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13 Tips for Learning New Regulations

Everyone learns through different methods. This blog discusses three levels of the learning pyramid and provides 13 tips for learning new regulations.

Last week I mentioned the draft EU regulations that were released, and I am still reading them. I am sure some of you have already finished at least one of the two regulations, but I am a slow reader. Sure I have skimmed the regulations, but I really need to read every word of the regulations several times before I have absorbed the bulk of the content. While I was reading during my lunch today, I was wondering how other regulatory experts learn new material. After all, there is nobody to take a course from yet, and a one hour webinar is not enough.

Some people like to listen to books on tape during their morning ride, but I think the market might be a little small for medical device regulations. We could use technology to convert the PDF format into an eBook format that can be read electronically to us on our commute to work. Still, I learn Standards visually rather than verbally.

“Never Stop Learning”

Last year I published a blog titled “Never Stop Learning.”

In that post, I presented a model for learning that I find helpful for explaining my philosophy for training people. The first level in my Learning Pyramid is to “Read and Understand.” I call this the “newbie” stage. That is the level most of us are at right now for the draft EU regulations. The next level of the Learning Pyramid is “Show and Tell.” A course or seminar related to the draft regulations would involve training telling us about the draft regulations, and showing us some PowerPoint slides to help us visualize the changes. I think the technical term for this type of torture is “Death by a Million PowerPoint Bullets.” If your instructor is thorough in their efforts to torture you, then you will conclude this training with a quiz to demonstrate training “effectiveness.”

If you are lucky, you will start using some of that new-found knowledge immediately after the course. If you just had your 400th birthday, as I did last week, then you might have a little trouble remembering all the details you “learned” in that training course in a matter of weeks. Now, what can you do?

Look it up! Isn’t that what your teachers told you when you were growing up?

If you need to know what the proposed requirements are for Authorized Representative Agreements, you can use the search function in Adobe Reader to search for the word “agreement.” After just six clicks of the mouse, you will find where this is mentioned in Article 10 of the draft. As you read Article 10, you will rejoice! Instead of the 17-page voluminous guidance document identified as MEDDEV 2.5/10 (released in January of 2012), we now have 144 words with just four simple minimum requirements. This is streamlined.

Over the next year or two, I expect that most of the regulatory experts will gradually work their way up the Learning Pyramid to the top of the third level. This is the point where we can now claim competency.

So how do you become an expert? In order to achieve the mighty title of “Guru,” you must teach others. My blog, “Never Stop Learning,” explains how the action of teaching actually teaches the instructor as much as it teaches the student.

So what’s my point? 

Don’t Be Normal

  1. Skim the draft regulations now
  2. Take a course on the regulations in 2013
  3. Start revising procedures and technical documentation in 2014
  4. Start developing an in-house training course on the new regulations in 2015
  5. Finish training all the employees in 2016

Definitely Don’t Be Lazy

  1. Wait for the final approval of the regulations in 2014
  2. Take a webinar on the new regulations in 2015
  3. Get a nonconformity for noncompliance in 2016
  4. Hire a consultant to fix your procedures in 2017
  5. Start looking for a course on the regulations in 2018

13 Tips For Learning New Regulations

1. Read and re-read the draft regulations now

2. Read blogs and discussion threads related to the draft regulations for the next couple of months

3. Take a webinar on the draft regulations this November 28th (mark your calendar)

4. Draft a plan for revising procedures in 2013 and updating technical documentation in 2014

5. Get management approval for a training course in 2013 and resources to update procedures as per your plan

6. Take a course on the draft regulations in the first quarter of 2013; you should have quite a few questions now that you have a plan and resources

7. Make adjustments to your plan and execute it on schedule

8. Create a training program for the company just prior to final approval in late 2013

9. Make revisions to the procedures based upon feedback from trainees in your in-house course

10. Develop a detailed team plan for updating technical documentation

11. Retrain everyone and review the updated plan

12. Make updates to technical documentation in 2014 as a team

13. Be one of the first companies to get a CE certificate to the new regulations in 2015

 

 

 

Posted in: ISO Certification

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Using a Wiki for Document Control

The author read an article on using Wiki’s for document control, and he shares a “genius idea that is coming of age.”

Procedures can always be improved, but our goal is to make better products—not better procedures. So what could possibly be so exciting about document control that I feel compelled to write another post about “blah, blah, blah?”

I read an article about using Wiki’s for document control.

