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contents

ICE FEATURES

March 2018

“ In general, we want our partners to feel that we’re ensuring their success.

We want to help them accomplish their service strategy.” – Rick Sidlo

34

Finding an In-House Imaging Service Pro

20 Professional

Finding the right in-house imaging service professional can be a challenge.

Smilow Cancer Hospital at Yale

In this month’s cover story, we look at different avenues to obtaining the

New Haven is part of the nation-

best possible in-house service team; from hiring a fully qualified field service

ally recognized Yale New Haven

engineer to training and molding a current on-staff biomed into the ideal

Hospital, and is affiliated with Yale

professional to meet a specific organization’s needs.

Cancer Center (YCC). Mohamed Badawi is a radiologic engi-

Company Showcase: Multi Diagnostic Imaging & Surgical Solutions

Multi Diagnostic Imaging & Surgical Solutions started in 1983 with the goal of being able to serve OEMs, dealers, asset management firms and end-users on a global basis.

At the start, the company had a limited product portfolio.

When the company’s client base started asking for sales and support of a much broader range of more current products, the company listened and responded.

neer-physics at Smilow and part of a team of three engineers in the radiation physics department.

Badawi is an outgoing member of that team who receives praise from his supervisors.

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ICEMAGAZINE

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contents

ICE DEPARTMENTS

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March 2018

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news

people

products

insight

10 Imaging News

20 Professional Spotlight

39 Imaging Matters

18 People on the Move

22 Department Spotlight

25 Cardiac Imaging Product Spotlight 26 Cardiac Imaging Gallery 30 Tools of the Trade

40 Imaging Service 101 42 Daniel Bobinski 45 ICE Photo Contest 46 Index

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ICE Magazine (Vol. 2, Issue #3) March 2018 is published by MD Publishing, 18 Eastbrook Bend, Peachtree City, GA 30269-1530. POSTMASTER: Send address changes to ICE Magazine at 18 Eastbrook Bend, Peachtree City, GA 30269-1530.

For subscription information visit www.imagingigloo.com. The information and opinions expressed in the articles and advertisements herein are those of the writer and/or advertiser, and not necessarily those of the publisher.

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news

IMAGING NEWS A LOOK AT WHAT’S CHANGING IN THE IMAGING INDUSTRY Tri-Imaging Solutions Certified to Award CEUs

SOLUTIONS Tri-Imaging Solutions’ two-week BMET to Imaging 1 course is certified to award 73 Continuing Education Units (CEUs) from the AAMI Credentials Institute (ACI).

CEUs awarded by the ACI indicate a dedication to a BMET’s ongoing commitment to demonstrate renewed knowledge and competency in their industry. Health care is an ever-changing and evolving field and with that comes a necessary commitment to education.

“We understand the value added to each individual, and each organization by employing certified technicians. As a fellow certification holder, I can fully appreciate the value of the CEUs for recertification. This added value, at no extra cost to students, aligns with our stated goal to Empower the Engineer,” Tri-Imaging Solu-

tions Director of Education Robert Bell, CBET, CRES, said.

“The BMET to Imaging 1 course provides intensive imaging theory and unmatched hands-on education with the expectation that every student completing the course can successfully conduct imaging system PMs and troubleshooting Monday morning upon return to work,” according to a news release.

“As a leader and first to market with the blended learning approach – similar to today’s college courses – the BMET to Imaging 1 course is taught onsite at the Nashville training facility in twoweeks as opposed to the industry standard of four-weeks,” the release continues. “Their proven method of combining online precourse work, to be completed prior to arrival at the training facility with classroom and hands-on training with equipment helps reduce time spent onsite without compromising content.” • Remaining 2018 BMET to Imaging 1 course dates include: • April 9-20 • June 18-29 • September 17-28 • November 26- December 7 For more information, visit triimaging.com.

Conquest Imaging Adds to Management and Expands Offerings Conquest Imaging recently appointed Robert Broschart to senior director of technical operations. Broschart is currently overseeing the development of both a probe repair lab and portable depot repair lab at a newly acquired Fishers, Indiana facility.

Broschart has been in the medical equipment manufacturing industry for over 30 years. Most recently, Broschart served as director of operations with Acoustic Imaging Solutions until Conquest acquired AIS late last year. Prior to AIS, Broschart helped to launch Axess Ultrasound in 2005 and was responsible for revenue growth, probe research and development, technical operations, and oversaw the ISO 13485 certification and the Axess Ultrasound Technology Council until 2016. Prior to Axess Ultrasound, he served as executive vice president of sales and marketing for Sound Imaging, a multi-vendor ultrasound service.

“It’s our vision to continue to extend the life of ultrasound systems and lower the total cost of ownership for health care facilities,” explains Conquest Imaging President and Co-founder Mark Conrad said. “The addition of Bob Broschart to our management

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ICEMAGAZINE | MARCH 2018

team will allow us to broaden our in-house repair offerings and elevate quality standards to meet the demands on the health care imaging industry. By building a state-ofart repair facility for both probes and portable systems, we will align ourselves to compete more successfully in quality and price.”

Conquest Imaging has been offering probe repair and portable system repair for several years and with the addition of the repair labs, will be able to reduce the cost and increase the level of consistent quality. Adhering to Conquest’s Quality Assurance 360 standards, the new facility will administer the quality management system that allows Conquest to offer its best-in-class warranty. •

ADVANCING THE IMAGING PROFESSIONAL

news

The Intermed Group Opens New Corporate Campus The InterMed Group has moved into its new corporate campus in Alachua, Florida.

The multi-purpose facility has over 48,000 square feet of office and warehouse space and is located on nearly 40 wooded acres.

The new location provides an ideal campus that accommodates the consolidation and upgrading of InterMed’s other facilities while maintaining a local presence as the company expands its products and services nationally. InterMed’s 20-plus year history began in Gainesville, Florida, and has remained an Alachua County-based

company with deep roots in the Gainesville community and its businesses.

“We are very excited to be able to consolidate our warehouses and administration locations into such a unique and perfectly suited facility,” InterMed Group CEO Rick Staab said. “We have been operating at full capacity in the current buildings and with our recent expansions have outgrown our facilities. This site allows us to be more efficient in workflow and to expand our equipment training, testing and demonstration capacities in all product

areas. Enhanced warehouse inventory and storage systems can now complement our expanding health technologies management growth and have direct and measurable benefits for our clients. Our plans are to add many jobs in the coming years, and our partnerships with Santa Fe College and the University of Florida provide us with large talent pools. We will continue to invest in technology and resources as we grow nationally. We are particularly pleased to stay in Alachua as we recognize this area as a top-notch health care region and a community that offers the best quality of life for the InterMed family.”

“Equally important is our belief that the UF Movement Disorder Center and the Tyler’s Hope Center of Excellence, known collectively as one of the top dystonia centers in the world, will ultimately be where we find a cure for Dystonia,” he added.

InterMed hosted an open “ribbon cutting” ceremony on January 30. •

Innovatus Imaging Unveils New Global Brand Innovatus Imaging is launching the new face of its combined global brand. At the same time, the company is underscoring its renewed focus – to push past conventional boundaries in the medical imaging device industry, and to empower health care professionals to take patient care to the next level.

Innovatus is the result of three former companies – Bayer Multi Vendor Service; Wetsco Inc.; and MD MedTech – joining forces to draw on their combined expertise.

“Our new tagline – See Beyond – embodies the company’s combined direction and vision,” said Bill Kollitz, president and chief operating officer, Innovatus Imaging.

“It’s a call to action, a bold charge to look beyond the here and now – both in how we deliver the repair services that our customers have come to know and trust, and WWW.IMAGINGIGLOO.COM

in how we develop and commercialize new devices. At Innovatus Imaging, we have the people, the expertise and the drive to deliver on this promise.”

“Innovatus Imaging’s certified expertise spans the entire life cycle of a medical imaging product – from design, development and manufacturing to sales, distribution and repair. The company is ISO 13485 certified to repair ultrasound probes, MRI coils, CR systems and dry film printers. Innovatus also has an FDA-registered site for the design and manufacturing of specialty ultrasound probes and backs up its solutions through rigorous testing. The company’s culture of continuous improvement includes investment in research and development to constantly enhance the organization’s device repair

capabilities,” according to a news release.

“We have the mindset of a device manufacturer. We understand the thinking and processes used in manufacturing and incorporate it into everything we do, including service and repair,” said Dennis Wulf, chief executive officer. “Health care professionals across the spectrum trust us to drive innovation and provide them with the right solutions so they can remain focused on their priority – their patients.” •

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news

Canon Announces Corporate Name Change

Canon Inc. and Canon Medical Systems Corporation have announced the official corporate name (trade name) change of Canon Group Company Toshiba Medical Systems Corporation to Canon Medical Systems Corporation.

