TAGNOS Healthcare Innovators Podcast – Episode 1: Rachael Ellis, Scan4Safety Programme Director at Hull University Teaching Hospitals NHS Trust

Rachael Ellis, Scan4Safety Programme Director at Hull University Teaching Hospitals NHS Trust, was recently featured as a guest on TAGNOS Healthcare Innovators Podcast where she discussed their implementation of Scan4Safety Asset Tracking Solution and more. 

Scan4Safety is a new innovative way of working, bringing together the experience of the patient, alongside the operational aspects of managing a hospital and the procurement and logistics management of coordinating products and resources. After large scale experience in procurement within both Private and Public Sector delivering commercial acumen, Rachael has been focused on bringing out the best in people, and through work at various places including Hull University Teaching Hospital, Northumbria University, Sheffield Hallam University Gloucestershire NHS Procurement Shared Services and at Rotherham NHS Foundation Trust, she has led teams to deliver large scale savings, and make a real difference to the culture, processes and practices ultimately delivering improvement to the organisation and the NHS.

Known for her outgoing sunny personality, her procurement and supply chain knowledge is excellent and she is passionate about making a difference and the Scan4Safety programme is a serious contender for large scale change in bite sized pieces, which are manageable in busy hospital environments.

Here is a link to the podcast on TAGNOS Healthcare Innovators: 

For your convenience, the transcription of the podcast is provided below. The transcript has been edited for clarity.

TAGNOS Healthcare Innovators Podcast  

Episode 1: Rachael Ellis, Scan4Safety Programme Director at Hull University Teaching Hospitals NHS Trust, Aired Thursday October 29, 2021 

Sponsored by TAGNOS 

Interviewer: Khrystal Landrum, RN, Clinical Solutions​ Manager​ from TAGNOS

Guest Podcaster:  Rachael Ellis, Scan4Safety Programme Director at Hull University Teaching Hospitals NHS Trust

Khrystal Landrum: Hello everyone. I’m Khrystal. I’m the Clinical Solutions Manager for TAGNOS. I’m joined by my beautiful friend Rachael Ellis with Hull University Teaching Hospital today, I’ve had the pleasure of working with her and her Scan4Safety team to implement TAGNOS asset orchestration. Thank you, Rachael, for joining us today. Can you tell us a little bit about you and about Scan4Safety and how it came to be? 

Rachael Ellis: Thank you for inviting me to do this thank you. So, I’m Rachel Ellis. I’m the Scan4Safety program director at Hull Hospital. Hull Hospital is a large acute hospital with two sites approaching 1300 beds, just shy of 11,000 employees, and has a major trauma center, 2 Helipads, and we cover pretty much every specialty that there is to cover on a medical basis.  

My team at Hull have been implementing Scan4Safety now for coming up for three years and, pre COVID, we were rolling out, approximately every 10 weeks, to a brand-new area. We’re live in 19 areas, we implement in a slightly different way to perhaps some of the other areas that run with Scan4Safety, and in the UK, Scan4Safety is seen as being a “pioneering method of how you can implement scanning and brand-new barcode technology to bring benefit to healthcare and to avoid risk and to not have duplication”. That brings big benefit to the clinician and ultimately to the patient. 

Khrystal Landrum: Well you answered my next two questions, I think. Your involvement with Scan4Safety, did you touch on that one, or there are more details you might want to add? 

Rachael Ellis: So Scan4Safety in the UK was originally started it had six demonstration sites and each of them was funded to quite a significant amount of millions of pounds each. And after two years, almost a recipe of how to go about Scan4Safety, a rule book was written and I reviewed that. My post was the first Scan4Safety program director in the UK, which wasn’t part of the central government funded. And my job was to implement as business as usual at Hull University Teaching Hospital, which we’ve now started to do right across. And the difference that we do is that we scan the entire patient pathway. We scan what’s known as the four P’s, which is the patient, the products, the process, and the place.  

