The vent of medical imaging is after the new medical reform. From the several opinions on promoting the development of the health service industry in 2013, we first proposed “Developing Third-Party Services” and “Medical Imaging Centers”. By 2015, we will explore the establishment of an independent regional medical imaging inspection organization to promote the classification and treatment system. The Tripartite Medical Imaging Center also ushered in its golden age.

A pulse of sunlight is not the earliest in the field of medical imaging, but it can be said that it is one of the market's concerns. Established in 2014, Sunshine Sunshine just stepped on the policy node and triumphed. At the end of 2016, Yimai Sunshine was awarded the A round of financing by Goldman Sachs Group, Haoyue Capital and Gaoke Xinxin. By the beginning of 2018, Yimai Sunshine announced that it had completed the 400 million yuan B round of financing led by Baidu Capital.

According to official sources, Yimai Sunshine has now deployed more than 50 medical imaging centers across the country. Behind the chain-oriented and group-oriented development of leading organizations, what is the operational logic of Sunshine Sunshine? What bottlenecks are encountered in the current independent imaging center market? To this end, Yiou Health Interview with Zhou Xiaoyan, Vice President of Sunshine Sunshine.

The debate on the competition and cooperation between the imaging center and the hospital

On July 27, 2018, as the first non-relying medical imaging center in the true sense of the Sunshine, the Liaoning Yimai Sunshine Medical Imaging Center was launched in Shenyang, providing patients in need in the three northeastern provinces and other parts of the country. Medical imaging diagnostic services.

At present, domestic imaging centers can be roughly divided into two categories: one is an independent imaging center, and the other is an imaging center of a hosted hospital. However, regardless of the mode, as an independent medical institution, the identity of the “outsiders” of the third-party imaging center will inevitably cause some hospitals and doctors to resist.

"You can say that we have a competitive relationship with the hospital. The most intuitive feeling is that the imaging center 'grabbed' the original source of hospitals. But from a deeper perspective, I think the two are more cooperative than competition. "Zhou Xiaoyan said in an interview with the billion-dollar health."

According to the report of Guojin Securities, the current domestic image market is about 200 billion yuan. With the increase in population and consumption levels, there is still not much room for growth in this market. Zhou Xiaoyan believes that medical imaging is just needed. At present, it is far from reaching the ceiling, let alone the situation that the third-party imaging center has entered the hospital and the hospital has experienced a sharp decline in revenue.

“In the future, the third-party imaging center has two development directions. The third-party image center at the provincial level is positioned at high-end medical care, providing special services such as urgency and VIP.” Zhou Xiaoyan said that such imaging centers can be configured without corresponding configuration. The institution provides medical imaging inspection services. As a whole, its relationship with the hospital is a complement. "The third-party imaging center at the grassroots level mainly addresses the daily needs of consumers and improves the quality of primary care. At this level, third-party imaging centers are a kind of reinforcement and cooperation." Zhou Xiaoyan said.

In addition, the management specification for the Medical Imaging Diagnostic Center also proposes that the location of the third-party imaging center must be covered within 5 km of the secondary hospitals with secondary and above emergency treatment capabilities. In addition, the imaging center needs to establish a green referral channel with the hospital to treat critically ill patients. This partnership is also directly strengthened as a hard requirement for institutional setup.

Using medical thinking to do medical imaging

According to data from the Arterial Network Eggshell Institute, the annual growth rate of domestic medical imaging data is about 30%, and the annual growth rate of radiologists is about 4.1%. In comparison, the number of radiologists Growth is far less than the growth of image data.

However, it is worth noting that the configuration logic of the third-party imaging center starts from the device. For example, the basic standards for trials stipulate that “each DR has at least one practicing physician, each CT has at least 2 practicing physicians, and each MRI has at least 2 practicing physicians”. “People have always been a problem in the medical imaging industry.” Zhou Xiaoyan believes that the current regulations still have a lot of room for improvement at this point.

"People follow the equipment, this kind of thinking is not appropriate." Zhou Xiaoyan pointed out, "In fact, medical imaging is more suitable to use the Internet's thinking to do, fixing people on the equipment has limited the development of the industry."

