One very important service in every country is the healthcare service. The difficulties of medical services have changed winding up increasingly staggering. As mind-boggling issues are caused by various components, direct ways to deal with advantageous movements can be to some degree convincing. The present model of social insurance benefit delivery in the United Kingdom has been created as a response to the requirements of a post-war world that needed to manage intense sicknesses and contaminations. The National Health Service (NHS) was conceived on a Fordist world-view of esteem creation, where patients entered the well-being framework with an illness, and specialists, with their specific information, would treat and fix them. The spotlights were here on the use of master information to treat sicknesses and on better productivity.

Today, when someone in the UK gets sick and needs medical attendance in the same day, the most common thing to do is to go to a walk-in medical centre close to them. Right now, the NHS offers a blend of a walk-in centres, urgent care centres, minor injuries units and urgent treatment centres, all with various dimensions of administration. In the following chapters I will be exploring how these walk-in centres work and do an in-depth analysis of what goes into designing a service like this. Furthermore, the focus of this article will be the front end of the walk-in centres and my aim is to come up with some potential suggestions to the current or possible near future problems.

However, before jumping directly into healthcare innovation, I will be explaining the important design disciplines for innovation in such services. Most design disciplines draw from different territories and fields. Innovation, psychological science, and style all add to design as we probably are aware of it today.

Progressively, many service associations are putting user involvement in the centre of the service offering. The term “service design” was coined by Lynn Shostack in 1982. Shostack proposed that organizations develop an understanding of how behind-the-scenes processes interact with each other because

“leaving services to individual talent and managing the pieces rather than the whole, make a company more vulnerable and creates a service that reacts slowly to market needs and opportunities.” (Shostack 1982)

This is still true today, but the responsibility does not fall only on operations and management, as it did twenty years ago. Practicing service design is the responsibility of the organization as a whole.

There are a few parts, everyone ought to be structured effectively, and every one of them ought to be coordinated. The three fundamental segments of service design are people, props and processes. If we take a restaurant for example, individuals would be farmers developing the product, restaurant managers, cooks, hosts, and waiters. Props would incorporate (among others): the kitchen, adjustments, POS programming and attires. Procedures would include: workers checking in, waiters entering orders, cleaning dishes, and putting away sustenance. Service design pursues a similar essential thought as User Experience design.

The use of User Experience (UX) design when designing a service is also very important. User Experience (UX) centres around having a profound comprehension of customers, what they require, what they esteem, their capacities, and furthermore their restrictions. It additionally considers the business’s objectives and targets of the company dealing with the venture. UX best practices focus on enhancing the nature of the client's connection with the product or any related services. In UX design, numerous parts must be planned: visuals, highlights and directions, copywriting, data design, and more.