workshop became a forum where we uncovered some clear common interests that there is something that needs to be done better. I left with the feeling that it had created value for both colleagues and managers.

Workshop participant

Workshop programme

If you're curious about how an improvement project progresses, you can get an overview here.

SDU's Forbedringsmodel, som består af: 1) Sæt et mål 2) Kortlæg processen 3) Lav en før-måling 4) Sæt det rette hold 5) Tag et udviklingsprint 6) Test din løsning 7) Følg op på målet

Har du spørgsmål?

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Skriv til forbedringshub@sdu.dk

See also