From audit fire drill to a 4× projected return.
How a regional blood center automated its daily quality control processes — and expects to save four times its investment in its first year on the platform.
A growing center on shrinking margins.
Regional blood centers carry the operational density of a manufacturer and the regulatory scrutiny of a hospital — AABB assessments, FDA registration, daily QC across collection, testing, and distribution — usually on quality infrastructure built from paper logs and spreadsheets maintained by a small team.
Hoxworth came to us with the problem most regional centers describe: quality work that got done well, but cost far more of the team's week than the work itself warranted. Evidence existed — it just had to be found and assembled each time somebody asked for it, rather than being ready when they did.
Daily quality, running itself.
Kintavo replaces the manual daily quality routine: QC acceptance criteria evaluated the moment a result is entered, instrument and calibration records signed where the work happens, and controlled documents that route themselves — so assessment evidence accumulates as a byproduct of the daily work.
The point of evaluating at entry is where the catch happens: an out-of-range value surfaces at the bench, in front of the person who can act on it, rather than in a review cycle days later. The same principle governs documents — the current revision is the only one anyone can reach, so there is no window in which the wrong version is in circulation.
“Kintavo is the perfect solution for a regional blood center because it grows with you. We can automate our daily quality control processes, improve efficiency, and reduce costs.”
The evidence is the work itself.
When acceptance criteria are evaluated at entry and records are signed where the work happens, assessment evidence stops being something a team reconstructs and becomes something it already has. That shift — from reconstruction to capture — is what Hoxworth was buying.
The compounding effect matters more than any single metric: because evidence accumulates continuously, readiness stops being a project with a deadline and becomes the system's normal state. Hoxworth's own projection is a four-times return on its first-year investment through spending it no longer needs to make.