Since joining the Canon Group in December 2016, Canon Medical Systems has been undertaking the procedures for obtaining regulatory approval for integration with the Canon Group and change of the company name under the relevant national or regional laws concerning pharmaceuticals and medical devices.

Canon announced that such procedures have been completed, and that the change of the company name is in effect.

Since its establishment in 1930, Canon Medical Systems has introduced a number of “first-in-Japan” and “world’s first” medical systems in cooperation with its customers worldwide. With its sales and

service network, Canon Medical Systems conducts business globally, providing diagnostic imaging systems to around 140 countries and regions.

Canon Inc. first entered the medical equipment business in 1940 with the development of the first domestically produced indirect X-ray camera, and utilizing its advanced imaging technologies, currently produces equipment such as digital X-ray imaging systems and OCT ophthalmic devices. Since its founding, the company has maintained a strong commitment to the medical equipment business, and will further strengthen the business with the aim of contributing to a safe and secure society.

Through its integration with the Canon Group, Canon Medical Systems – in the spirit of the Canon Group corporate philosophy of “kyosei” and its own management slogan of “Made for Life” (Made for Partnerships, Made for Patients, Made for You.) – will continue to expand in order to accelerate the growth of the Canon Group’s medical equipment business and contribute to better health care throughout the world. •

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ADVANCING THE IMAGING PROFESSIONAL

GE, Roche to Develop Integrated Digital Diagnostics Platform GE Healthcare has entered into a strategic, long-term partnership with Roche to jointly develop and co-market digital clinical decision support solutions. The partnership will initially focus on products that accelerate and improve individualized treatment options for cancer and critical care patients.

The two companies aim to develop an industry-first digital platform, using advanced analytics to provide workflow solutions and apps that support clinical decisions. This will allow the seamless integration and analysis of in-vivo and in-vitro data, patient records, medical best practice, real-time monitoring and the latest research outcomes. Clinicians will then have the comprehensive decision support for providing the right treatment and quality of care for their patients.

For example, oncology care teams with multiple specialists will have a comprehensive data dashboard to review, collaborate and align on treatment decisions for cancer patients at each stage of their disease. In the critical care setting, data from a patient’s hospital monitoring equipment will be integrated with their biomarker, tissue pathology, genomic and sequencing data, helping physicians to identify, or even predict severe complications before they strike.

GE Healthcare is a leader in medical imaging equipment, while Roche Diagnostics is a leader in in-vitro diagnostics. •

Varian Halcyon Treatment System Receives Taiwan FDA Approval Varian has announced that its Halcyon system has received Taiwan FDA approval, which allows the company to market this new cancer treatment system in Taiwan. This approval further expands the global availability of Halcyon and high-quality, cost-effective cancer treatments.

“As an advanced cancer treatment system with a human-centered and user-friendly design, Halcyon is engineered to revolutionize clinical workflow, accelerate installation timeframes, expedite commissioning, simplify training and automate treatment,” according to a news release.

“It simplifies and enhances virtually every aspect of image-guided volumetric intensity modulated radiotherapy (IMRT). It is well suited to handle the majority of cancer patients, offering advanced treatments for lung, esophagus, brain, head and neck, and many other forms of cancer.”

“We are very proud to further expand Halcyon’s global availability, and with Taiwan FDA approval, clinicians in Taiwan now can take advantage of the unique capabilities of this system,” said Kevin O’Reilly, president of Asia Pacific for Varian. “We look forward to further growing Halcyon’s availability as we partner with our customers in the fight against cancer.”

Halcyon has already received FDA 510(k) clearance in the U.S., CE mark in Europe, Shonin approval in Japan and ANVISA registration in Brazil since its launch in May 2017. •

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news

Siemens Healthineers, Florida Hospital Collaborate Siemens Healthineers and Florida Hospital, part of Adventist Health System, have announced a multi-phase collaboration agreement to transform health care delivery through the development of outcomes-based collaborative projects. The long-term agreement leverages the imaging technology innovation and industry expertise of Siemens Healthineers as well as the integrated delivery network (IDN) of Florida Hospital and its ongoing investment in improving health care affordability, outcomes and experience for customers.

In Phase I of the collaboration agreement, Siemens Healthineers and Florida Hospital Celebration Health will incorporate cardiac computed tomography angiography (CCTA) into the hospital’s clinical

protocol. The goal of the six-month study is to optimally assess and manage intermediate-risk patients who arrive at Celebration Health’s emergency department (ED) with acute chest pain. The study will utilize Celebration Health’s SOMATOM Definition Flash dual source CT system from Siemens Healthineers. Future phases of the collaboration agreement will similarly explore pathways to enhance the overall patient experience while delivering value-based, affordable care.

“This agreement with Siemens Healthineers underscores the desire of Florida Hospital to partner with innovative companies that share our goal of transforming health care through improved patient outcomes while driving down the cost of care,” said Florida Hospital Director of Al-

liance Innovation and Development Janis Moysey. “We eagerly await the results of Phase I of this collaboration using dual source CT technology to enable optimized, lower-cost cardiovascular care for our customers.”

“Siemens Healthineers is excited to expand and deepen our existing relationship with Florida Hospital Adventist Health System through this long-term collaboration, which has the potential to expand precision medicine as well as transform the delivery of patient care,” said Siemens Healthineers North America President David Pacitti. “We look forward to conducting projects that closely examine the continuum of care and the development of clinical pathways that test and advance the strengths of both parties.” •

Agfa HealthCare Honors Barco with Award Barco has received the “Supplier of the Year for 2017” award bestowed annually by Agfa HealthCare.

Agfa HealthCare presented the top award of “Best Supplier” to Barco for its diagnostic display systems designed to improve clinician productivity through enhanced ergonomics and workflow improvements. Over 50 suppliers were systematically in the race throughout the year, representing imaging systems, imaging informatics solutions and health care information systems.

“Barco is as committed as we are to developing innovations that enhance the workflow of health care providers and help them

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to constantly improve the delivery of patient care,” says James Jay, president imaging IT solutions at Agfa HealthCare.

This is the second year that long-term supplier Barco has been recognized. In 2015, Barco received the Best Supplier “silver” award. This year, Barco achieved the highest score for the performance data metrics. Agfa HealthCare’s Supplier Excellence awards are based on Supplier Scorecards that take into account quality, delivery, cost and services. In addition, a cross-functional stakeholder survey on the nominated suppliers is carried out, and the re-

sulting scores taken into consideration.

Results are reviewed by an awards board comprised of Agfa HealthCare’s Management Committee.

Barco manufactures and markets a wide range of medical display systems including diagnostic, mammography, surgical, clinical specialty and custom modality solutions. •

ADVANCING THE IMAGING PROFESSIONAL

news Carestream’s R&D Efforts Earn 36 U.S. Patents

Carestream Health was awarded 36 new patents from the U.S. Patent and Trademark Office last year for innovation in radiography; cone beam CT imaging; healthcare IT and other areas. The company also received 43 additional patents in European and Asian countries last year.

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“These patents demonstrate Carestream’s continued success in developing advanced imaging and healthcare IT technologies that serve providers around the world,” said Susan Parulski, Carestream’s Chief Patent Counsel. “We are committed to delivering new products and services that can enhance image quality, deliver greater productivity and offer new capabilities to help improve the quality of care.”

New patents earned by the company’s scientists and engineers include: • New medical image capture technologies related to the development of cone beam computed tomography (CT) systems designed for orthopae-

dic extremity imaging; • Enhancements to Carestream’s portfolio of healthcare IT systems that manage, store and share patient data and medical imaging exams; • Continued technology advances in Carestream’s growing portfolio of radiology systems that can enhance diagnostic image quality for a wide range of health care providers; and • Advancements in Carestream laser imagers that provide affordable output of digital X-ray exams onto medical film and paper.

The company’s product portfolio includes digital imaging systems for general radiology and specialty areas such as orthopaedics and pediatrics; digital laser imagers that output medical images to film and paper; and the latest healthcare IT solutions and cloud-based services for hospitals, clinics and physician practices. •

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news

Mevion Receives 510(k) Clearance for HYPERSCAN Pencil Beam Scanning Mevion Medical Systems has received FDA 510(k) clearance for the S250i Proton Therapy System including HYPERSCAN pencil beam scanning (PBS) technology. HYPERSCAN PBS introduces novel energy layer switching and automated collimation systems. These advantages enable the S250i system to deliver faster, sharper and more robust PBS proton radiation treatments.

“The S250i system represents the next generation of intensity modulated proton therapy (IMPT) delivered in the most compact proton therapy platform,” said Joseph Jachinowski, CEO of Mevion Medical Systems. “We are proud that the MEVION S250i system now has received both FDA clearance and CE mark. This is a very important milestone in our efforts to make precision proton therapy available to more patients in the fight against cancer.”