The process is “the what”, so that’s the staff members. And “the who” was involved with that as well so staff and what procedure have they undertaken. We will do that whether we are running with cardiac theater, and we’ve got a surgeon, and the anesthetist and the runners and the surgical care practitioners, etcetera, in the room with perfusionists. Or we will also do that right down to ICU, where a nurse will be taking a set of bloods and send them off for analysis. And we will understand that actually, they’ve used these three components and this pair of gloves, and they’ve done it against this patient at this time in this bed space, so we want it right across the hospital. 

Khrystal Landrum: That’s a lot of data to track. 

Rachael Ellis: Yes. 

Khrystal Landrum: So, you were the first director ever initially, this program didn’t have a director type of role and so you’re… 

Rachael Landrum: Not that was funded yes, so they were all funded, and then they were all dissolved back into business as usual, and then my role was created to be the standalone director post in the UK. Yes. 

Khrystal Landrum: So, you’re over all hospitals in the UK are just your… 

Rachael Ellis: No, just Hull, plenty on my plate at Hull. So yes, but ultimately, I also chair the northern Scan4Safety group where all the trust comes together. A hospital in the UK is known as a trust. All the hospitals come together, and we talk about what it’s like to implement, what the challenges that we face, how we got around things, what kind of things we need to be included in business cases and development, and kind of how scanning errors have been reduced and the benefits that have been shown. We also kind of share quite nicely across the Trust’s within the NHS within the National Health Service in the UK.  

Khrystal Landrum: Okay. Can you explain what technologies, strategies, and processes you’ve implemented at Hull specifically?  

Rachael Ellis: Yes, so under the Scan4Safety banner, we’ve got a central system that we use. We have inventory management, which is all about stock and products. That helps us to have visibility to them, to automate orders, to make sure that we capture all the serial codes, and that we know which product has gone into what location, so we can share products. If we buy 1000 of something, we can then give 10 areas 100 of each, instead of having to buy 10 areas 1000 each, we can do what’s known as product splitting so, that’s very beneficial. We can also track the point of care, so we can track what patient had what procedure done, at what time, in what location. So, that’s quite useful and then finally, I suppose is the big kind of exciting piece of RFID, which is kind of where you (TAGNOS) have supported us greatly on that piece. So that’s all about assets, and finding assets, and understanding what assets we’ve got, and when they need servicing, etcetera. So, that all brings it together as a complete picture for us. 

Khrystal Landrum: Awesome. Your facility recently went live with this new product. It’s the TAGNOS Asset Orchestration, you guys have a different name for it. And it was implemented with a partnership between TAGNOS, Zebra, and The Barcode Warehouse. Can you tell us more about that? 

Rachael Ellis: Yes, we were allocated funding, really, quite a small pot, and it’s quite a tight budget. We are the NHS, and resources are not widely available. We have to get the best use of the public purse. We have to be seen to be spending the money, to do it well, and also to show transparency within that. We tendered the actual product that was required and that was done on outcome based. We knew what we wanted. We didn’t know how to solve the problem. We knew we wanted to be able to see the assets, we knew we wanted to be able to have transparency to the assets, to be able to perhaps, share some of those assets and share some of that resource. Until you have visibility to that, you can’t do that. So, as a result, we tendered, and the Barcode Warehouse won the contract and in partnership with Zebra and yourselves at TAGNOS, they have now delivered this. To us is a great result, it means that we’ve got the best value that we can and that’s a great outcome.  

So that’s what we want to do, we’ll make sure that happens, but also, it means that we have a great product. We’ve worked with yourselves to tweak that product, to modify it to make sure it works, for us in a UK Hospital, and you’ve been responsive to our needs. You’ve listened to what we want. You’ve said to us, “Does this work? Does that work?”. That collaboration work has been beneficial, because apart from anything else, you have been able to learn what works for us as a hospital, and how that moves around the hospital as an asset. But also, we’ve been able to say, “On reflection, we like this, but now can we make it better?”, and you’ve been able to also offer that next step too. That’s been great. 