A Wiki is just a collaborative environment where anyone can add, delete, and edit content. All changes are saved, and Wiki’s can be controlled—while simultaneously being available to everyone. The most famous of all Wiki’s is Wikipedia.

In 2009, Francisco Castaño (a.k.a. – Pancho) began a discussion thread to explain how his company was using a Wiki to manage their documentation system. In the last month, ASQ published an update on the status of Pancho’s Wiki process for document control.

Writing Procedures

In most companies, the process owner writes procedures, and other people in the company rarely comment on minor errors. In the most dysfunctional companies, the Quality Department writes the procedures for the rest of the company or outsources it to consultants. Reviewing and editing procedures should be the responsibility of everyone in the company. Still, I never considered the possibility of having everyone within the company edit procedures simultaneously—until I saw Pancho’s thread. Throughout the discussion, others have indicated that they also tried using Wiki’s to optimize content. This is a genius idea that is coming of age.

Many QMS consultants, including myself, have written procedures for clients. Sometimes this is part of the consulting business model. In these cases, the consultant writes a procedure once and edits it forever—while getting paid a modest fee each time a client asks for a “new” procedure. I often think that it would make more sense to do something like Linux developers have done—use the collaboration of QMS experts around the world to create a general procedure that is free to everyone. This is possible using Wiki’s that are publicly available.

Very soon (hopefully 2013), the responsibilities section of our procedures will fundamentally change. Instead of reading and understanding, everyone will be responsible for writing and editing (oh no, I’ll have to create a new learning pyramid).

Quality will no longer be responsible for writing procedures. Instead, the quality function can focus on monitoring, measuring, data analysis, and improvement of processes and products. The downside is that we will need fewer personnel in document control.

If you want to learn more about Wiki for document control, follow this thread I found on Elsmar Cove. It’s rich in content, and even the moderators have been forced to rethink their preconceptions.

You should also read two articles by Pancho:

  1. Using a Wiki for Document Control
  2. Using a Wiki to Implement a Quality Management System

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Best In Class Process Validation Program

This blog reviews a best in class CNC machining process validation program. Our author writes, “In general, the best approach is a risk-based approach.”

The original question from a former client was: “What does a best in class CNC machining process validation program look like?” Although I intend to answer this question, I know a few other clients that have done a great job of this. Hopefully, they will add their own opinions as a comment. Therefore, I am expanding the scope of this question to validation in general.

Process Validation

The problem with validation is that you can always do a more thorough validation. Only in the cases of processes, such as sterilization, do we have ISO Standards that tell us what is required. Otherwise, we are usually the experts, and we have to use our judgment as to what is necessary. In general, the best approach is a risk-based approach.

For each design specification established for a component, we also need to identify what process risks are associated with failure to meet the specification. Most companies perform a process Failure Modes and Effects Analysis (pFMEA). This risk analysis has three quantitative components: 1) severity of the failure’s effect, 2) probability of occurrence, and 3) detectability. The first factor, severity, is based upon the intended use of the device and how that component failure impacts that use. Usually, it is important to have a medical professional involved in this portion of the estimation.

The second factor, probability, is typically quantified during process validation activities. One company I audited developed a ranking scale for the probability that was linked directly to the CpK of the process. Higher CpK values received lower scores because the process was less likely to result in an out-of-specification component. Another company I worked for used a six-point logarithmic scale (i.e., – 10e-6 = 1, 10e-5 = 2, 10e-4 = 3, 10e-3 = 4, 10e-2 = 5, and 10e-1 = 6). This logarithmic scale was based on sterilization validation, where a sterility assurance level of 10e-6 is considered “validated.”

The third factor, detectability, is best estimated by using a quantitative scale that is based upon a gauge R&R study or some other method of inspection method validation.

Most companies struggle with the determination of what is acceptable for design risk analysis. However, for process risk analysis, it is usually much easier to quantify the acceptable risk level.

Corrective Action

Once you have determined that a process is not acceptable at the current residual risk level, then you must take corrective actions to reduce the risk. The first step to achieve this should be to review the process flow. There are critical control points that can be identified in the process flow. One of those places is at the end of the process at the inspection step in the process.

The inspection step in the process flow affects the detectability of defects. For many automated processes, such as CNC machining, it is not reasonable to perform 100% inspection. Therefore, these processes require validation. Most engineers make the mistake of trying to validate every dimension that is machined. However, only some of the aspects result in device failures. These are the dimensions that are critical to validate. The best practice is to calculate the process capability for meeting each of these critical specifications (i.e., – CpK). A minimum threshold should be established for the CpK (refer back to the process risk analysis for ideas on linking CpK to risk acceptance). Any CpK values below the threshold require a more consistent process. These are the component specifications that should be the focus of process validation efforts.