The MEVION S250i system is a compact proton therapy system capable of delivering conformal radiation therapy treatments using HYPERSCAN pencil beam scanning technology. The design of HYPERSCAN PBS technology overcomes clinical challenges that were previously faced by first generation PBS systems.

Pencil beam scanning systems shape the delivered radiation dose by “painting” tumors spot-by-spot and layer-by-layer with sub-atomic particles. Prior to HYPERSCAN PBS, scanning proton systems struggled with delivery speed. Long delivery times can undermine the high precision of the treatment due to the target tumor shifting under normal organ motion such as breathing.

HYPERSCAN PBS uses a compact beam delivery path reducing delivery times to less than 5 seconds for some fields. This “hyper-fast” treatment delivery reduces treatment errors

due to the sensitivity to motion that current PBS technologies face when treating tumors affected by organ motion.

In addition, HYPERSCAN PBS utilizes, the Adaptive Aperture proton multi-leaf collimator (pMLC). This technology uses a robotically controlled collimation system, capable of trimming the edges of the beam at every layer of delivery. This capability delivers up to a three times sharper drop off in radiation at the delivery field edge. This improves sparing of healthy tissue and limits unnecessary radiation to sensitive locations.

MedStar Georgetown University Hospital in Washington, D.C. will be the first hospital in the world to offer this latest generation of HYPERSCAN PBS once final onsite testing is completed. •

Planmed Clarity 2D Digital Mammography System Receives FDA Approval The United States Food and Drug Administration (FDA) issued an approval letter for the Planmed Clarity 2D full-field digital mammography system on December 28, 2017.

The Planmed Clarity 2D system is a digital mammography system for breast cancer screenings. In addition to screening mammograms, the system supports diagnostic workup examinations and biopsy procedures.

Jan Moed, managing director of Planmed Oy, said the FDA approval for the system is an important milestone for the Planmed Clarity product family.

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“The functional design of the unit guarantees optimal ergonomics for both the radiographer and the patient. The compact and eye-pleasing design relieves patient anxiety, and the flexible compression paddle adapts to patients of all sizes making the patient experience comfortable and relaxed,” according to a news release.

“Planmed Clarity’s customizable image processing options serve various radiology needs. The system also features a stable digital detector which makes it suitable for working in extreme conditions, such as humid

environments or mobile clinic installations.

With this unit we’re truly addressing the needs of the radiologist, radiographer, and the patient without forgetting the investment views of the clinic management,” stated Planmed Clinical Director Jukka Erkkilä.

Planmed products are sold, marketed and supported in North America by Planmed USA Inc. •

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PEOPLE ON THE MOVE

By Matt Skoufalos

1.

The Joint Commission (TJC) has named Kenneth Monroe the senior associate director of its department of engineering, succeeding outgoing director George Mills. Monroe previously was an associate project director in the TJC Department of Standards and Survey Methods. He has more than 25 years in the health care field, including as facility director at a 1.3-million-square-foot health care center, and has taught project management at the graduate school level. Monroe holds a bachelor’s degree in mechanical engineering as well as an MBA from Northwestern University.

2.

Royal Philips of Amsterdam, the Netherlands, has promoted its global ultrasound business leader Vitor Rocha to CEO of Philips North America. Rocha has spent 20 years in the field, having joined Philips in 2010 as the leader of the Latin American market for its health care sector.

3.

MW Imaging has promoted Matthew Nafziger to operations manager. Nafziger has been with MW Imaging since January 2014 and most recently served as the marketing and inventory control leader.

4.

Hologic Inc. has added director Namal Nawana, former CEO of Alere Inc., which was acquired by Abbott Laboratories in October 2017. Nawana spent 15 years at Johnson & Johnson and has a master’s degree in medical science from the University of Adelaide, South Australia, and an MBA from Henley Management College.

5.

Accuray Inc. has added Beverly A. Huss, president and CEO of Qool Therapeutics, to its board of directors. Huss also serves on the boards of Qool, Surefire Medical Inc. and Madorra.

She has been president and CEO of Vibrynt Inc. and held multiple senior level leadership positions at Guidant Corporation.

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01

02

03

06

6.

EQ2 has named Rich Sable product manager for its HEMS Computerized Maintenance Management System. Sable, a CBET, formerly managed the clinical engineering department at St. Francis Medical Center in Trenton, New Jersey, and holds dual degrees in biomedical engineering and information technology and management.

7.

Taiho Oncology has promoted senior vice president and COO Timothy Whitten to president. Whitten has been president and CEO of Transave/lnsmed, senior vice president of marketing for Pharmacyclics, and spent 17 years at Bristol-Myers Squibb.

Whitten has an MBA from the University of Virginia.

8.

Verity Health has named Richard Adcock its CEO. Adcock was executive vice president and chief innovation officer for Sanford Health, has been director of engineering for GE Medical Systems, and was co-owner and vice president of research and development at Micro Medical Systems.

9.

The InterMed Group has added Robi Ballicu as director of business development. Ballicu entered the medical device business in 2006 with Global Medical Imaging, where she later worked as regional manager for diagnostic ultrasound products and services and, most recently, as national strategic accounts manager.

10.

ECRI Institute has named Marcus Schabacker its new President-CEO. Schabacker is a board-certified anesthesiologist and intensive care specialist who worked in clinical and academic practice in Germany and South Africa before transitioning to the medical device space. Schabacker was most recently corporate vice president and chief scientific officer at Baxter; he succeeds the retiring Jeffrey Lerner, who led ERCI since 2001 and will continue as president emeritus of the institute.

ADVANCING THE IMAGING PROFESSIONAL

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11.

PENTAX Medical has promoted Global Chief Marketing Officer David Woods to president of PENTAX Medical of the Americas. Woods has been with the company since 1998 as director of national accounts; he was promoted to vice president of business development in 2001, and president of the Americas in 2004.

12.

Kaiser Permanente has named Kathryn Beiser its senior vice president and chief communications officer for Kaiser Foundation Health Plan Inc. and Hospitals.

13.

Broward Health of Fort Lauderdale, Florida added Kiera Page as its new corporate chief human resources officer, Andrew K. Ta as its chief medical officer (CMO), and Jorge F. Hernandez as vice president of supply chain and chief procurement officer. Page was most recently director of human resources at Jackson North Medical Center in Miami, and has a master’s degree from Rutgers University.

Ta has been CMO for Florida International University’s College of Medicine, associate CMO at Jackson Medical Group and Physician Services, and an attending physician at Aventura Hospital and Medical Center; he was most recently an attending physician at West Kendall Baptist Hospital. ICE

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10/17/17 2:57 PM

people

By K. Richard Douglas

PROFESSIONAL SPOTLIGHT Taking Ownership: Mohamed Badawi

S

milow Cancer Hospital at Yale New Haven is part of the nationally recognized Yale New Haven Hospital, and is affiliated with Yale Cancer Center (YCC), one of only 49 National Cancer Institute (NCI)-designated comprehensive cancer centers in the nation and the only such center in Connecticut.

Mohamed Badawi is a radiologic engineer-physics at Smilow and part of a team of three engineers in the radiation physics department. He gets kudos from his boss.

“Mohamed is a key member of our inhouse engineering team, well-liked by physicians and staff. He has consistently demonstrated his technical capabilities and dedication in providing timely and high-quality engineering support for our department at the New Haven, Guilford and Hamden campuses,” says Zhe (Jay) Chen Ph.D., chief physicist.

“Mohamed has consistently led the engineering support for several major projects (e.g., ExacTrac upgrade, C-Rad installation/troubleshooting, LAP laser install at New Haven and Guilford campuses, etcetera) that occurred this year. In addition to project coordination, supervision, and technical support, he often has to stay late or work on the weekend to ensure successful completion of a project. This year, he has also completed vendor-provided training courses for Varian Truebeam. Mohamed is a role model for our engineering team and we are happy to have him on our team,” Chen says.

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ICEMAGAZINE | MARCH 2018

Badawi began his college studies focused on mechanical engineering but found it too dry.

“After extensive research in the other types of engineering, I came upon biomed/ imaging engineering. It stood out to me because it involved almost every other kind of engineering out there. It involved mechanical, electrical and computer, just to name a few. Working with these different types of technology was exactly what I was looking for. It was also very rewarding knowing that I would be contributing to patient care,” Badawi says.

and the ingenuity of imaging systems.

“I started studying the technical aspects of different imaging systems while I was working as a biomed until I eventually moved to an imaging position where I received official training,” he says.