Khrystal Landrum: That’s awesome. Thanks for that feedback for us. That’s what we strive to do. I think we can only be better when we work, and we listen to what our end users and our clients, our customers are asking for. So, we do have to work within limitations sometimes, but when we can meet all of your needs efficiently and easily it’s an awesome experience for us as well. Was there a particular reason you chose The Barcode Warehouse, Zebra, TAGNOS Solution, you guys call it? Sorry, remind me again, what you guys call it. 

Rachael Ellis: For us it’s the RFID Solution for Assets. 

Khrystal Landrum: Okay. 

Rachael Ellis: Yes, so the reason why we selected Barcode Warehouse, and the partners with Zebra and yourselves at TAGNOS, was multifaceted. It had to be that it met our needs. That was first and foremost. It had to be that actually it proved to be value for money, and that was absolutely. But thirdly, we had to bring benefit to the patients, to the clinical teams that are dealing with patients day in, day out, overnight, in the middle of the night, when they need to be able to find a bladder scanner, they need to be able to find it, and the system has to be easy to use. It has to be transparent, and it has to be able so that they can just key in a few words, and they can go and find it. So, that’s the reason why we did it, and the fact that longer-term we can future proof this a little bit more with you, when we can develop it a little bit more with you. It’s not a static product. It’s a product that can perhaps change and become improved and better as we need to.  

You know, dynamics change in the hospital. The reporting requirements change in the hospital. Our requirement from the central government, because we are totally central government-funded here in the UK, that changes. Sometimes we have to change what we deliver and how we deliver it, and that will change too going forward.  

With having a team like TAGNOS available to us, to listen, and when we say, we need to change this, I’m fairly comfortable that, regardless of what is thrown at us in the next 6, 8, 12 months, TAGNOS will be able to listen. We might not get it right the first time, but actually, we will get it right. We will get 80% right the first time, and then we’ll tweak this a little bit more. We’ll come back for some more testing, and we will get it right. I’m quite confident that that will happen. So, that was also a part of it for us. Understanding that there is some real flexibility there, and a willingness to learn and work with us quite quickly, because from start to finish, in only five months from concept, this is live. That’s quite incredible.  

Khrystal Landrum: That was going to be one of my questions. What was the process like leading up to the go-live and the launch of the product? You’ve answered that. We work well with you guys. 

Rachael Ellis: Absolutely. And I think the more that we share… I remember, there was a call actually, and I remember saying, “I don’t prescribe how”, and I think you all kind of looked a bit shocked. I don’t prescribe how because if you go to a doctor, you do not say how you want the operation to be performed. If they’ve studied medical, for eight years, and they’ve been practicing for another 15 years, you don’t expect to then be able to tell them that the heart valve, that the tricuspid heart valve does this. That’s not the way it works. You say to them, I’ve got a problem with my heart, my breathing is doing this, these are my symptoms, and they will say to you, this is what you need. You want an outcome, which you can run back to your 5k again, without being out of breath.  

That’s what we need. We need to be able to find assets. I don’t care how. No, I’m not a professor of IT. What I want is a clear system. A system that’s user friendly. I want to be able to find my assets. I want to be able to have a relatively easily labeling process. Ultimately, that’s what I want; that’s my outcomes.  

If you can provide that, I don’t mind if behind the scenes it goes up and down, around and about, or if it just goes from A to B. It’s not my job to prescribe how and I think that’s why it’s worked. Ultimately, for me, I think it has to work by me telling you what I see happening at the end. It’s like the Willy Wonka machine in Charlie and the Chocolate Factory. You don’t care how you just want that everlasting gobstopper in your hand and that’s kind of where I am. 

Khrystal Landrum: You got to gobstopper with us. You’ve told us before about when you guys were first looking into this, and correct me if I’m wrong, you guys had monitors you had them track how long someone was looking for a bladder scanner or another asset. And you had said that it was an hour; they would spend an hour looking for one single asset. A nurse is doing that instead of taking care of patients, correct like took her away from the bedside? 

Rachael Ellis: Yes. We did a time and motion study on two places in the hospital. One was around the ICU. We looked at that, and nurses spent quite a lot of time looking for assets and finding things. And then, we also did one on the theater corridor, which is where a lot of theaters are forward-facing. That is the main corridor for transportation of patients, products, and assets, as well. There are storerooms going off at one side and the theatre at the other side. There is sluice (dirty) rooms and all the things that you would expect from a major hub of the theater corridor.  