During a process validation, it is often advisable to perform a Design Of Experiment (DOE) in order to quantify the effects of each process variable. Typically a DOE will evaluate the impact on CpK for each variable at a high, low, and middle value, while other variables are maintained at nominal values. Any variables that appear to have a significant impact on the CpK are candidates for performing an Operational Qualification (OQ). For a machining process, this could include spindle speeds, feed rates, and material hardness. If variation of the variable has little or no impact upon the CpK, then there is probably little benefit to the inclusion of this variable in an OQ.

The output of an OQ validation should be high and low limits for each process variable that will result in a “good” part. Performance Qualification (PQ) validation is the final step of process validation. In the PQ, most companies will conduct three repeat lots at nominal values for the variables. If the OQ is designed well, there is often little added value in the PQ. Therefore, the sample size is typically three lots of 10 samples each. If the OQ validation does not clearly identify safe operating limits for the variables, or the process has the marginal capability (i.e., – a low CpK), then the OQ should be repeated, and an additional DOE may be needed.

Information Resources

Here are a few information resources for those of you that are in “Deviceland”

  1. Guidelines for the Validation of Chemical Methods for the FDA Foods Program (3/22/2012) – http://www.fda.gov/downloads/ScienceResearch/FieldScience/UCM298730.pdf
  2. Process Validation: General Principles and Practices (January 2011) –  http://www.fda.gov/downloads/Drugs/…/Guidances/UCM070336.pdf
  3. Guidelines for the Validation of Analytical Methods for the Detection of Microbial Pathogens in Foods (9/8/2011) –  http://www.fda.gov/downloads/ScienceResearch/FieldScience/UCM273418.pdf
  4.  CPG Sec. 490.100 Process Validation Requirements for Drug Products and Active Pharmaceutical Ingredients Subject to Pre-Market Approval (3/12/2004) –  http://www.fda.gov/ICECI/ComplianceManuals/CompliancePolicyGuidanceManual/ucm074411.htm?utm_campaign=Google2&utm_source=fdaSearch&utm_medium=website&utm_term=validation&utm_content=3
  5. Q2 (R1) Validation of analytical procedures: text and methodology (June 1995)http://www.ema.europa.eu/ema/index.jsp?curl=pages/regulation/general/general_content_000431.jsp&mid=WC0b01ac0580029593&jsenabled=true

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Effective Management Skills for Managers

This blog reviews some practical management skills that managers should possess.

Are you frustrated?

Sometimes we hear phrases like: “Well, that’s just an ISO requirement.” This apparent lack of support by top management is what frustrates every Management Representative in the world.

There was a question posted on the Elsmar Cove website on January 10, 2011. In just ten days, there have been 153 postings in response to the original question. As I read through the various postings, I saw several comments about a lack of support from top management.

A little over a decade ago, I was still learning how to supervise people. In an effort to educate myself further, I read a book (sorry I can’t be sure which book anymore). In this book, the boss gave an employee a card with a picture of a baseball bat on it. The instructions provided with this magical card were to use it only when the boss failed to pay attention, and the employee had something important to tell him.

As managers, we assume the impressive title, along with the awesome responsibility. Managers are responsible for leading others. Subordinates are not the “others” I am referring too. The “others” are peers. If you cannot persuade your peers to support you, then you will fail as a manager. The Quality Department cannot fix all the problems. My philosophy is that Quality is responsible for recommending improvements, training people, and helping to implement. We assign corrective actions, but we should be assigning them to the process owner (i.e., – Manager) that is responsible for the area where the problems were created.

Effective Management Skills

If you need help persuading the unenlightened, try picking a project that is critical to the success of the stubborn one. If you can show someone that is currently a detractor how they can apply the Quality principles to help solve their problems, then you will have a convert. Converts become strong supporters. If the stubborn one happens to be at the top, figure out what the CEO’s initiatives are. Initiatives are easy to identify; they talk about it at least twenty times a week. Try showing the CEO how their actions can become Quality Objectives. Show them with graphs. Show up with solutions to their problem. Use the CAPA process as a framework. Show them how the management TEAM can fix it.

If nothing seems to be working, you can always try reviewing some FDA MedWatch reports too–just to scare your boss.

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