His growing knowledge included more specialized imaging training through RSTI. “When I started my first imaging position, I completed the four-part X-ray certificate series from RSTI. The program provided me an extremely detailed and in-depth understanding of X-ray production and X-ray physics,” Badawi says.

The prospects of a good outcome increase by preparing your mental game the right way.

Visualizing a Good Outcome Badawi believes that when tackling projects, including installations, the prospects of a good outcome increase by preparing your mental game the right way.

“The biggest challenges that I see in the imaging field are standardizing practice and protocol. Recently, I have been leading numerous new installations and system upgrades throughout the health system,” he says.

“I work in a busy cancer center that is constantly seeking new technology to better patient care. From an engineering side, I led the installation of two new C-Rad catalyst systems and one Sentinel system. The biggest challenge in any new installation is to get all the parties (electricians, carpenters, iron workers, OEM engineers, IT team, facilities personal and project managers) on the same page and to coordinate a schedule accordingly,” he adds.

He gathered up some on-the-job experience before working for Smilow.

“When I first started my career I took a job at Covidien Healthcare (now Medtronic) as a research and development technologist II. Then, I took a job at GE Healthcare as a biomedical technologist II. After GE, I got into imaging when I took a job with Trimedx as an imaging engineer. Now, I am specialized in linear accelerators as a radiologic engineer at Yale New Haven Health,” Badawi says.

He says that from the beginning of his career he has been amazed by the complexity

ADVANCING THE IMAGING PROFESSIONAL

Favorite part of being an imaging professional?

“Coming up with new technology and procedures to serve patients and being part of their care.”

GET TO KNOW THE PRO Favorite book: “Applied Minds: How Engineers Think” Favorite movie: “Malcom X” Favorite food: Conneticut lobster roll Hidden talent: Abstract art and woodworking What’s on my bench?

• • • • •

Mohamed Badawi Imaging Professional

“From working on previous projects in the past, I found that if you write your successful outcomes and failures, you can create a template for yourself. This way, moving forward, you can anticipate challenges that might arise and minimize mistakes,” Badawi explains.

An example of a basic template that Badawi created for myself for working on new projects looks like this: “Make a plan for yourself and set a projected finishing date before the final deadline. Use Outlook, iPhone or Android to set frequent reminders to stay on track. Send the plan to all parties involved in the job and follow up via email for confirmation. Always create lists. Use sticky notes over your monitor or put them in a place where you can see them.

Send out calendar meetings, updates and reminders constantly with any new information along the way. Try to set a finishing date with all parties involved before the final deadline to work out any problems that might arise.

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Before the end of your shift, write down what you need to do for the next day,” Badawi says.

“The idea of putting a ‘template’ [in place], is to have an organized structure and to avoid any mistakes that you have made in the past.

It works for me every single time and it just keeps getting better over time,” he adds.

Lifelong Education Badawi says that one important facet of work life for him is to continue learning.

“I am a motivated individual who loves to provide unique solutions that deliver efficient outcomes. I believe that success only comes when you take ownership and work for higher results each time you do the job. I enjoy what I do and I love coming in to work every single day; I always have a positive attitude on things even if the situation might seem anything but,” he says.

“I believe if you want to become a leader and implement positive thinking then you have to act like one by taking responsibility

Coffee pot An old thyratron Allen key set Picture of my kids Multimeter

and leading by action. Education is very important to me, I am currently studying to complete my master’s degree in healthcare management. I always urge people in the field, to constantly further their education no matter how long they have been in the field; everyone can learn something new,” Badawi adds.

On the home front, and away from work, Badawi enjoys his family and getting outdoors.

“I am happily married to my beautiful wife, Umayra, and have two little munchkins — Ahmed two and a half (years old) and Aisha six months old. They are my world. Everything I do is for them,” he says.

“I am a guy who loves anything that will take me outdoors and connects me with nature. Specifically scuba diving, camping, fishing, and exploration,” he adds.

Smilow Cancer Hospital is fortunate to have an imaging professional who is so self-motivated and structured in his approach. ICE

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people

By K. Richard Douglas

DEPARTMENT SPOTLIGHT MedStar Georgetown University Hospital Imaging Team

T

he northwestern quadrant of our nation’s capital includes the Smithsonian’s Nation Zoo, federal buildings, tourist attractions, the National Cathedral and the White House. Besides all of the interesting sights for tourists, there are historic areas where people live. Wellknown neighborhoods and areas like Foggy Bottom and Dupont Circle can be found there as well. The historic area, known as Georgetown, is also in northwestern Washington, D.C. On Reservoir Road in Georgetown is MedStar Georgetown University Hospital, a not-for-profit, acute-care teaching and research hospital.

MedStar Georgetown is a 609-bed health care provider that was founded on the principle of treating the whole person and has achieved Magnet status for excellence in nursing.

“MedStar Georgetown University Hospital is part of MedStar Health, which is the largest provider in Maryland and Washington, D.C. MedStar Health is composed of 10 hospitals, a research institute and over a 100 clinics,” says Inhel Rekik, M.S., clinical engineering manager at MedStar Georgetown.

Handling the servicing of imaging equipment at the hospital and at some off-sites is the MedStar Georgetown University Hospital imaging team, made up of three imaging specialists who are a part of the 12-member clinical engineering department.

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The imaging team is responsible for three MR scanners, four CT scanners, four angiographic rooms, three cath lab rooms, four gamma cameras, one PET-CT scanner, more than 30 ultrasound units, nine rad and R/F rooms and five portables.

They also service five offsite locations, which include four rad and R/F rooms, ultrasounds, CT scanners and bone densitometers.

The only equipment the group does not service includes radiation therapy, cyberknives and linear accelerators.

“The imaging group has (also) been instrumental in cutting the costs of capital purchases.”

“Due to customers’ preferences, the imaging group does not service these modalities,” Rekik says.

The imaging group has also been instrumental in cutting the costs of capital purchases. Rekik says that the team is also involved in new construction projects.

“Our imaging specialists are very involved in the selection and purchase of medical equipment,” she says. “They bring insight about the service history of the units as well as quality of support provided by the vendor.”

“In the past, each entity negotiated their own imaging contract and now all contracts are consolidated and negotiated as a system entity. Imaging spending represents 40 percent of total biomed system spend across the system,” she says.

“The majority of the imaging spend was coming from three vendors. The MedStar team negotiated with these three vendors, not only for a system-wide discount, but also in terms of standardized terms and pricing structures across the system. The results yielded savings of $1.4 million across the system,” Rekik adds.

In addition to helping with planned purchases, the imaging team is instrumental when additional clinical space is added.

They are also heavily involved in the planning and construction of new areas. They make recommendations for space layout and equipment positioning that will improve the clinical workflow and minimize equipment breakage. The engineers stay current with their training.

“We make sure we include OEM training in the proposal when purchasing new imaging equipment. We also stay current by reading ICE magazine and any other available literature,” Rekik says.

Investigators When Called On The imaging team has proven that by using a logical approach, they can determine the reason for a malfunctioning device, as well as aid in ADVANCING THE IMAGING PROFESSIONAL

Members of the MedStar Georgetown University Hospital Imaging Team include Imaging Specialist Howard Dickson, Clinical Engineering Manager Inhel Rekik, Clinical Engineering Director Jeovanni Rivas, Imaging Specialist Val Vaysberg and Senior Imaging Specialist Bob Weir.

the planning process for new technology.

“We recently built a state-of-the-art proton therapy center that is one of only 13 centers in the United States that offers highly advanced targeted proton therapy to cancer patients. We are also renovating our nuclear medicine area that has 1 SPECT/CT and two dual-head SPECT cameras,” Rekik says.

“Our imaging engineers assisted in the selection of equipment and provided recommendations to the project team about the space, layout-based workflow issues and repair data. They also provided the project with installation requirements (utilities such as power, air cooling/handling, etcetera) as well as IT requirements such as integration requirements and interfaces needed,” she adds.

The team’s knowledge and insights will be especially needed with the system’s newest addition.

“The most exciting project for MedStar Georgetown University Hospital is a $500 million surgical pavilion which will be one of the largest new health care developments in Washington, D.C. This pavilion will have 156 private rooms, new emergency department, 32 new operating rooms, CT and MRI as well as additional parking WWW.IMAGINGIGLOO.COM

Imaging Specialist Howard Dickson, Imaging Specialist Val Vaysberg and Senior Imaging Specialist Bob Weir are seen with the hospital’s GE Healthcare Discovery NM630.

space. We are equipping this surgical pavilion with state-of-the-art technology. We are looking forward to offering an unprecedented patient experience for all who receive care here,” Rekik explains.

The team is adept at problem solving and wears their detective hats when called on. One example was a puzzling and recurring failure of X-ray tubes.