The Internet thinking that Zhou Xiaoyan refers to is essentially the use of online transmission technologies such as the Internet to store medical images in the cloud for doctors to read and read. "Simplify this relationship, you can achieve staff sharing." Zhou Xiaoyan said that a doctor serves several medical institutions, and this model has precedent in the United States. There may be only 15 doctors in a chain of medical imaging centers with more than a dozen chain agencies, and each imaging center usually only needs one doctor to work. Because the diagnosis work is divided into doctors according to the system, the daily diagnosis of the doctors is all the sub-professional cases of all chain imaging centers. The fine division of labor will directly improve the quality of diagnosis, the professional expertise is more prominent, and the interaction and integration with clinical subjects will also Closer.

This is similar to the effect of domestic multi-point practice. Zhou Xiaoyan said that a serious problem in domestic medical care is the imbalance of medical resources, and the policy of multi-point practice can promote the development of primary health care. For example, the "Guangdong Provincial Health and Family Planning Commission's Reply on the Issues Concerning the Management of Multi-Agency Practitioners and Medical Institutions" states that when a physician is practicing in multiple institutions, if the legal representatives of other practicing institutions and major practicing institutions are the same person, and the two medical institutions The administrative, personnel, and financial management is unified, and the physician can count as the “personnel” of the two institutions.

However, in Zhou Xiaoyan's view, there is still room for advancement in the current policy on multi-point practice. "What we are looking forward to is that the policy on the practice of physicians in chain medical institutions can not only be implemented in Guangdong, but also can be replicated and promoted nationwide. The maximum number of practitioners practicing at the same time in the two medical institutions also hopes to make breakthroughs. Zhou Xiaoyan said that in the future, for the Internet property of video professional, more flexible and pragmatic methods should be adopted, such as reducing the rigid requirement of the number of first practitioners in the imaging center, so that more high-quality multi-point practitioners can effectively supplement it. It will promote the development speed of the industry faster.

What variables can the “1+2 mode” bring to the industry?

In the layout of a pulse of sunlight, the medical imaging center is only a foundation. On this basis, there are two points of force: the image cloud service platform and the medical imaging college. The former is a link and the latter provides a professional import. Such a layout is called "1+2 mode" by a pulse of sunlight.

With the gradual liberalization of policies, there will be more participants in the future medical imaging center market. Among them, the establishment of the two-level and below medical institutions and the occupational registration "two certificates in one" is a weather vane. The simplification of the process and the involvement of capital have shifted the core competitiveness of the medical imaging center from infrastructure to operational services.

When it comes to services, you have to mention medical imaging centers, especially the cloud platforms on which regional medical imaging centers rely. Earlier, some media reported that the “One Pulse Cloud” medical imaging cloud platform independently developed by Yimai Sunshine can realize functions such as remote consultation and multidisciplinary consultation. However, Zhou Xiaoyan said frankly to the health of the billion-dollar. Technically speaking, the realization of the remote consultation function of the Internet is not a problem. Many domestic companies have been deeply involved in this field for many years.

"You can do it, in fact, others can do it almost." Zhou Xiaoyan said that if you want to talk about differences, "One Pulse" is based on image-guided multi-disciplinary consultation (iMDT). iMDT is a "lighter" "image + clinical" subject consultation, which aims to solve the need for a combination of clinically confirmed and difficult cases in a shorter time and provide the next diagnosis and treatment plan. In addition, behind the “One Pulse Cloud”, Yimai Sunshine also established the “Medical Expert Advisory Committee”. The committee controls and regulates inspections and diagnoses through a division of labor and cooperation mechanism.

"Pragmatic" is the vocabulary that Zhou Xiaoyan hangs when he talks about "1+2 mode." This applies not only to the platform, but also to the college. The problem of the gap in domestic medical talents has become an industry consensus, and the medical imaging college that Yimai Sun wants to build is a breakthrough attempt in this industry problem.

Zhou Xiaoyan observed that the current imaging department of the primary hospital is difficult to recruit undergraduate students from the class. Most of the primary school hospital imaging professionals have a relatively low first degree in education, and there is no corresponding channel for subsequent training and capacity improvement.

"The School of Medical Imaging is not a self-produced and self-selling sun. We want to use industry thinking to advance this." It is reported that the School of Medical Imaging has implemented a "two-step" plan. “We have started cooperation with medical universities,” Zhou Xiaoyan said. “The Academy of Imaging will immediately recruit the second batch of students.” In the later period, the ultimate goal of the Medical Imaging Institute was to become an independent college or a private college for the entire medical profession. The imaging industry delivers more professionals.

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