≈2,000 m²Project area
Project Case · Guizhou, China
Building a Hospital Health Management Center from the Ground Up.
From space, equipment and team development to specialty integration and continued operational support.
- Location
- Guizhou, China
- Institution
- General hospital
- Project type
- Integrated planning and development of a health management centre
- Status
- Completed, with continued collaboration
From the ground upStarting point
RMB 7 millionTotal project investment
3 monthsTeam training
≈RMB 15 millionCurrent annual revenue
Project overview
A complete health management service—not just a check-up facility.
Before the project, the hospital had only a basic physical-examination unit. Some examination equipment was shared with other clinical departments, and there was no independently assigned professional team. The space, equipment, workforce and service system were effectively starting from the ground up.
Before Xentra Medical was established, members of its current team worked with the hospital on this project. The hospital provided approximately 2,000 square metres of vacant space for a modern health management centre that could meet local health-check needs, express the hospital’s specialty strengths, and combine professional standards, service experience and sustainable operating capacity.
- Location
- Guizhou, China
- Institution
- General hospital
- Project type
- Integrated planning and development of a health management centre
- Status
- Completed, with continued collaboration
- Scope
- Functional positioning, spatial layout, renovation planning, equipment configuration, workforce planning, professional training and continued operational support
- Specialty link
- Colorectal specialty
Project support
Professional spatial layout and examination flow
Using the approximately 2,000 m² vacant area, the team completed functional zoning, spatial layout and renovation planning for the centre.
Systematic planning of the examination sequence and people flow reduced backtracking, cross-traffic and repeated waiting between examination areas, improving both operating efficiency and the client experience.
- Separate areas for female and male clients
- A dedicated VIP service area
- A one-way examination path without backtracking
- Logical connections between examination, reception, waiting and service areas
- A layout balancing examination efficiency, privacy and service experience
Starting situation
An empty space had to become a defined health management service.
The project connected clinical scope, spatial planning, operations, workforce and equipment within the same implementation plan.
No independent and complete health management centre function system
Insufficient dedicated examination equipment, with some devices shared across clinical departments
Approximately 2,000 m² of vacant space requiring functional and renovation planning
No independent professional team or defined staffing model
Examination services and equipment needed to match local needs, hospital level and investment budget
The new team needed both medical competence and a high service standard
The centre needed an effective link with the hospital’s existing colorectal specialty
Parallel implementation
Space, resources and people advanced together.
Training began while the centre was being built so that the environment, equipment and workforce could be ready as one operating service.
Space and service flow
Functional zoning, renovation planning and a one-way examination path.
Equipment and resources
Budget-matched configuration based on clinical purpose and service volume.
Team and operating standards
Role planning plus three months of medical and service training.
Project support
Six workstreams carried the centre from planning into operation.
The project combined positioning, space, specialty design, resources, roles and training rather than treating them as separate purchases.
Overall positioning of the health management centre
The team participated in the centre’s overall planning from the start of the project. It analysed local demographics, resident health needs, regional healthcare capacity, the hospital’s development position, existing clinical resources and priority specialty strengths to define the centre’s role, service scope and development direction.
The plan established a health management service model suited to the hospital’s level, budget and long-term development needs.
Specialty-linked examination services
Because colorectal care was a clinical strength of the hospital, the team designed related examination functions, service items and resource configurations around the hospital’s actual specialty expertise, equipment base and follow-up treatment capability.
Relevant risks or abnormal findings identified during health checks could move into professional evaluation and treatment through the hospital’s colorectal specialty, while the specialty could also contribute to screening, risk identification and early health management.
This connection created a differentiated health management service supported by the hospital’s real specialty capability.
Specialty examination services must match the hospital’s real clinical capability and be supported by suitable equipment, professionals and follow-up care—not simply add more tests.
Clinical connection
Health management linked screening to the hospital’s specialty capability.
1Health screening2Risk or abnormal finding3Colorectal specialist evaluation4Clinical follow-up and management
Medical equipment and resource configuration
The team developed a systematic equipment plan based on the centre’s positioning, expected service volume, hospital level, existing medical resources and project budget.
The configuration was planned around the complete health management workflow rather than individual device selection. It controlled investment while enabling independent and stable professional services and leaving room for future expansion.
- Actual examination needs in each functional area
- Local demographics and common health issues
- Examination and clinical-link needs of the colorectal specialty
- Expected examination volume and equipment utilisation
- Reuse of suitable existing hospital equipment
- Workflow coordination between different devices
- Maintenance, consumables and continued-use costs
- Current budget and future expansion needs
Workforce and role-system planning
The team planned the required clinicians, nurses, examination technicians and service roles around the centre’s business scope, examination process, expected volume and medical-quality requirements.
The workforce plan covered role design, headcount, responsibilities, service processes and collaboration between positions, helping the hospital assemble a team capable of operating the centre independently.
Three months of professional and service training
The team organised three months of workforce training while the centre was being developed, allowing space construction, equipment configuration and team development to progress in parallel.
Combining medical skills with service capability helped the new team establish shared working standards and service awareness before opening, enabling both professional examinations and a more considerate, standardised healthcare experience.
- Health examination workflow and role operating standards
- Foundational professional skills for examination services
- Medical quality and safety awareness
- Internal coordination and client reception processes
- Service etiquette and communication
- Client privacy protection
- Service principles for a high-standard health management centre
Project outcome
The hospital moved from a basic check-up unit to an independently operating health management centre.
Through positioning, spatial planning, renovation design, equipment configuration, workforce formation and systematic training, the hospital established a health management centre able to operate independently.
The new centre introduced separate female and male zones, VIP service, a one-way examination flow and a service model connected to the colorectal specialty, supported by a relatively complete equipment, workforce and service system.
Following implementation and continued collaboration with the team, the centre developed stable operating capability. Total project investment was RMB 7 million, and its current annual revenue is approximately RMB 15 million. It has become a priority hospital department.
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