Callan Emery spoke to Jay Mazelsky,
Senior Vice President and General
Manager Computed Tomography,
Nuclear Medicine, Philips Healthcare,
and Hans Kleine Schaars, Business
Manager, Imaging Systems Cluster
MCR Europe, Middle East & Africa,
Senior Director, Philips – about
Philips Healthcare’s Imaging 2.0
Callan Emery: Can you give us some
background to Philips Healthcare’s
Imaging 2.0 initiative?
Jay Mazelsky: Philips launched imaging
2.0 at RSNA in Chicago in 2010. For
several years prior to this we went out as a
company and talked to some 3,000 radiologists
around the world in lots of different
hospital and clinic settings.
We wanted to understand the big problems
radiologists have and what we, as a
big company, could do to help solve them.
That was really the birth of Imaging 2.0.
And what our market research showed was
that there are three principle areas that we
could focus on:
- Integration and clinical collaboration
- Patient-centred issues and patient
- Economic issues, such as patient
access to healthcare and how a clinic can ensure that they get a reasonable
on their new equipment
We set off from an imaging standpoint.
When we talk imaging systems it refers to
a collection of Philips businesses that
provide solutions in the diagnostic
imaging space, such as CT, MRI, interventional
x-ray and cardiovascular ultrasound.
We wanted to provide a set of solutions
that addresses these concerns.
Callan Emery: So let’s look at these
Hans Kleine Schaars: The world of radiology
is changing and also the position of
radiology in the clinical field is evolving. Images are becoming increasingly
There is increasingly more data in imaging.
So the old world of the radiologist
interpreting an image and then
informing a referring decision through a
report – that’s over. Now we have a group
of physicians that collectively treat the
patient, a process in which a patient is
screened, diagnosed, cured in successive
cycles of care. And the radiologist plays a
role in all of these processes, not as an
individual, but as a member of the team.
This is clinical integration and collaboration
– and the radiologist, unless it is
interventional imaging, plays a key part
in all of these processes. Let’s say the radiologist is the ‘navigator’ of the
The diagnostic radiology profession is
increasingly active in this team – as the
function that says ‘this is what is wrong,
this is where it is located’, but also ‘this is
how you get to it’, ‘this is the result of the
therapy that you did last week, but it is not
all clear yet’.
So this goal of clinical integration and
collaboration is to help the radiologist to
integrate and collaborate more easily. And
it can only be done with equipment that
integrates easily. So we have integrated the
machines, like PET-MR, PET-CT, the
IntelliSpace Portal, a complete new line of
workstations. Anywhere you have access
to the Internet you can collaborate with
your peers though what we call a thinclient
For example, an orthopaedic surgeon
playing a round of golf can use his iPad to
receive advice from the radiologist about
how to do a difficult, complicated hip fracture
the next day.
This clinical integration and collaboration
is positioning the radiologist in the
world of the Web 2.0.
Callan Emery: Can you explain this?
Web 1.0 was just one big data repository and you would search it for
If we look at the new generation, they
don’t use the Web to find stuff like the
old generation did. They use the Web to
chat with their friends, to have Facebook,
to play online games with people in
Korea, Brazil and Spain. They have this
gadget on their desk that gives them
access to the whole world.
It is the same thing in healthcare. The
physician can have this gadget on their
desk that can give them access to all the
diagnostic information. And the radiologist
puts it there for the physician ready to
read. The physician doesn’t want a thousand
[CT image] slices, they want that one
3D reconstruction that shows exactly
where that arterial venous malformation is
and shows the physician how to get to it –
shows them, for example, that if they go in
here they will cut that nerve – so they will
go in over there.
Callan Emery: What patient-centred
concerns did you find in your market
research and what solutions have Philips
come up with?
Hans Kleine Schaars: Philips is a peoplecentred
company. We view healthcare as a
process where people take care of other people. From the outset Philips is a
consumer-orientated company. We are in
people’s households with shavers, lighting,
CD players, kitchen appliances, etc. Our
designs are famous and this is also reflected
in the user interfaces that have been
designed for easy interaction. We have
carried this into our healthcare products.
We also take radiation dose reduction
very seriously. In the area of CT we have
introduced iDose – a quantum leap in dose
reduction management. We have also
recently shown a new architecture in
interventional imaging that we have
proven will significantly reduce [radiation]
dose by up to 70%.
Jay Mazelsky: Some points about dose
management: All vendors are trying to
reduce dose. And this can be done by reducing the power of the CT scanner, but
then the quality of the images is poorer.
We don’t want to go back to go forwards.
We want to give you lower dose, but as
good or better image quality.
CT is like the Swiss Army knife of
imaging. It is a utilitarian device and
used for all types of imaging. So you don’t
want have to wait while the scanner
reconstructs the images. For example, if a
patient comes in to the hospital with
trauma from a car accident, you don’t
want to have to wait while the scanner
reconstructs the image. What we’re
doing is giving you lower radiation dose
without having to wait for image reconstruction.
This is also Imaging 2.0. This
respects work flow, it respects how the
scanner is used, and it understands what
the radiologist needs as a service. So we
are trying to solve these problems
without having to introduce compromises
into the system.
Hans Kleine Schaars: Under the Imaging
2.0 banner – Philips has launched many
new products. Take the PET-MR, which
didn’t exist before. Take the Ingenia MR
family. It is the first broadband digital MR
and is considered a breakthrough. Up to
this point radiologists had been using
analogue MR. Instead of a wire for each
coil, we now have one optic fibre for many
coils. If we have a 30-channel coil and
want to upgrade to a 100-channel coil, for
example, we use the same optic fibre.
We have a whole new family of CT – the
Ingenuity range, which also includes PETCT
with ‘Time of Flight’.
We have a completely new digital x-ray
with a wireless mobile digital detector. You
take the image and it is instantly available
on the image server. Like you take a
picture on your iPhone and your wife and
kids at home can see it in an instant.
In ultrasound we have introduced the
X-Matrix transducer, which is really a
three-dimensional transducer. It means
you don’t have to move your wrist to
change the view. It catches all this data
and you can simply change the plane of
view by turning a dial.
All over the world we see doctors struggling.
Why? They all have to see more
patients who have greater demands. They
have more work and they have to do it all with fewer people and less money. So
have to help our customers with that. Of
course, by providing them with equipment
that is state of the art, but that is also user
friendly and also easy to operate. Especially
in the Middle East, the biggest issue of our
customers is not that that don’t have
access to the equipment, but rather that
they have the right staff to operate all this
fantastic equipment. And then it is important
that you have equipment that can be
simply operated by less qualified staff. For
example, it is nice if the night nurse can do
a basic CT with all the protocols preentered
in the system.
Callan Emery: So this leads us to the
economic concerns of your customers.
Jay Mazelsky: Purchasers are much
savvier now than they used to be. For
example, the issue of upgradability is
important to them. They are now not just
purchasing a product, they are purchasing
For example, you could purchase a
piece of equipment, but if you can only
get 20 patients using it a day, rather than
24, you are not going to be happy Or if
you purchase a piece of equipment, but it
is not going to be upgradable in two years’
time when the next technology innovation cycle comes round you are going to
be left behind.
For example, although our Ingenia MR
family’s digital system architecture is
revolutionary, it is accessible for all
existing MR users through an upgrade. It
is a very important feature. We can take
a MR scanner produced in 1999 and we
can completely upgrade it to state-of-theart
Hans Kleine Schaars: This also includes
after sales service. In the end you are as
good as your after sales service. This is the
‘economic value’. In many businesses
when the contract is signed that is the end
of the relationship. In our business it is just
of upload: 20th Jun 2012