Having an emergency lane with the WIP limit one is a good approach as Daniel mentioned, or you can introduce different classes for your work items, and prioritize your work in your columns accordingly.
In your cause the class will be the severity, and the unplanned card enters with the highest severity, therefore will the first in each column (in Kanban you can always prioritize your internal columns). When somebody is ready to pull, they will pull the important unplanned card, which is on the top.
When the emergency level of the said work item increases, the team can decide to stop the work, and pull the item. In cases like this you can break the WIP limit. It is recommended to talk about why it was necessary, and how come nobody saw this work coming in the spirit of continuous improvement. We used this approach in a project and the number of unplanned cards went from 6/week to 2/week. (This article which goes into more details on the prioritization I mentioned before.)
If the "emergency" work means just unplanned work, create only two categories planned and unplanned, and measure each week their ratio, and like in the other case, discuss how come that nobody saw the unplanned work coming.