“During the first year of operation of one of our CTs, we were replacing X-ray tubes every two to three months. After the third replacement, our imaging team decided to further investigate the issue. We monitored the incom-

ing power to the system, collaborated with the manufacturer and concluded that the root cause of the issue was a defective tube assembly process. In fact, the port of the CT’s X-ray tube shifted when heated up, causing an air leak and arching of the tube. In response to this finding, the manufacturer corrected the assembly process of the X-ray tube and the issue was corrected,” Rekik says.

Patients and clinicians, who rely on diagnostic imaging in our nation’s capital, can rest assured that the imaging professionals will get the job done right at MedStar Georgetown. ICE ICEMAGAZINE

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ADVANCING THE IMAGING PROFESSIONAL

products

PRODUCT SPOTLIGHT Reports Predict Cardiac Imaging Market Growth

D

ifferent diagnostic imaging modalities bring unique tools to the table when it comes to generating images of the heart, including 2D, 3D and even 4D images generated by ultrasound devices.

C-arms and other modalities also continue to be useful for medical imaging of the heart.

“Cardiovascular diseases (CVD) are the most common causes of patient hospitalization and mortality in many developed nations. It continues to be the leading cause of death worldwide as well. It is imperative for a physician to perform a cardiovascular imaging test to diagnose heart condition and during subsequent management of any cardiac disorder,” according to Transparency Market Research. “Cardiovascular imaging (CV imaging) enables radiologist to see inside the body and shows the structure of heart in great detail. The physician can understand blood flow within the body and diagnose a patient’s heart or vascular condition. The global market for cardiovascular imaging is expected to grow in the near future owing to the increasing demand from the emerging economies in the Asia-Pacific and rest of the world. Moreover, the increasing dependence on imaging modalities have increased the adoption of imaging informatics which is expected to witness far-reaching positive impact on the global CV imaging and informatics market.”

“Echocardiography, angiography, nuclear cardiac imaging, computed tomography, cardiac positron emission tomography (cardiac PET) and cardiac magnetic resonance imaging (cardiac MRI) are the most common imaging modalities used for diagnosis and interventional cardiology,” according to Transparency Market Research.

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“Echocardiography imaging is an optional ultrasound method of cardiac imaging and includes transthoracic echocardiography (TTE), transesophageal echocardiography (TEE), stress echocardiography,” according to Transparency

“An increasing number of patients suffering from diabetes and other cardiovascular disease will fuel the growth of the market.”

Market Research Future

Market Research. “Recently, 3D echocardiography is being used for cardiovascular imaging which is non-invasive, easy to operate, and produces a much clearer image. Nuclear cardiac imaging is becoming a popular method which involves usage of a radionuclide - technetium Tc 99m sestamibi (MIBI). This non-invasive cardiac imaging method is considered to be one of the best methods to evaluate and diagnose a heart attack. It is also a very handy technique to assess myocardial salvage among patients with acute myocardial infarction (MI). The market for non-invasive cardiovascular imaging is expected to grow rapidly in the coming years as the invasive imaging causes great inconvenience to the patients. Moreover, the non-invasive imaging is less costly and incurs comparatively lesser hospitalization to the patient.”

Market Research Future predicts growth in the cardiac imaging software market

based on health care trends.

“The cardiac imaging software market growth is majorly attributed to increasing prevalence of heart diseases and diabetes.

Cardiovascular diseases are one of the major reasons for heart diseases. According to the WHO, over 422 million people across the globe are suffering from diabetes. An increasing number of patients suffering from diabetes and other cardiovascular disease will fuel the growth of the market,” Market Research Future reports. “Many government organizations and private companies are providing funds to the cardiac imaging software developers to improve its features. Increasing government support, increasing applications of computer-aided diagnosis and development of healthcare IT in health care industries will provide a push to the growth of the market.

However, the manufacturers have to follow strict regulatory rules which may slow the growth of the market.”

The global cardiac imaging software market is expected to grow at a CAGR of about 9 percent during the forecast period 20172023, according to Market Research Future.

Technavio, a market research company with global coverage, has prepared several reports on medical imaging and expects the global medical imaging market to exceed $37 billion by 2020, according to the research firm’s website.

One Technavio market research analyst predicts that the global market for medical imaging will grow at a compound annual growth rate (CAGR) of nearly five percent by 2020, according to the research company’s website. ICE

ICEMAGAZINE

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products

Cannon Medical Systems New Aplio i900 Premium Cardiovascular Ultrasound Imaging System Expanding on the newest premium cardiovascular system for a complete structural heart solution, the Canon Medical Systems USA Inc.’s Aplio i900, provides cardiologists easy access to 3D TEE transcatheter procedure guidance with advanced quantitative technologies such as MVA (Mitral Valve Analysis) to streamline and enhance the learning curve for new users.

For the echo lab, the Aplio i900 boasts automated analysis and measurement tools including MPI (Myocardial Performance Index) and 3D Wall Motion Tracking, enabling even busy labs to quickly and accurately apply advanced quantitative cardiac assessments to their diagnostic services. • For more information, see the all new Aplio i900 at booth #2837 in the 2018 ACC Showcase.

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ICEMAGAZINE | MARCH 2018

ADVANCING THE IMAGING PROFESSIONAL

products

GE Healthcare CardioGraphe CardioGraphe is a CT system that makes non-invasive cardiovascular imaging more affordable and is accessible for use in an emergency department, physician office or in a point-of-care setting for vascular intervention treatment planning. Because of its Stereo CT design with focused field of view, the system is compact and dose efficient. CardioGraphe creates a 3D image of the coronaries, valves, chambers and myocardium in one heartbeat and can perform angiography studies of the aorta and carotids.

Its rotation speed of 0.24 seconds, combined with GE’s SnapShot Freeze intelligent motion correction software, freezes coronary artery motion with temporal resolution comparable to the cath lab. •

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ICEMAGAZINE

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products

Philips X8-2t Live 3D TEE Transducer Philips X8-2t Live 3D TEE transducer, the next generation of Live 3D TEE, features a new acoustic design with higher frequencies and bandwidth to provide increased resolution and tissue filling, allowing clinicians to diagnose cardiac pathology in real time.

Using Philips’ highest volume rates yet with true one-beat volumes in Live 3D imaging, in both gray scale and color Doppler, the X8-2t transducer produces high-quality imaging without relying on an EKG. This especially benefits the arrhythmic patients, as true one-beat volumes reduces the need for multiple acquisitions, therefore improving exam efficiencies. •

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ADVANCING THE IMAGING PROFESSIONAL

products

Siemens Healthineers ARTIS pheno Angiography System The ARTIS pheno is a robotic C-arm angiography system from Siemens Healthineers created for use in minimally invasive interventional procedures. The ARTIS pheno possesses not only a zen40HDR flat panel detector and GIGALIX X-ray tube for outstanding image quality, but also new 2k recording technology capable of delivering 2D imaging resolution that is four times higher in all recording processes than its predecessor system, the Artis zeego. •

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ICEMAGAZINE

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products

TOOLS OF THE TRADE Atrix International

Omega Supreme MRI Vacuum

T

he Omega Supreme MRI one-gallon HEPA dry particulate vacuum has a 15-foot non-metallic hose. It is ideal for the maintenance of MRI machines. With the standard 15-foot hose, service personnel can keep the vacuum a safe distance away from the magnetic field. There is also a ULPA filter option for an even higher level of containment. Features of the Omega Supreme include a true HEPA filter, an EMI/RFI line noise filter, a 1,000hour motor along with the 15-foot hose. The device is also ESD safe and comes with a limited 3-year warranty. ICE

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ICEMAGAZINE | MARCH 2018

ADVANCING THE IMAGING PROFESSIONAL

the medical product support network “An excellent resource.

It’s my first stop when I have a question or need information. An asset to any technician’s toolbox.”

–Mark Cooper, Legacy Medical Imaging

“MedWrench has proven to be an invaluable resource in servicing medical technology.

–Sam Morgan, Kaleida Health

“MedWrench connects a wide range of biomed engineers, helping them to share knowledge and experiences.”

–Fadi Ali, RSS

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profile

DIAGNOSTIC IMAGING & SURGICAL SOLUTIONS

COMPANY SHOWCASE Multi Diagnostic Imaging & Surgical Solutions

M

ulti Diagnostic Imaging & Surgical Solutions was started in Southern California in 1983 with the goal of being able to serve OEMs, dealers, asset management firms and end-users on a global basis. At the start, the company had a limited product portfolio, but it was a technology that it owned, and it was the only company that could provide service and support of that product. As that technology became dated, the company’s client base started asking for sales and support of a much broader range of more current products. CEO Dan Moretti said the company listened and responded.

