Read how we have helped our Clients meet their goals and fulfill their mission. As our Clients have handed us their challenges, Crothall has helped them achieve their “mission critical” goals. We trust you will find an idea or concept in some of our successes that may be of special interest:
Laundry & Linen Services
Every one of our processes must be challenged to improve the customer experience. While our utilization of the Six Sigma strategy was designed to reduce rework at the end of the process, LEAN is a philosophy that identifies waste within the process itself...long before the final outcome.
The Crothall Laundry Services facility in Rome, Georgia, has supplied linen to BHS since January 2004 and began providing laundry distribution services in 2006. It quickly became clear that BHS needed Crothall’s expertise not only in the area of processing linens, but also in assisting BHS with improving linen utilization.
Healthcare Technology Solutions
Crothall’s Healthcare Technology Solutions (HTS) lowered biomedical service costs while improving service efficiency at NYC Health + Hospitals (NYC H+H). NYC H+H is the nation’s largest public health care system with 21 facilities, 11 acute care hospitals and 7500 beds serving more than one million New York City residents annually. Crothall HTS streamlined asset inventory and maintenance to save capital and create new competencies in inspection and evaluation.
Crothall Healthcare Technology Solutions has crafted a unique role in medical device support that saves cost while improving patient safety. Crothall’s EquipCONNECT program at CHRISTUS St. Frances Cabrini Hospital, a 281-bed facility admitting 12,000 patients in central Louisiana annually, has transformed into a model of time and resource efficiency while improving patient outcomes.
This full-range health services center encompasses maternity care, emergency, general practice, mental health, and specialties like cancer treatment. Part of Adventist Health System, it is a faith-based hospital, and its services not only look at physical needs—they look at mental, emotional, and spiritual needs as well.
Thousands of hours were returned to care providers year after year, allowing more time at the patient’s bedside. “What started off 12 years ago to help move patients throughout the hospital has expanded to services in all areas of inpatient and outpatient care, as well as our physician office building transporting patients to and from the hospital,” said Joan Maro, VP of Operations at Aurora St. Luke’s. “The patient transportation trip volume increased 65% to 350,000 trips in 2016 from the start of a partnership with St. Luke’s and Crothall patient transportation in 2004.”
Crothall managers and methods increased transport efficiency to the radiology department by more than half, decreasing turnaround time for inpatient procedures by over 55%. May 2016 ended with 90% of radiology trips at the target turnaround time or less, up from 58% only ten weeks earlier. "The increased consistency really helps with scheduling our procedural cases that require doctors and anesthesia," said Bob Lohnes, CAT Scan Clinical Coordinator at Inova Fairfax Hospital.
The quality and quantity of transport went up in the hospital’s busy 30-bed emergency department (ED). In 2012, the request for transport to arrive within 10 minutes was below 67%. By the third quarter of 2015, the same request had risen to an average of 84% response, dramatically increasing improvement to patient throughput from the ED.
Emergency department inpatient admission times dropped 58% in less than six months. Crothall assumed responsibilities of the Inova Fairfax patient transport department in May 2012. Crothall leaders and transport professionals worked with Inova’s business culture framework to address improved inpatient admission times in the hospital’s busy emergency department (ED).
Crothall Healthcare Patient Transport Division has redefined “patient experience” in hospital settings, with processes that build value into every patient interaction while rewarding the skills and efforts of their managers and staff. The Milton and Carroll Petrie Division of Mount Sinai Health System’s Beth Israel Hospital, an 856-bed teaching hospital located in the heart of New York City’s Lower East Side, built a successful partnership with Crothall to improve patient throughput and satisfaction among clinical and support departments providing world-class care.
Always striving to better the patient experience, in April, UCH opened a brand new, state-of-the-art emergency department that aims to set a new standard for emergency care. A highlight of the ED’s roster of innovations is the totally redesigned patient flow, which has virtually eliminated backups in the waiting room.
For Navarro CEO Xavier Villarreal, the need to improve HCAHPS scores by engaging EVS staff is what drove the hospital to switch EVS vendors and pursue a new partnership with Crothall Healthcare at the start of 2013.
As one of New Jersey’s major healthcare facilities, JFK is particularly recognized for its stroke and rehabilitation programs. JFK’s Johnson Rehabilitation Institute was ranked as one of the best hospitals in the nation for 2013-14 for rehabilitation by U.S. News & World Report.
Crothall Healthcare has redefined “patient experience” in hospital settings, with processes that build value into health care activities while improving outcomes and generating more time for patient care. Jersey Shore University Medical Center (JSUMC), a 546-bed hospital and trauma center in the Meridian health family of health care, has partnered with Crothall to fight hospital-acquired infections (HAIs) with capital investment and improved procedures.
When Good Samaritan Regional Medical Center Chief Operating Officer Gerry Durney started in October 2009, he saw a need for synergy: “One of the things I’ve been engaged in is having the local system really act as a system.”
Frisbie Memorial Hospital is located in Rochester, a community tucked in the southeastern region of New Hampshire. Frisbie has carved a niche in acute hospital care with its unique emphasis on friendliness and patient satisfaction while providing quality and expert health care.
Crothall was called on by Peninsula Regional Medical Center to address plateauing patient ratings. Within a year, Crothall’s signature staff training and organization programs had increased average HCAHPS cleanliness ratings by 21.7%. Their 81.2 score is one of the best five scores among Maryland hospitals.
Crothall Healthcare has redefined “patient experience” in hospital settings, with processes that engage and reward managers and staff who create value with every interaction on the job. Mount Sinai St. Luke’s, Mount Sinai Queens and the New York Eye and Ear Infirmary of Mount Sinai have harnessed the transformative energy of Crothall’s processes to create solutions to the challenges of hospital sanitation and patient satisfaction in hospital environments across New York City.
Crothall Healthcare has redefined “patient experience” in hospital settings, with processes that build value into every patient interaction while rewarding the skills and efforts of their managers and staff. Saint Luke’s Hospital of Kansas City, the largest hospital in the Saint Luke’s Health System with 410 beds and nearly 20,000 annual admissions, is demonstrating the high scores and positive feedback that result from the expert application of Crothall’s processes.
Crothall Healthcare has redefined “patient experience” in hospital settings, with processes that encourage and reward managers and staff who create value for patients with every interaction. Inova Fairfax Medical Center of Inova Health System is Northern Virginia’s largest hospital, with 2.1 million square feet and 833 patient rooms, and has been a leader in programs that become Crothall’s standard for care.
Inova Fair Oaks Hospital, with more than 337,000 square feet and 182 patient beds, is one of several hospitals in the Inova Health System that has been adopting Crothall’s processes and methods to raise their standard of care and increase collaboration between departments.
San Angelo Community Medical Center, serving its west Texas community with 300,000 square feet and patient capacity of 171 beds, has recently proven the value of Crothall’s process with its dramatic transformation.
Florida Hospital System, including eight campuses and 2,675 beds, began their partnership with Crothall in 1999 and became a prime example of how patient satisfaction and employee pride rise when supported by the four basic pillars of Positive Impressions™, Crothall’s new approach to patient satisfaction.
At Cape Cod Hospital in Hyannis, MA, Crothall found that in order to engage hourly associates, you first have to earn their trust. There was a feeling among housekeepers that what they did on a daily basis—the tireless, challenging job of cleaning effectively and productively—never really made an impact in the minds of patients.
As hospitals everywhere look to ensure a safe environment for their patients and employees, Crothall Healthcare is helping its clients meet this challenge head-on with a multifaceted, award-winning safety program.