Let's Talk about Hospital Functional Design through Huoshenshan Hospital.

Controlling the epidemic is a race against time. Wuhan huoshenshan hospital once again interpreted "Chinese speed" under the supervision of the whole people. In addition to the invincible construction speed, the design speed is amazing. 60 designers fought for 60 hours, and based on the design of Xiaotangshan Hospital during SARS period in 2003, made the design of huoshenshan.

Hospital is a complex environment and system, but there are strong laws and logic in design. For example, a general hospital usually consists of seven functional sections (see the figure below). Among them, outpatient service, medical technology, hospitalization and security are the core. All modules form a whole through a main axis and correlation.


Resource : Relative files,S.POINT

The strict logic of huoshenshan

In addition to the above basic pattern, Huoshenshan Infectious Disease Hospital has additional requirements in function and dynamic line. The first principle of infectious disease hospital is isolation, and the separation of doctors and patients must be realized. Medical staff use special medical channel to enter each consulting room, while patients use special patient channel to each consulting room for examination.

The living and office area of the medical staff is located in the clean area. Through the dressing room, they enter the medical corridor of the semi polluted area. When returning from semi polluted area to clean area, it is necessary to return through dressing room again.

Here is the layout and moving line of Xiaotangshan. Huoshenshan also follows this pattern. We can see that the logical relationship of space is very tight.


Resource : Relative files, S.POINT


Image resource : 中新网

Mobile hospitals

Now that we have discussed Huoshenshan hospital, let's have a look at the "mobile cabin hospitals" 

The construction speed of the mobile hospital is faster. After one night, Wuhan Hongshan gymnasium was basically transformed into a hospital.

The mobile hospital was originally a kind of field mobile medical system, which was built by several movable modules, such as cabins which have good mobility, fast deployment, strong environmental adaptability, especially suitable for disaster emergency assistance.

This time, Wuhan cabin hospital is just a simplified version of the hospital, but it also follows the moving line principle of the central spindle and the ward on both sides, including medical technology, ward, technical support and other units, which can realize the functions of emergency treatment, surgical treatment, clinical examination,etc.


Image resource : 人民网

Hospital is the place where patients are anxious.

With these mobile hospitals put into use, and the front-line medical workers fighting day and night, the dawn of the epidemic has begun to light up.

After seeing Huoshenshan and the mobile hospital, you can roughly understand that the hospital emphasizes system logic in design. It is a pity that no matter how professional the medical staff is, the hospital always seems to be a sharp contradiction.

It is easy to have conflicts between doctors and patients, patients and patients, patients and other staff. The result is that the hospital becomes a volcano of anxiety. Not to mention the distressing phenomenon of tearing and beating doctors and nurses in the epidemic situation, it is common to see all kinds of quarrels in hospitals even in ordinary times.

On the surface, it seems easy to explain. Can you still be happy when you are sick? Of course not. But unhappiness doesn't mean emotional outbursts. The designers of hospital system products (including space, equipment and process) need to understand the trigger point of emotional explosion in the scene of hospital, and then actively carry out the design of emotional pre-release. So that doctors and patients can take a step back from this crater crisis.

Image resource : 央视新闻网

Case of blood collection center

S.POINT helped a leading international medical technology company to carry out a blood collection center solution project last year. Blood collection seems to be a very basic part, but when we conduct a systematic analysis, we still find a series of problems.

We analyzed the anxiety level of the patients taking blood. Simply put, when a patient enters the hospital, whether he can find the place he wants to go, whether he can understand what he should do after arriving at the place, and how long he has waited. These three indicators directly guide his anxiety level, leading to different emotional performance and different interaction behaviors with others.


This basically intuitively explains why there are so many fights in hospitals. Because most of the hospitals do not play the role of "pre- defecation, pre- pacification".

At that time, the flow of blood collection centers in the three hospitals we investigated exceeded 1000 people a day . Under such a heavy workload, medical technician should take into account blood collection education, emotional appeasement, information guidance and other work, which virtually extend the time, and then a vicious cycle of patients' waiting time and emotional pressure. "The blood collection center is a high-risk area for disputes," said a director of the laboratory of a well-known third-class hospital.

Priority for efficiency! 

There are two conditions for the solution: 1. careful insight; 2. loyal service to the target population.

After a series of immersive visits, we have helped our customers develop a set of core principles. After that, two hospitals respectively carried out the design of blood collection center transformation.


This is the reconstructed blood collection center. Let's take a look at the details.

On the moving line, the patient will see the process instruction sign at the first step of entering the blood collection center. The patient first confirms what to do and where to go.


Next, the patient has to pick up the service number for blood collection. Take a look at this striking tip on the number-generating machine and indicate what kind of person don't need to get the number as well. In the form of graphics and text, important information and background color, large fonts are particularly friendly to the elderly and myopic people. These measures provide clear guidance for patients.


The same information will be repeated at the number-generating machine again to give more guidance to those who ignore the information on the wall when walking through.


After getting the service number , you can see the guidline of blood collection education is pasted on the wall to save the workload of blood collection technicians.For example, a side sitting position.


Every important information uses a large font, which is very friendly to different groups, especially the elderly.


The application of the same set of principles to pediatric hospitals is totally different. The pain points of children's blood collection are children's fear of crying, parents' anxiety, lack of space of blood collecting table, etc.

The lovely design of the blood collection center is an essential means of appeasement for kids.


The designer extended the area of the blood collection table and used the soft cushion to make the infant lie or sit on the soft cushion more safely and comfortably. The partition between blood collecting seats can also reduce the interaction of children's fear or parents' tension.

Useful design will Contribute Value

Hospital is one of the most important assets of a society. There is still a long way to go to improve all aspects of this system, and S.POINT are willing to do our best from our own duty.

Author: Georgia Guo

Georgia Guo is an Innovation Systems Methodology Expert who  is good at architecting and deploying innovative projects in complex business environments. As director of McDonald's China Innovation Strategy, she established the first innovation team of McDonald's China.She worked for IDEO and PWC before. The Clients she served for including North Face,Coca-Cola and HENGDELI,etc. She graduated as senior Master of Management in Strategy and Innovation, Oxford University.

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