“From that point, we missioned ourselves to stay in tune with the changes in technology and directions the OEMs are taking with respect to their product lines,” Moretti said. “This perspective and information was crucial for us to aid our customers in making the best, most cost-effective purchasing decisions. Our success has always come from listening to the needs of our customers and providing a level of sales and service care that everyone expects. Our family of customers depends on reliable, warranty-backed equipment, parts and service, and we strive to provide that to them with every sale.”

In an exclusive interview, Moretti tells ICE magazine even more about Multi Diagnostic Imaging & Surgical Solutions.

Q

hat are some advantages that your W company has over the competition?

Moretti: Our competition is typically one of our customers. Multi has always found 32

ICEMAGAZINE | MARCH 2018

ways to work with everyone in some capacity. We think it’s important to find areas where our “competition” has a need, and then offer a solution to fill that need. Building healthy, long-lasting relationships is crucial to our continued success.

Q

hat are some challenges the W company faced last year?

Moretti: One of the value-added solutions we provide is a parts stocking program. This program is offered to any facility/company that purchases various parts that we carry in our portfolio a certain number of times per year, year after year. By stocking these parts for them at our facility, we’ve been able to dramatically reduce the high cost of OEM drop-ship fees plus their expensive “express” shipping rates. This allows the buyer to keep more money in their pocket.

For some clients, this is a huge amount of money saved on an annual basis. The chal-

lenge we faced was being able to receive the initial data from the client, then teach our system the algorithms needed to generate automatic orders based on the specific client inventory that was stocked, sold and what needed to be replenished. Once we perfected that, it became much easier to handle the demand of existing and new client business. We will continue to advance in our technology to make the buying experience more efficient and cost effective.

Q

hat are your company’s W core competencies and unique selling points?

Moretti: Multi is made up of four diverse, yet complementary, divisions including radiology equipment, surgical equipment, parts and service. These four divisions work together and aid in our growth each year.

They also allow us to reach a much broader range of customers of varying needs.

ADVANCING THE IMAGING PROFESSIONAL

profile

SPECIAL ADVERTISING SECTION

Q

hat product or service that your W company offers are you most excited about right now?

Moretti: Multi Inc. is one of two companies in the U.S. that has a national parts distributorship with GE for their entire product line including tubes, imaging parts, non-imaging parts, biomedical and consumable parts. This partnership has opened doors for new business as well as dramatically increased the business we do with existing customers.

Q

hat is on the horizon for your W company? How will it evolve in the coming years?

Moretti: We’re constantly looking at ways to better serve our customers from transactional and product line standpoints. Within the first quarter, we will integrate (Electronic Data Interchange) EDI and e-commerce platforms to our newly integrated system. By adding these technologies, we should see a dramatic improvement to transaction efficiency to the overall customer experience.

Q

Q

Moretti: It seems that we have to “save the day” every day. From the smallest concern to a failure on the largest scale; Multi treats every customer and concern with a high-level of care. Our ultimate responsibility is to the patients that our customers are caring for, so their equipment uptime is of the highest importance to us. We do our very best to meet or exceed the specific needs of each customer so that they can provide the highest level of care to the patients they serve.

Moretti: Our goal is to enhance the lives of the clients we serve so that they may enhance the lives of the patients they serve. ICE

an you share some company C success stories with our readers?

hat is your company’s mission W statement?

For more information about Multi Diagnostic Imaging & Surgical Solutions, visit multidiagnostic.com and multisurgical.com

Q

ave there been any recent H changes to your company?

Moretti: In mid-2017, Multi became the Southern California service entity for AGFA Healthcare’s entire imaging catalog of equipment including X-ray, mobile X-ray, imagers, CR systems, etc. We’ve had a great relationship with AGFA for many years, so we were thrilled and honored to take on the new challenge of serving the customers that they value so much.

Get back to life.

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ICEMAGAZINE

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Finding an In-House Imaging Service Pro

By Matt Skoufalos

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ADVANCING THE IMAGING PROFESSIONAL

A skilled service professional can be a godsend to anyone tasked with the management and upkeep of medical imaging equipment, which are frequently the most expensive and highest revenue-generating devices in any organization.

But in the catch-22 world of health care, employers are waiting for the right technician just as much as the best technicians are waiting for the right placement. In a specialty with a widely acknowledged talent deficit and few replacements for retiring veterans, those with the ability to do the job well can call their own shots.

Dale Cover, president of the Radiological Service Training Institute (RSTI), said that organizations like his can help prospective engineers skill-build, but that the primary driver of any technical career is “attitude, not aptitude.” What he sees among successful imaging service engineers is an innate drive toward information and continuous learning.”

“Some people are motivated strictly by money, but most people in our field are motivated by challenge,” he said. “Challenge is sending them to school to learn their stuff; it’s offering them career progression.”

“You’ve got to find the guy who will accept the inevitable unscheduled overtime,” Cover said. “The opportunity to go home at the end of the day usually is not there; you’ve got to stay until you find a solution to the problem.”

Another invaluable skill set is communication. Service engineers who can reach their customers without overwhelming them

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or talking down to them about the technical depth of the problem can be a rare breed.

Among its technical instruction, RSTI’s basic X-ray training course also incorporates customer service training. Cover said learning to manage a client’s frustrations about downed equipment or the high-stress needs of a facility manager is a critical part of the job.

“A lot of times, engineers are just as sensitive as anybody else,” he said. “The owner of the machine bites their head off and they take it personally. You’ve got to understand, they’re not mad at you. You’ve got to take it in stride, and that’s a skill in and of itself.”

“I know people who are great in the technical field, who aren’t necessarily the best technically, but are the best I’ve met in customer service,” Cover said. “Customers are happy to have them back even if they don’t always solve their problems.”

Recruitment can also turn on finding out-of-specialty staffers. A popular source of service technicians has always been ex-military workers with a BMET or CBET certification, or a background in radar and electronics systems.

“They’re sharp, and they’ve already got that mentality that the job gets done first,” Cover said.

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Finding an In-House Imaging Service Pro

But there are not enough of those folks with an interest in the imaging service field to repopulate it. Cover believes the industry must create some of its own engineers, and to do that means hiring entry-level biomed trainees with an interest to learn on the job.

“I see it as fallout that the entire biomedical field doesn’t have as many people going into it,” he said. “I think it starts in high school with recruiting. We tell our kids they can be computer engineers, and everyone wants a master’s in computer science. The field needs nurses, the field’s going to need doctors, and we’re going to need people to take care of the equipment, but we’re not recruiting enough.”

Steven Kelley, manager of diagnostic imaging repair at the eight-hospital Piedmont Healthcare system in Atlanta, Georgia, agreed. Kelley, who serves on the board of West Georgia Technical College in LaGrange, Georgia, said imaging service professionals “need to go back to high school and convince [students]” of the viability of the trade.

“Everybody’s telling their kids they need a four-year degree; a biomed job does not require a four-year degree,” Kelley said. “It requires a two-year degree, and you can make just as good, if not better, money.”

The issue of sourcing replacement talent is close to Kelley’s heart, too: he’s facing retirement within a few years, and, until then, is looking to train his replacement. Nor is Kelley the only one on his immediate team in that circumstance: about four of his colleagues are on their way out of the business in the next few years. To find the next generation of imaging service professionals to replace them, Kelley said he’s looking for technicians who are “in an always-learning mode.”

“A biomed can become an expert in a certain area – patient monitors, ventilators, anesthesia machines –

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“ A biomed can become an expert in a certain area – patient monitors, ventilators, anesthesia machines – and know everything there is to know about them. You will never accomplish that in imaging.

You have to learn to troubleshoot systems running different functions, not a device.” – Steven Kelley

and know everything there is to know about them,” he said. “You will never accomplish that in imaging. You have to learn to troubleshoot systems running different functions, not a device.”

Kelley prefers training employees with a biomedical engineering background because they understand patient and hospital safety guidance.

Taken a step further, he’d ideally bring on staffers who have worked in ISO (independent support organization) or multivendor (MVS) environments, and not only for original equipment manufacturers (OEMs).

“If you take a person who’s worked for an OEM, and that’s all they’ve done is work for a manufacturer, when they go in-house, it’s a whole different ballgame,” Kelley said. “If the Philips engineer who’s used to working on Philips CTs no longer has the proprietary tools, or can’t call the tech support guru who’s the specialist … you’re on your own. A lot of people who are good with OEMs don’t necessarily make good inhouse biomeds because of that.”

Kelley also stands behind the adage that “It’s more important to fix the customer than it is to fix the equipment.”

Those staffers who have the customer service skills to build relationships with clients as well as what’s needed to follow a fix all the way through to its conclusion will survive in the diversity of settings into which they may be thrust.

A big piece of it is “learning how the customer needs to be communicated to,” Kelley said.

