Regaining control of imaging service at scale
At a glance
Streamlining Radiology Equipment Service Across 13 Hospitals Delivers 30% Cost Reduction.
As HTM Manager at Beth Israel Lahey Health (BILH), Ahmad Ateyat was responsible for
keeping diagnostic imaging equipment running across 13 acute care hospitals. That
meant MRI, CT, and X-ray systems that clinicians depended on daily, and that the health
system relied on for patient throughput and revenue.
2,700
Licensed Beds
88,535
Assets in Inventory
39,000
Employees
Like many health systems that grow through mergers and regional expansion, BILH’s imaging service model had evolved organically. Each site had made reasonable local decisions over time. Collectively, however, those decisions created system-level challenges. Asset data lived in multiple places. Service performance varied by vendor and modality. And the organization was operating largely in a reactive maintenance
mode, responding to failures rather than managing reliability.
This mattered more than ever. Imaging equipment often represents one of the largest maintenance cost categories
in a hospital, with imaging system downtime remaining one of the most persistent challenges facing imaging departments. Unplanned downtime for a single CT or MRI can result in tens of thousands of dollars in lost revenue and operational disruption once cancelled appointments, staff inefficiencies, and patient delays are factored in.
“For us, the frustration wasn’t just cost,” Ateyat explained. “It was the lack of consistency and confidence. When something went down, we couldn’t always predict who would show up, how fast, or how well they’d understand that specific system.”
Situational challenges
Fragmented asset data
BILH’s previous service delivery model utilizing multiple OEM contracts managed by individual hospitals presented significant challenges in maintaining consistent service quality and operational efficiency across the system.
Reactive maintenance culture
• Higher Costs
• Lack of Standardization
• Disparate Systems for Tracking Maintenance
• Vendor Management Complexity
• Inconsistent Service Delivery
Audit stress & compliance risks
The health system saw an opportunity to address these issues by moving to a more centralized service delivery model, streamlining vendor management, and implementing standardized procedures to ensure consistent quality and efficiency across the system.
“Managing diagnostic imaging equipment across our hospitals was challenging because of the numerous OEM contracts. However, thanks to Intelas, we were able to transform our approach and achieve a more streamlined and cohesive system by standardizing and consolidating our service solution. The response time to repair equipment is much quicker and we now have a central database that gives everyone a singular view of our medical assets. As a result, our clinical team has confidence in Intelas ability to maintain and repair our critical imaging equipment.”
The result
30%
Annual cost savings by reducing reliance on OEM service contracts
1 Hour
Guaranteed response time for critical devices 24/7, Significantly faster than OEM
23%
Increase in Customer Satisfaction: Faster response time, first contact resolution, replacement strategy for aging devices
Roadmap to Success
01
Moving from Contracts to Control
BILH partnered with Intelas with a clear goal: move away from a fragmented, OEMheavy service model toward one that provided system-wide visibility, predictable
response, and greater operational control.
The first step was centralization.
Asset data and service requests were consolidated into a single platform, giving Ateyat and his team a real-time view across all hospitals.
For the first time, they could see patterns rather than isolated incidents. Which assets
failed most often. Where response times lagged. Where costs were climbing without
corresponding value.
“Once we had everything in one place, the conversation changed,” Ateyat said. “We
stopped talking about individual breakdowns and started talking about trends. That’s
when you can actually manage a system, not just react to it.”
02
Redesigning the Service Model
With clearer insight, BILH began reducing reliance on OEM contracts in favor of a more
integrated service approach from Intelas. Specialized imaging engineers were deployed to support multiple modalities, bringing deeper familiarity with the equipment and faster problem resolution. Response expectations were standardized across the network, replacing site-by-site variability with clear accountability.
A targeted parts strategy supported the new model. Frequently used components were
staged closer to care sites, reducing delays caused by shipping and procurement. At the
same time, data from the centralized asset system informed decisions about
equipment nearing end of service life, helping BILH plan capital investments more
proactively.
“What mattered to our clinical teams was trust,” Ateyat noted. “They needed to know
that if a scanner went down, someone who understood that equipment would respond
quickly. That reliability from Intelas changed how people felt about the service model.”.
03
A Parts Strategy to ensure vital equipment is available
Identified assets with high failure rates creating on-site depots stocked with frequently used and critical parts for replacement and repairs 24/7.
Pinpoint end-of-service/high failure assets for priority replacement Resolve issues efficiently and effectively during the initial contact End-of-Service-Life Support (EOSL) Including replacement guidance for devices at EOSL, factoring in technology advancements, patient care, and revenue impact.
From Transactional Repair to Lifecycle Optimization
These results align with a broader industry shift. As healthcare systems face tighter margins and higher utilization demands, the global medical equipment maintenance market is projected to exceed $100 billion by 2030, according to a 2025 Markets and Markets forecast, driven by provider demand for uptime, transparency, and lifecycle optimization rather than transactional repair services. For a typical U.S. hospital, equipment lifecycle costs can run to roughly $12,000 per bed per year, with full‑service contracts for a single CT or MRI often exceeding $100,000 annually, which underscores why leaders are rethinking how they manage imaging service and uptime.
Download the full PDF:
- Real-world ROI data from Novant’s implementation
- Detailed look at the tools and strategies we deployed
- Actionable insights for scaling asset management in large systems
- Use it as a framework to pitch change internally
Turn a program assessment into a systemwide advantage
What’s next?
Start the path to smarter asset management. With one call, we can start to help you balance cost control, maximize uptime, and bring strategy back to capital planning.
Together we’ll explore how systemwide service alignment can reduce fragmentation, elevate performance, and support stronger outcomes.