But we looked at that, and it was four hours, I spent four hours with a clipboard and stood there saying what are you looking for? Out of that, we recorded over three hours and forty [minutes] of people, not all at the same time, some doubling up of different staff members… but in that time, there were eleven staff members in total, spent three hours and forty [minutes] looking for products.  

Some of it was simple stuff like cables. They were looking for cables because the pacing box, you know the thermometer temperature pacing box had gone, but no cables had come with it. You can’t use that product until you can plug it in. Clearly, we also need to then label the cables separately because they’re disjointed from the actual product. We don’t have many of those instances, but we do and it just so happened on the day that I did the time and motion, there was quite a lot of time spent looking at it. However, we’re now about to go back and do that and we’re aiming to reduce that by 85% in the areas that are live, which is quite incredible. We’ve not done that yet. That’s about to happen in the next few weeks, so I’ll be able to keep you posted. 

Khrystal Landrum: That’s awesome. Can I just say before we move on, for our non-UK listeners, that theatres are the operating rooms? 

Rachael Ellis: Yes, it is. 

Khrystal LandrumWe call it the OR; you guys call it theaters. There was a little bit of… I think when we started the project, we had to learn the lingo to translate it into what we call it, versus what you call it. It’s us fairly easy. It’s they’re not going to the movie. She’s not standing outside the screening room. It’s the operating room. 

Rachael Ellis: Yes, it’s an operating theater.  

Khrystal Landrum: I know, you guys haven’t been able to go back and study the time reduction that this project has, hopefully, implemented, or created. But how are people receiving the solutions, any fun stories you can share on that? 

Rachael Ellis: Yes, they use it quite a lot. With COVID, we are restricted as to which areas we can go live with. That has hampered our efforts a little bit. We have now rolled out over 150 users go in the system now. So that’s quite substantial, in only eight weeks of go-live. I think that’s very good. And that’s individual users. I think that’s very good.  

And lots of people have said, “God, isn’t this really simple to use.” and “Doesn’t it look great!”.  

Lots of people like the map view. Our map view is sort of color-coded by area. Each part of the hospital, for each operating room… “theater”, those are color-coded according to different parts. Then when you move into ICU, that’s a different color. Generally, when you are a clinician, you are based around a certain area by specialty usually. So you are either around the surgical part, or around ICU, or you might be in recovery, or you might be in the surgical admissions lounge. You can always be set around your own specialty. It made sense to color code those accordingly. That makes it a lot more visible to everybody. They get used to thinking, “My area is purple.” or “My area looks yellow”. Therefore, they can find things quickly on the maps. That’s been cool feedback, too. 

Khrystal Landrum: That’s good to hear. There are two stories you’ve told us before recently, one was about a napkin left on your desk, and one was about… I don’t remember who it was specifically… but it was a gentleman, and he said, “Wow, wow.” It may have been two different gentlemen. And one of them said, “You mean, these are my assets, and this is where they are? Can I go get them right now?”. You had to make him wait to finish his training. Can you tell us about those instances? 

Rachael Ellis: Yes, so we went to a ward that had been closed previously for COVID. They recently reopened in the last few weeks. The ward had been stripped while it had been closed because lots of people have borrowed assets that weren’t theirs. When we were showing the nurse in charge he said.  

“These are all my assets here?”  

I said “Yes”.  

He said, “And this is where they are?”  

I said “Yes”. 

He said, “I’m going to send somebody to come and get them.”  

I said, “Well you need to finish your training first.”  

And he said, “No, they’re going to get them straight away”  

I said, “I don’t want to cause a mutiny. Why don’t you wait until you need them and then you can go and find it?”  

He said, “Well, there are my assets and I’m having them back.”  

