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Hospitals in the developed countries have been subjected to increasing economic pressure. Thus, several hospitals have been forced to improve their production efficiency while coping with limited resources. This paper aims to illustrate challenges and insight associated with health care (HC) facility design (FD) in two publicly funded hospitals.

In this study, 14 interviewees from two Finnish university hospitals were interviewed. Both hospitals had implemented Lean methods and recently undergone rigorous renovation projects and were seen as ideal study targets.

Both hospitals had managed to carry out successful indoor environment design. However, logistics, navigation, health information technology, scheduling, budgeting and outsourcing challenges had arisen. An outpatient care approach and customer-driven operational needs are beneficial and guide FD in the target hospitals. Lean thinking offers the necessary fundamental framework for integrating operational design as a part of FD.

Due to the relatively small sample size of the interviewees in this study, post occupancy evaluations in a larger target group should be conducted in the present hospitals. Furthermore, the communication with the interviewees may be considered qualitative due to the research approach based on interviews and content analysis.

Hospital design should focus on developing aesthetic, durable and adaptable facilities that support work processes. The hospital management needs to ensure that architects and designers possess enough HC expertize and are able to interact with clinicians. FD projects should be led and organized more systematically, while project communication between all stakeholders should be more transparent and facilitated by – preferably – a hospital staff member. Furthermore, an organized forum for HC FD should be used for sharing knowledge. The clinicians must be thoroughly oriented to the new work environment and processes.

This paper brings forth numerous crucial challenges and insight related to management of FD in two university hospitals.

This study assessed employees’ perceptions of their hospital work environment, its quality and functionality, as well as their satisfaction and well-being both before and after relocation within the hospital campus.

The study was carried out in a Finnish University Hospital. Employees from the anesthesia, orthopedics and physiatrics department took part in the study. The data were collected from the employees with online questionnaires before and after the relocation. The statistical differences between the questionnaire variables were analyzed using the Chi-square test.

Remarkable improvements in the quality of the new workplace included ability to adjust temperature, ventilation and furniture, ability to see out of windows, accessibility, number of meeting rooms, places to discuss confidential matters, quality of interior design, improved work satisfaction and desire to implement Lean. Significant deteriorations after relocation included unsettled work environment, impaired quality of cooperation and decreased interaction between employees.

This study discovered several improvements in the new facilities that had a visible effect on the assessed employee satisfaction and well-being parameters. The paper contains new, significant information that is relevant to the hospital facilities management and provides insight about the pros and cons of relocation and wherein their focus should be placed.