“It’s attitudes, but attitudes are built from personalities,” he said. “I tell people all day long, ‘I can train you electronically, I can’t fix your personality.’ Somebody that’s got a negative personality is going to come across that way with their attitude, and the customer’s not going to appreciate that.

You’ve got to let them know, ‘I’m the guy who’s going to own this problem, I’m going to take care of this.’ ” Sometimes, what’s easier than sourcing new employees is keeping happy the ones you have on staff, said Jenifer Brown, president-owner of national talent search firm Health Tech Talent Management. Brown works directly with large hospitals that are trying to bring service contracts in-house as a cost-saving measure. She said many of them know that avoiding turnover in skilled positions means avoiding what can be a long-running hunt for qualified applicants.

“The pool of very qualified imaging engineers seems to be getting smaller and smaller,” she said. “A lot of the really skilled imaging engineers have retired, and they know they’re in demand. A majority don’t want to relocate; they want the position to come to them. It makes it even harder with a smaller pool.”

ADVANCING THE IMAGING PROFESSIONAL

One antidote is to cultivate your ingway, director of global learning between the customer and GE.” own in-house staffers, which Brown innovations for GE Healthcare, and Sidlo said there’s a lot of work that said is mostly a strategy that only her colleague, Rick Sidlo, manager of goes into learning how equipment larger organizations can afford. Yet customer technical training for GE. buyers think and how manufacturers the fear of developing talent that Hemingway said GE can repair 40 can best work within the institutional flies the coop is a real one. With tech- percent of its network-connected de- needs of their customers. Even when nical training running tens of thou- vices remotely, placing a significant clients transition their service needs sands of dollars per course, Brown emphasis on AI and remote monitor- to in-house staffers Sidlo said OEMs said many organizations worry about ing algorithms to help predict device must offer flexible, scalable training investing in a person who will parlay breakdowns before they occur. The that’s both product-specific and mothat knowledge into a better position company is also developing in-field dality-wide, from classroom and lab elsewhere. training applications and perfor- training to virtual and onsite simula“It’s like the dog chasing its tail,” mance support tools for its service tion. He described the need for instishe said. “You have to make sure technicians, including “mixed reality” tutions to plan “a long-term training you’re really taking care of your ex- using wearable devices, and web-en- path for an imaging service profesisting engineers; make sure they have abled technology that supports guid- sional,” and described GE’s in-house the support they need, and that their ed instruction for service and repairs. customer training services as a growterritory or workload has some kind “The direction we’re going, the ing business line. of work-life balance.”

“Last year we demoed our Employers should also note simulation technology at AAMI; that without competitive salayear, we plan to demon“ In general, we want our this ries, the most qualified imagstrate VR training,” Sidlo said. partners to feel that we’re “We’re going to have a presening service engineers won’t be available to them, Brown ensuring their success. We tation about networking and cysaid. She’s told clients that not ber-security, [and] from a topic want to help them accomplish perspective, it’s probably one paying their hires enough will adversely affect their promtheir service strategy. – Rick Sidlo of our highest-growing areas ised savings from bringing the of training right now. We hope work in-house. Although salathat by having multiple ways to ries vary by skill set and geogdeliver content, we’ll be able to raphy, a good imaging service hit the many different learning professional can command a styles of the next wave of biodirector-level salary, and hospitals service engineer can leverage sup- meds and service professionals.” should be prepared to pay it. port from an online expert back in the In bottom-line terms, whatever “The ones that treat their engi- office,” she said. service arrangements a health care neers well, they have a competitive In the meantime, Hemingway said system makes, whatever talent it can salary plus an opportunity for over- the company is placing an emphasis recruit, acquire or develop, its ultitime or bonuses,” Brown said. “I have on ongoing performance support for mate aim is to address costs. Whether placed candidates with those kinds the technicians it trains, through vid- through a shared-service agreement, of companies and never hear any eos, 3D-simulated repairs, and refer- schooling an in-house technician, or kind of negativity.” ence documents, “so training is not a adding a new hire, bringing the right Brown said connecting in-house one-and-done” experience. people onto your team – and keepservice professionals with OEM staff “In general, we want our partners ing them there – can do a lot to keep also still plays a large role in the struc- to feel that we’re ensuring their suc- things running well. As Sidlo put it, turing of equipment service plans, cess,” Sidlo added. “We want to help “If you’re able to avoid unplanned as many OEM customers require a them accomplish their service strate- downtime, that enables you to better bridge to their equipment manufac- gy. We have many different flavors of maintain your revenue stream. How turers for technical support. That’s a shared-service arrangement that’s all much does it cost you when the sysperspective shared by Bonnie Hem- managed at several different levels tem goes down?” ICE

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ICEMAGAZINE

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ICEMAGAZINE | MARCH 2018

ADVANCING THE IMAGING PROFESSIONAL

insight

IMAGING MATTERS Is the Answer Internship?

M

any hospital clinical engineering programs have co-op programs that work with colleges. This allows some real world experience to be gained by the student as well as assist the hospital by reducing the labor costs of low-risk work.

These are typically arranged for biomedical engineering students. The idea of imaging co-op programs has been floated. The concept being that the co-op programs may help to fill the coming void that will hit when the massive retirement era begins. Most people in the industry know that the mass exodus of medical imaging field service engineer (FSE) personnel by retirement is coming and a manpower challenge will follow.

There are a number of issues that come with co-op programs when it is for medical imaging repair and service. The primary issue revolves around qualifications. It is rare that a biomedical engineering student, while still in school, has an applicable understanding of X-ray generation and image capture. The second common problem is the schedule that the students are able to work – one or two days a week for four to eight hours. Those hours typically

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fall during the middle of the day.

The answer to the labor shortage that is coming to a hospital near you soon, may be internships – real, full-on internships for developing FSEs that may work for your hospital or service company. The trick is to make sure that a mutually beneficial program is created. The employer gets the benefit of labor, that can lead to a permanent employee that is trained to meet the needs of the company. Beyond being trained for the specific technical requirements, the intern will also be exposed to the company culture. In health care, the culture of a hospital is as important as the technical abilities in getting maximum reimbursement.

A successful program would give the intern basic training in imaging, typically X-ray. Let them work for a period, then allow them to obtain more advanced training, and another period of work. This may be basic X-ray training followed by six months to a year of work, followed by advanced imaging and another six months to a year of work. At that point, the intern would be evaluated for employment and/or further training. Meanwhile, the intern gets training and invaluable

Written by John Garrett Director, Clinical Engineering at Baylor St. Luke’s Medical Center

hands-on experience, while earning a living.

The experience of working in a hospital environment is a valuable resume booster in and of itself. Ideally some of the interns would be offered a permanent position within the company filling out the work force as retirement comes for the senior employees.

There are several models of internship.

There are even independent service organizations (ISO) that are running successful internships. If enough companies get involved, the labor shortage may be avoided. ICE John Garrett has 20 years experience in imaging service including general radiation, mammography, CT and nuclear medicine. He has worked for third-party service companies, manufacturers, sales companies and in-house imaging teams.

ICEMAGAZINE

39

insight sponsored by:

AUE

ADVANCED ULTRASOUND ELECTRONICS

DE FINING TH E ST AND ARD

IMAGING SERVICE 101 I

maging techs need a variety of skills and experience to do our jobs properly. Because our jobs are so technical, there is a tendency to focus on that, and not give enough time and effort to learning and practicing what I believe to be just as important; the soft skills we collectively call customer service.

I have known several field service engineers that were not the best at the technical part of the job, taking longer and more calls to complete a repair than anyone else, yet their customers absolutely loved them! Those people tend to be naturally charming, people that could as easily be in sales. But even for those who possess that talent, the ability to be friendly and a good communicator under any circumstance is difficult.

By our nature, most imaging service engineers are task oriented, analytical, dogmatic, and are generally perceived to be introverted (especially when we are working). We rightfully take our jobs seriously, and need to concentrate so we can diagnose and fix the problem as quickly as possible. Those are all good qualities for our job of repairing scanners, but not so great for communicating with other human beings.

Many customers will tolerate a fair amount of a less than personable behavior from their service tech, understanding that we might have different personality traits from, for example, the salesman that sold them the scanner. If they trust you, know the status of their scanner, and issues are 40

ICEMAGAZINE | MARCH 2018

resolved in a reasonable time, they are OK with us not being outgoing. However, to be a truly great imaging tech requires customer service skills that are better than the average person typically possesses at birth.

We need to be better than most at patience, listening, communicating bad news and responding to customer concerns.

Listening Whether a customer is explaining the problem they have, objecting to a policy, or is unhappy with the results of your service call, you need to carefully listen to their complaint, employ patience and not take it too personally. A good technique, especially if you need a moment to formulate a response, is to play-back what the customer said by paraphrasing and possibly adding a question to make sure you fully understand their issue.

