Date of Conferral

4-2-2026

Degree

Ph.D.

School

Management

Advisor

Robert Haussmann

Abstract

The healthcare industry faces a persistent challenge to balance financial, vision-based, and regulatory goals while maintaining the capacity to serve the public. Healthcare leaders need to understand the impact of using a particular type of workflow redesign to improve their ability to manage patient satisfaction, costs, and length of stay (LOS). Grounded in the Baldrige Excellence Framework, the purpose of this quantitative, quasi-experimental, comparative study was to compare runtime LOS across encounters for three workflows: original (WF-O), time/cost-based (WF-F), and vision-based (WF-V). The data set included 1 year of intensive care unit admissions from the Physio.Net database. ANOVA was conducted using 164 encounters and 69 workflows based on admission type. The results compare the total runtime across three variants of the same workflow: the original (WF-O), a redesign for financial metrics (WF-F), and a redesign for vision metrics (WF-V). The sign test results indicate a difference for each pair of workflows, WF-O versus WF-F (z = –8.719, p < .001, median = 0.00), WF-O and WF-V (z = –12.73, p < .001, median = –30.00), and WF-V versus WF-F (z = –11.17, p < .001, median = –30.00). The pairwise comparison did not identify differences between the pairs (WF-O–WF-F = 30.20 < 37.56; WF-O–WF-V = 32.05 < 37.56; WF-V–WF-F = 1.85 < 37.56). Understanding these results equips healthcare leaders with insight into the level of impact on the time required to perform the complete workflow. The implications for positive social change include the potential for healthcare leaders and policymakers to align workflow redesign strategies with organizational vision, enabling decisions that balance cost efficiency, optimal resource use, quality of care, and patient satisfaction.

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