Quality Management Systems

5 ways to ensure you are a valuable management representative

This article gives you five ways a management representative can demonstrate value to medical device top management teams.

poor management review meetings 5 ways to ensure you are a valuable management representative

Align quality objectives with the company first and the FDA second

A fast way to alienate yourself as a management representative is to begin every conversation with a quote from the FDA regulations. Instead, ensure that quality objectives align with the company’s overall goals. For example:

  • Is your company trying to launch a new product?
  • Is your company trying to reduce scrap?
  • Is your company trying to increase productivity?

Next, reword the company’s goals as quality objectives:

  • Complete the design verification and validation of our new product by August 15.
  • Reduce nonconforming products from the molding process by 50% this year.
  • Increase the number of production lots released each week from four to five lots of 1,000 units per lot.

Next, ensure that your quality objectives are achievable, measurable, and have clear timelines for completion. Quality objectives should not be stretch goals. If you have to initiate a corrective action because you didn’t achieve a quality objective, you just create more work for yourself and the company.

Teach people to focus on the process and not the procedure

The FDA and the ISO 13485 standard require procedures to be established. However, if you focus on the documentation of processes, your company will do stupid things faster. Instead, management representatives need to be able to teach people how to make processes more effective before the processes are documented. Lean manufacturing techniques are not limited to manufacturing. You can apply lean methods to administrative processes too. For example:

  • What information needs to be in a form?
  • What is the correct order of tasks for the process?
  • Is there duplicate or unnecessary information?

A management representative helps identify what to measure

In a management review meeting, the effectiveness of the quality system is reviewed, and improvements are identified. This does not mean the management representative needs to measure or create slides and graphs. As a management representative, you should ask the CEO the most important information they want from each department or member of top management. Once you know what information the CEO wants, please work with the other members of top management to find the most efficient way to get that information and graph it. Help the other managers identify who can generate the graph with the least effort (it’s seldom a manager), and help that person build the reporting of that information into their routine.

A management representative needs to share the spotlight

A management review meeting is only effective if the top management is engaged in the process. Therefore, the management representative should not create 100% of the slides or present 100% of the slides. Everyone should have a piece they are responsible for and can be proud of. When an individual or a team achieves a goal, we can celebrate the achievement in a management review. When an individual or team struggles, we can ask for help in a management review. If other members of top management are not engaged in preparation for a management review, they will not be enthusiastic about listening to the presentation either.

Have a positive attitude as a management representative

Everyone hates to listen to someone that has a negative attitude. As managers, we sometimes need to report bad news. However, we need to develop ideas to solve problems instead of just reporting gloom and doom. We also need to ensure we never miss an opportunity to report good news.

Management representatives should schedule reviews more often

This last section is a bonus (i.e., a sixth way to ensure you are a valuable management representative). Most management review procedures require a management review at least once per year. Unfortunately, there is little point in reviewing quality information from last February during this January. If changes to your quality system are planned or implemented, more frequent reviews are needed. Examples of changes that should prompt you to schedule an extra management review include mergers, new product launches, and employee turnover.

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Quality Management System Training Presentations and Exams

Methods for developing a quality management system training presentation and exam to demonstrate training effectiveness for QMS procedures.

Certificate of Participation 1024x768 Quality Management System Training Presentations and Exams

Quality Management System Training

Training records are a basic expectation for any quality system (i.e., Clause 6.2.2 of ISO 13485), but demonstrating effectiveness (Sub-Clause 6.2.2c) and competency (Sub-Clause 6.2.2a) is also required. Verifying training competency will be the subject of a future blog, but this blog focuses on the most common method for demonstrating training effectiveness—an exam.

Resource Needs

The challenge with creating a training exam is that it takes a serious time commitment to create a training presentation, to write an exam, to grade the exam each time an employee is trained, and issue training certificates. Each time you revise the procedure, you need to decide if retraining is required and how you will verify the effectiveness of training on the revised procedure. Finally, you need qualified trainers with appropriate documentation of their competency.

The larger your company is, the more value you will realize from creating training exams. Unfortunately, larger companies usually have more procedures too. It typically takes me 2-4 hours to develop a new training presentation for a process or procedure. I am currently developing training presentations for a small drug/device company that will have approximately 30 procedures. Therefore, it could take 60-80 hours to create training presentations for all the procedures.

Quality Management System Training Presentation Content

We have developed training courses for critical processes, such as CAPA, internal auditing, and design controls. Medical Device Academy will also be offering a free webinar in November on the topic of conducting more effective Management Review meetings. For other processes, such as calibration, we recommend the following step-by-step approach:

  1. Overview slide of requirements
  2. A slide for each sub-clause
  3. An example of how the procedure is applied
  4. An overview of the procedures’ key points

Our calibration procedure required a total of 11 slides—including a title slide and a slide for contact information. We also included a cross-reference to the applicable section of the procedure for each sub-clause of the ISO 13485 Standard (i.e., 7.6a, 7.6b, etc.). A balance used to weigh components was the training example, and there was a slide that explained essential considerations that can affect the accuracy of a balance.

During the process of creating the training presentation, we noticed that one of the sub-clauses of ISO 13485, 7.6, was not addressed by the procedure. Therefore, our systematic approach simplified the creation of a training presentation, and the strategy helped to identify a non-conformity in the procedure before it was released.

Exam Content

Verifying effective training is easiest with the use of quizzes or exams to test what the person learned. For training exams, we try to ensure that exam questions are objective and easy to grade. Therefore, most exams are ten questions. Questions are typically the fill-in-the-blank type of questions or multiple-choice questions. “Trick questions” are not recommended, but we do recommend using questions that force the trainee to look up the answers. This will force the trainee to become more familiar with the procedure.

For our calibration training exam, we could easily have one question corresponding to each slide, but not every sub-clause requirement is equally important. Therefore, we always try to include a question related to the most common things auditors and FDA inspectors will be looking for.

The calibration process includes a requirement to assess the impact on a product if a measurement device used for inspections is found to be Out-Of-Tolerance (OOT). Is there a need to retest or even recall products?

Almost every auditor I meet asks the above question during an audit, and most will even request records of calibrated devices that were found OOT.

Grading & Certificates

We typically use 70% as the criteria for passing an exam. The exams are protected forms with spaces to fill in and checkboxes. There are also spaces for the trainee’s name, title, and date of the training. Exams are emailed to the instructor, and the instructor will unprotect the document. The correct answers are indicated by highlighting the choice in green. Incorrect answers are indicated by highlighting the choice in red. Explanations for why an answer is incorrect are added after the question and highlighted in yellow. The graded exam is then emailed back to the trainee—along with a training certificate similar to the one shown at the beginning of this blog.

Retraining

In one of our blog posts, we recommended including a section on training and retraining requirements in each procedure. The challenge with revised procedures is that retraining is not always required. If retraining is needed, we recommend the following approach:

  1. Create a separate retraining exam
  2. Include a question(s) specific to the procedural revisions
  3. Include a question(s) specific to recent nonconformities in the process (if any)

If you are interested in learning more about procedures, records, and training as it relates to ISO 13485 Certification, please consider our ISO 13485 webinar training.

 

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