But on a serious note, they do belong to that ward, and they are needed by that ward. Ultimately, he can now find those assets and he now knows where they are before he has a nurse that says, “we used to have one of those in that cupboard but it’s not there anymore. Where is it?” They can do that now. Often wards do share kit, and that’s not a problem at all. But when wards need to find something quickly, the point is now, they can do that. That was kind of the piece, and he was almost ready with a list saying, “I need to get all my assets back”. There weren’t hundreds of assets, just to be very clear. But there was a few, and they clearly belong to that ward, and he wanted them back. So that was that one. 

Yes, absolutely, and then another example. As you said, I had a note left on my desk and it said, “This system is awesome! I love it!”. They could find what they were looking for. The team has been saying “I am sure we had one of those. Was it over there or was it over here?” It became quite clear when he just typed in the name, and it was actually in two wards down the flight of stairs and around the corner. Go and get it. And they did and he said, “That was just fabulous.” It was great that they could do that.  

So yes, good examples where people were generally… jaw-dropping moments of “wow.” That was good. Really good. We are hoping that kind of continues. 

Khrystal Landrum: That’s amazing. What recommendations do you have to other NHS sites when implementing solutions such as this, or when implementing any Scan4Safety products in general? 

Rachael Ellis: I think we always start… and it’s a big ethos of mine… is solve the problem. If you solve the problem, the engagement happens. If the problem is that they don’t have visibility, then provide them with that. If the problem is, that actually, they think that they’ve got 40 of this, whatever it is that they think they’ve got, might be a thermometer or it might be a monitor or it might be a blood gas analyzer, and, if they haven’t, then solve that problem. Give them the visibility, and show that, in the last 12 months, we’ve only seen 16 of those out of the 40. So, therefore, 24 are no longer on-site with us. Solve the problem, and the engagement will happen.  

If you do that, across both clinical and operational aspects, that comes together quite seamlessly. Then what happens is you have a waiting list of people, which is kind of where we’re at with Scan4Safety, because people are almost tripping over themselves, saying, “I can’t wait to go live with this, this is something that I want to do.”, because you can solve the problem.  

You can give them the visibility. You can show how everything works and basically how it all slots together. They’ve got visibility about their stock. We can show them when things are going to expire.  

They don’t need to go and check the valve cupboard anymore because when they scan it in using the GS1 barcode, it gives them the expiry date.  

It connects all that together and then they can look it up and say, in the next three months, what have I got that’s expiring. And if it’s on consignment, they’ll get that exchanged to the supplier. If it’s not, then they can either look to use it, or we can make a decision to scrap it.  

We can always look to do that with a proactive approach, but it’s too late when you scan a product, and it says this has now expired three weeks ago. That gives you no options whatsoever.  

Then you have to decide if it’s life and limb. Do you continue to use it? Have you got another one on the shelf? That’s not where we want to be.  

Transparency lends itself to trust and with trust you get engagement. With engagement, we get great feedback. We also get people wanting to work in collaboration with us because we’re solving the problem. That is, for me, the much bigger picture and why we do what we do and how we do what we do is solve the problem. 

Khrystal Landrum: Wow. So, what’s next, for Hull in terms of technology solutions, anything you can tell us about that is in the pipeline? 

Rachael Ellis: Yes, so, we’re looking at the RFID piece. There are lots and lots of solutions that we can do, which are known as use cases. We can do lots of things with this.  

We could potentially look at contact tracing, which will be an amazing thing to do. We can look at patient belongings, that would be great too. We can also look at bed movement going forward to understand, from a clinical command center, where beds are free, or beds are not free.  

Potentially, if you can layer that to your resources, that you’ve got the assets that you’ve got, and the patients that you have, ultimately, you can almost become a logistics wizard because you can move nurses around to meet demand. Which is what we’re not good at doing right now. It’s tricky to forecast when people are going to walk into A&E (Accident and Emergency).  

It’s realty difficult to forecast that even though we have lots of patterns, etcetera. Weather affects it. What’s on the tele [TV] affects it. COVID affects it. The figures affect it. People’s time of day effects it, of when they can do things. 