Acknowledge Concerns If they complain about something, like the price of the part or the fact you haven’t fixed the problem yet, it is important to acknowledge their right to have their opinion. The response could be similar to “I can understand why you think that. Let me try to explain why this part costs that much.”

Don’t be argumentative, pass the buck to your manager or disparage your company.

And whatever you do, do not lie to your customer. Maintaining your credibility is critical and if you are caught in a lie, it will cause problems from which you might never recover.

Written by Jim Carr Director of Services and International Operations for AUE

Communicate Your Plan and Actions After you acknowledge and investigate the problem, explain your plan to address their issues and the timeline. When there are multiple issues, such as they have a problem you need to fix plus they want information on a new system, provide a summary. If you don’t complete the call, tell them the next step and when you will be back. If a part shipment doesn’t come on time or you’re running late, apologize and let them know when you will be there, as soon as you can. Provide regular progress reports, without overdoing it and annoying them.

Adapt to Your Audience Our customers come from varied regions, backgrounds and cultures. Knowing the best methods of communicating with each one is difficult, but also important.

Many will appreciate it or even expect you to make a little small talk. Finding out and remembering some personal information about them shows you care about them as a person, and helps establish a bond. (Use ADVANCING THE IMAGING PROFESSIONAL

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your contact manager to record the names of their spouse and pets when they tell you.)

Do not overstay your welcome, though; we all have work to do. Some just want it quick and to the point. If they don’t ask if you are married or where you grew up, they probably don’t want you to ask them those things. When you find a method that seems to work, stay with it. Being able to adapt quickly, and being sincere and consistent in your methods of communicating with variations to fit each customer, is a trait of worldclass customer service.

Learn and Practice Imaging techs often have to think and react fast when communicating with an unhappy customer. Training that includes role play is important in order to develop and practice the skills so they become a learned response. Thinking ahead about what a customer’s response might be will help you prepare for an upcoming conversation.

Great communication and customer service skills can be the toughest part of the imaging service job. We spend months and years learning the technical knowledge we need. Put time and effort into learning communication skills, and then practice and improve them throughout your career. It can help assure your job and take you to the top of your profession. ICE Jim Carr is Director of Service and International Operations for AUE. He may be contacted via email at JCarr@auetulsa.com.

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ICEMAGAZINE

41

insight

RUBIES, DIAMONDS AND PROCRASTINATION

I

t’s been said that a progressive realization of worthy goals propels people toward their vision of prosperity. Unfortunately, it’s easy to let the achievement of our larger goals get pushed aside in favor of smaller, more urgent activities. Our calendar gets full of good, urgent things, and it becomes a reason to procrastinate on achieving bigger things.

Let me start by talking about good things and great things.

To move forward on the path of fulfillment and prosperity, I firmly believe we should understand one important fact: “Good” can be the enemy of “great.” Obviously, good things are not bad things, but if all we do is fill up our schedule doing good things, then there will never be time to do great things.

Obviously, good things are beneficial, but that can create another problem. If we feel that the good things we’re doing are good enough, then we have little motivation for achieving better things.

It’s kind of a unique phenomenon. I understand the need to be content with what one has, but one danger in becoming content with the good is that it can inhibit us from developing the drive to reach for our bigger dreams.

As Jim Collins says in his book, “Good to Great”: “We don’t have great schools, principally because we have good schools. We don’t have great government, principally because we have good government. Few people attain great lives, primarily because it is easy to settle for a good life. The vast majority of companies never become great precisely because they become quite good – and that is their main problem.”

This observation aligns with a story told to me long ago by a seasoned business42

ICEMAGAZINE | MARCH 2018

man. The analogy is that of a man who has a handful of rubies. He knows the stones are valuable, so he does not want to give them up. He firmly holds and cherishes the rubies in his hands. But then someone shows him a pile of diamonds and tells him he can keep whatever he can pick up with his hands. The dilemma? The man must let go of the rubies to pick up the diamonds.

What about you? Are you willing to give up that which is good to get that which is best?

You may think that quitting something that’s good is not good, but that’s not necessarily true. Seth Godin, in his book, “The Dip,” says that the phrase “winners never quit” is not true, because winners quit all the time. They will quit doing some of the good things in their lives so they have more time to do great things.

I’m guessing you can think of a few good things you are doing that fill up your calendar to the point where you don’t have time to do the great things you would like to do.

Over the years, I’ve come to see this as a form of procrastination. There’s a common problem in the human mindset: When people become content with doing good things, they can easily procrastinate on working toward what’s best. To address this, we can turn to a principle in Stephen Covey’s book, “The Seven Habits of Highly Effective People.” Covey says it’s natural to say yes to the good, so to move to more important things we simply need a bigger “yes.”

The idea of a bigger “yes” can be a great help when it comes to planning and goal setting for the great things we want to accomplish.

Do you have great things you want to accomplish but can’t seem to find the drive? Here are some ideas that may help you identify and act on your bigger yeses: • Get together with a trusted friend,

Written by Daniel Bobinski Workplace Consultant

family member, or co-worker and create a list of the benefits you’ll get by accomplishing your bigger dreams.

This should not just be an academic exercise. The idea is to get emotionally connected to each benefit, because the stronger your emotional connection is to your core values, the more likely you are to act on your dreams.

• If you find it difficult to see a bigger yes that would drive you to put the tasks for accomplishing that dream on your calendar, try thinking of the ripple effects of realizing your “great” things. What would the benefits be? Then, take it a step further to identify what the benefits would be of getting those benefits.

Get a sense of what resonates within you as you imagine yourself achieving your greater goals and dreams.

ADVANCING THE IMAGING PROFESSIONAL

insight A Service Company

YOU CAN • If you find a bigger yes, then identify the task that will lead you to your greater goals and put them on your calendar.

It’s a good idea to set up regular meetings with an accountability partner – or even two. These should be people who want to see you succeed. Ask them to help you stay on track for achieving your goals.

But beware! Procrastination can still be a problem, even if you have accountability partners. Here are a few ideas that may help: • Break down larger, overwhelming tasks into small ones. For example, if you want to write a two hundred-page book, don’t do it all at once. Write two pages a day and you’ll be done in just over three months.

• Attach a “by when” to every action item. With a clearly identified time-of-completion you have a goal.

Without that time-of-completion you only have an idea.

• Choose one task and make it your day’s priority. Little things accomplished steadily over time create big things.

Bottom line, be willing to give up the rubies in your life if what you want is diamonds, and work with accountability partners to help you succeed along the way.

Without these in place it’s way too easy to procrastinate and you may never achieve your dreams, especially if things in your life are “good enough.” ICE Daniel Bobinski, M.Ed. runs two businesses. One helps teams and individuals learn how to use Emotional Intelligence. The other helps companies improve their training programs. He’s also a best-selling author and a popular speaker at conferences and retreats. Reach him at daniel@eqfactor.net or 208-375-7606.

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index AUE

ADVANCED ULTRASOUND ELECTRONICS

MEDICAL

SYSTEMS TECHNOLOGIES LLC

D E F I N I N G TH E S TA N D AR D

RSTI/ Radiological

Advanced Ultrasound Electronics p. 40

Injector Support & Service p. 17

Altima Diagnostic Imaging Solutions p. 41

Medical Systems

Service Training

Technologies p. 38

Institute p. 9

MedWrench p. 31

Summit Imaging p. 3

InterMed Group p. 24

TECHNICAL

Carolina Medical Parts p. 12

International Medical Equipment & Service p. 19

PROSPECTS

Experts in Siemens Medical Imaging

DIAGNOSTIC IMAGING & SURGICAL SOLUTIONS

Technical Prospects p. 15

Multi Diagnostic Imaging & Surgical Solutions p. 2, 32

The Intuitive MW Imaging Corp.

College of Imaging Administrators p. 43

International X-Ray

p. 5

Biomedical Solution INC. p. 13

Brokers p. 41 SOLUTIONS

Tri-Imaging Solutions p. 4

Cool Pair Plus p. 38 THE JDIS GROUP CT • MRI • PET/CT • MOBILE

JDIS Group p. 6

PM Imaging Management p. 44

Trisonics, Inc. p. 38

Diagnostic Solutions p. 44

KEI Med Parts p. 44

Radon Medical LLC p. 45

Webinar Wednesday p. 47

Ray-Pac®

Global Medical Imaging p. 24

KEI Medical Imaging Services p. 43

Ray-Pac p. 48 X-ray Parts, Inc p. 17

46

ICEMAGAZINE | MARCH 2018

ADVANCING THE IMAGING PROFESSIONAL

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