Top Hospitals Choose CenTrak

Our customers are leading health systems and organizations who are focus on improving the patient experience while increasing staff efficiency & satisfaction. CenTrak-installed sites see improvements in their clinical workflow, regulatory compliance, and ROI. We are proud to be the RTLS & visibility solutions provider of choice for the US Department of Veterans Affairs as well as all the noteworthy customers whose experiences we share below. Check out our RTLS Savings Calculator or request more information to see what CenTrak can do for your facility.


Wake Forest Baptist Medical Center



Intelligent Hospital Awards 2014 Pamphlet, HIMSS’14 Intelligent Hospital Pavilion
Wake Forest Baptist Medical Center

“Wake Forest Baptist Medical Center has a vast system of facilities in North Carolina. Managing over 700 refrigerators across multiple, geographically separated buildings and campuses is a complex task, demanding 10,000 staff hours annually to acquire the twice-daily mandated temperature checks for refrigeration of medications, blood, patient nutrition products, research specimens and other high value items, This time commitment alone was estimated at $300,000. On one hand, massive savings were realized: in just one incident, 6,000 doses of flu vaccines valued at $90,000 would have been discarded and repurchased if the temperature had not been adjusted. On the other hand, it was found that eight percent of the units were incapable of holding the required temperature. Based on the success of this project, the Center plans to extend the project to other areas of the enterprise.”

Texas Health Harris Methodist Hospital Alliance



Kathi Cox
CPHIMS, Project Consultant,
Texas Health Harris Methodist Hospital Alliance

“From a business standpoint, asset management pays for the RTLS infrastructure. However, RTLS is continually making inroads into clinical services, and it’s this convergence of asset management and clinical workflow which demonstrates the true promise of RTLS. The longer term goal of RTLS is full integration with internal information systems for EMR, Lab, and RAD, among others. The activating principle for this system integration is ‘measuring and managing the patient journey’ where the entire patient experience can proceed in an efficient and clinically effective manner.”



Kimberly Brayley
Director, RTLS Project Management Office
US Department of Veteran Affairs

“The quality of veteran care and improving the delivery of our healthcare services are the driving forces behind implementing the RTLS solution,” said Kimberly Brayley, director, RTLS Project Management Office, Veteran Health Administration. “Leveraging state-of-the-art technology allows VA to decrease operational costs and increase efficiencies, satisfaction and quality healthcare delivery.”



Kevin Capatch
Geisinger Director of Supply Chain Technology and Process
Geisinger Medical Center

“The objective was to reduce the amount of time that staff members spent searching for items, as well as ensure that excess inventory is not ordered to replace assets thought missing that were, in fact, onsite. A recall of IV pumps, of which Geisinger had hundreds, required that every pump within its facilities be located and replaced—a very laborious process. We had to take all of them out of the system…to have an event of this magnitude going on, without RTLS, is very time-consuming. We had a flurry of activity around it. If the IV pumps had been RFID-tagged the process would have been considerably easier, since personnel could simply have searched for all of the pumps in the software and then be directed to each. During the selection process, the Geisinger team liked [CenTrak’s] hybrid solution…and the fact that the technology would not be using the Wi-Fi system to transmit data. The location information is what we are after,’” Capatch states. “It is the workflow from end-of-use to ready-to-use we can’t manage today…when fully integrated, [the system] will notify logisticians that a particular pump is ready to be cleaned once it is placed within the designated ‘dirty location,’ and the logisticians will then clean the pumps and distribute them to the areas with the lowest clean par levels.”

Our Lady of Lourdes Regional Medical Center



Terry Broussard
Our Lady of Lourdes Regional Medical Center

“Our ability to locate equipment 186 beds was quite limited…Since the implementation we’re able to deliver that equipment to direct to the patient’s bedside in a timely fashion and provide quality patient care.”

Texas Health Alliance



Winjie Tang Miao
Texas Health Alliance

“Our greatest benefit, in my opinion, is the way we are using the tool to automate non-value-added tasks, [such as] keeping real-time PAR values on highly utilized patient equipment and having alerts sent when that PAR has been compromised so it can be dealt with. If you look at patient satisfaction, our scores are very high…[The solution] helps workers locate assets quickly, thereby enabling them to spend more time serving patients. In addition, the patient-tracking function makes it possible to automate the discharge process, as well as find patients for friends and family, while the personnel-tracking capability enables the system to identify which staff members have been within the vicinity of an infectious patient.”



Dr. Jose Acuin
Medical Quality Improvement Director
The Medical City

“The Medical City has seen a 48 percent reduction in infections in one year since installing an RTLS-based hand-washing compliance system. ‘The Medical City is extremely proud to have installed the most advanced technologies to ensure the safety of all of our patients and staff members, says Dr. Jose Acuin. Not only do we offer world-class facilities, cutting-edge equipment, distinguished medical staff and rigorous patient care processes, but we can now demonstrate our support for improved patient safety initiatives, such as protecting patients and staff from hospital acquired infections (HAIs).’ This, indeed, further strengthens The Medical City’s stature as a medical destination of choice in the Philippines.”

Group Health Cooperative




Donnell Coomes
Senior Project Director, Enterprise Project Management Office
Group Health Cooperative

“The RTLS technology is part of Group Health’s Integrated Care and Facility Design (ICFD), designed to serve patients more efficiently. According to Group Health, the technology is being utilized to transform the patient experience. For example, the waiting room has been nearly eliminated, since patients will proceed directly to a care room instead of waiting within a public area. Rather than a patient having to visit a laboratory to have blood drawn, or to receive a shot, a mobile lab can serve the patient within the care room when needed. In the future, the company notes, the clinic intends to enable a patient to receive visits in the same care room from a pharmacist (for medication consultations), as well as from the business office (to make a payment), prior to completing his or her appointment.”

Our Lady of Lourdes Regional Medical Center



Kevin Meyers
Director of Logistics and Services
Our Lady of Lourdes Regional Medical Center

“Prior to the CenTrak implementation we would use our decontam[ination] techs to make rounds throughout the facility. Now, we’re able to detain soiled equipment in certain areas and we’re able to allocate our resources appropriately, saving time… One of the key benefits has been focusing on our crash cart expiration process. I’m notified with an email alert when an item is going to expire so we are able to allocate less resources monthly to track expired items.”

Royal Wolverhampton Hospitals NHS Trust



The Royal Wolverhampton Hospitals NHS Trust

“The agency has been seeking RTLS to improve patient flow and track assets and hand-washing compliance, and wanted a single platform that could accomplish all three objectives…The NHS’ goal is to reduce the amount of time that patients spend waiting treatment by using the RTLS data to improve workflow…[and] reduce equipment costs, by gaining visibility into the locations of existing items so that workers can more easily locate them…Royal Wolverhampton Hospital seeks to reduce the rate of infection based on employees’ failure to wash hands, by utilizing [location] data to identify and address cases in which hands are not being washed as recommended, before and after each patient visit.”