There is no real trend that you can do that with, but if you could see that in live time, you can then make decisions about moving resource around, about moving assets around, about understanding whether you still got enough bed space to do what your planned operational works with the rest of the week. You can make that decision on a Monday evening because right now the bed spaces look like this.  

That kind of level of transparency gives you much greater leverage of actually moving the assets to where they are and being overall better for that patient. And better for the staff. The staff is dealing them with patients that they want to deal with and they’re not dealing with 12 of them that are in a row or waiting to see them. They’re not stacking up behind and forming a line or a queue as we call it in the UK. That’s the big piece. Lots and lots of future use cases for RFID. 

Khrystal Landrum: Based on what you’ve learned so far, do you have any recommendations for improving Scan4Safety in general? 

Rachael Ellis: Yes, I think Scan4Safety for me, is all about the patients. So, you need to put the patient in the middle. Everybody who talks to me knows that I bang this drum quite regularly. But ultimately, if it’s a patient safety program, which it is, the patient needs to be in the middle and therefore, we need to start tracking the patient all the way through. We need to be looking at all of that data and understanding where our resources are going, and how that’s all playing out. When you do that better, you can then start to perhaps even get to profiling and to get to understanding where potential patterns and trends are happening. That will be amazing. We’re quite a way off that just yet, but we can look to do that kind of modeling in the not-too-distant future. 

Khrystal Landrum: Data is your friend, and it can help you grow a lot, in leaps and bounds when you have and use it appropriately. Rachel, thank you so much for being here today and joining us. Congrats on all the success you guys have had with Scan4Safety and the NHS. Is there anything you’d like to leave the audience with today? 

Rachael Ellis: No, just to say don’t be frightened of it. New technology is a little bit daunting. I would say, if you’re thinking about this quite seriously, work out what it is you want to deliver. What do you want to benefit from? What are the problems that you want to solve? Because they’re the things we should start and not you should end.  

For me, that’s not the end, that’s the beginning. Then you can work, in collaboration with people and suppliers and partners that you trust, to deliver things in a kind of way that it’s quite glib, but it feels quite doable. They’re in bite-sized pieces that don’t overwhelm you. You can feel completely overwhelmed very quickly with new technology if don’t understand the language or you don’t understand the hardware or the software or how it’s all going to work.  

But if you focus on the results of what you want to achieve, then it becomes less daunting because other people will play their part to help you understand how. Don’t worry too much about “the how”. Worry about “the what”. Worry about “the what” and worry about “the why”. “Why are we doing this?”  

You do need to challenge that a little bit and you need to say, “This is why we are doing it, and this is the what we are doing”, and be very clear on that so that everybody says, “Yes, I understand what we are doing and why we are doing it.” Scope creep happens much less because there is, ultimately, very much a line around the start and the finish and people understand what is expected and where they’re going. That then delivers the results because it clearly focuses people.  

If you focus on the outcomes, people only do what you inspect, not what you expect. As a result, that’s probably the best way to describe it because if you are inspecting what your outcomes are going to be, you’re going to get them. 

Khrystal Landrum: Wow. And that goes back to what you said earlier about it’s your job to ask what and why and it’s our job to tell you how.  

Rachael Ellis: I think so.  

Khrystal Landrum: That’s amazing. That’s such a great perspective. Thank you so much for sharing it. It’s been a pleasure having you here today. Thank you for doing this with us and we appreciate it. And we love working with you guys, so we look forward to any projects coming in the future. 

Rachael Ellis: Great, thank you. 

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TAGNOS Healthcare Innovators Podcast

We have started a new podcast series to spotlight movers and shakers in the healthcare industry which we are calling the “TAGNOS Healthcare Innovators Podcast” series. This podcast will take a long conversational interview format, in which we will get to know different healthcare innovators and learn about the difference they are making in the world to improve the lives of their co-workers, patients and their families.

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Hull University Teaching Hospitals NHS Trust   

The Hull University Teaching Hospitals NHS Trust operates in the city of Hull and the East Riding of Yorkshire, England. The Trust was formed on 1 October 1999 by the merger of the East Yorkshire Hospitals and the Royal Hull Hospitals National Health Service Trusts.

Patient care and safety sits at the heart of Hull NHS, with our aims for outstanding quality of care and clinical services. Hull NHS is proud of the way their teams have responded to challenges, developed services and improved the care they provide to patients and service users. They are demonstrating real progress in all areas of care. Discussion with patients, service users, staff and partners, has made clear there is a strong desire for an ambitious strategy that builds on the foundations laid to date. In particular, there is a wish to go further in quality of our care, research and innovation, and in our role as a wider system leader, working with others to improve the health of the population.

The Hull Teaching Hospitals NHS Trust is a major provider of acute care in England, employing over 8500 people and having an annual turnover exceeding £500 million. It changed its name from “Hull & East Yorkshire Hospitals” to better reflect the institution’s role as it provides both primary–level medical services for 600 thousand residents within its catchment area along with secondary Tertiary ones that serve over 1 Million individuals living outside but still requiring access due illness or injury

Learn more about Hull University Teaching Hospitals NHS Trust

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Scan4Safety is a pioneering initiative led by the Department of Health and Social Care (DHSC) that is enabling the delivery of better patient care, improved clinical productivity and supply chain efficiency in the NHS.

Global standards have enabled many industries to increase their operational maturity and management, freeing up time to focus on the customer and the organisation’s core mission. In the NHS, the application of global standards will free up clinicians to focus on patient care and also support clinicians to provide error-free care, every time.

One of the most tangible and visible uses of global standards are in barcodes – something that most of us use every day, either shopping on the high street or online. Behind these innocuous black and white lines, sits a global standard (language) which is used to identify products uniquely.

Learn more about Scan4Safety



TAGNOS is a Southern California-based MedTech company that combines an array of services and technologies to solve complex problems in hospitals and healthcare facilities. We provide these interoperability solutions by connecting infrastructure systems and utilizing artificial intelligence and machine learning to empower healthcare providers with the ability to focus more energy on caring for patients. 

Our mission is to illuminate, automate, and orchestrate healthcare results within operating rooms (OR Orchestration), emergency departments (ED Orchestration), and asset management systems (Asset Orchestration). Our platform assists clinical care teams, patients, and their families by orchestrating very important, but dispersed and tedious aspects of the care delivery process. The byproducts of our technology are real time intelligence and automation that enables systemwide orchestration to reduce cost, generate revenue, and empower clinicians. 

TAGNOS Connect – Interoperability Platform

TAGNOS Connect is the interoperability platform that connects to various disparate systems within the hospital, centralizes the data from those systems, and makes that data available back to those data sources and out to other systems for consumption. Some of these critical information systems include RTLS, temperature and humidity monitoring, hand hygiene sensors, communications systems, HL7 and advanced ESB systems, and more systems with endless possibilities. 

TAGNOS Solutions and Products utilize TAGNOS Connect’s system interfacing and data modeling to facilitate operational workflows using data analytics and artificial intelligence, empowering staff to focus on delivering high quality patient care and more. TAGNOS Solutions transform care in Operating Rooms, Emergency Departments, and in the area of Asset Management, to name a few. 

Contact Us to schedule a demo and see how TAGNOS can help your organization run more efficiently, generate more revenue, and deliver better care to your patients. 

About the Author

Sheila Minton

Orchestrating TAGNOS’ impact on healthcare

As the President and Chief Executive Officer, Sheila is driving innovative healthcare solutions for TAGNOS clients and ultimately, the patients they serve. With 15 years of experience within the healthcare industry, and an extensive background in computer science and data analytics, Sheila has implemented numerous technology solutions in healthcare systems ranging from UCLA Health to Eli Lilly. Above all, Sheila understands that the success of a company hinges upon the cohesiveness of its team and thus, prioritizes orchestrating communication skills and team-building endeavors in all professional engagements. Sheila finds work-life balance with regular exercise, spending time with family and friends, and playing with her 19-year-old kitten, Priscilla.

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Empower Care Providers

We illuminate insights, automate operational tasks, and orchestrate workflows to assist healthcare workers to produce the highest level of patient care.