Regulatory Affairs

  • 2,084 views
Uploaded on

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to like this
No Downloads

Views

Total Views
2,084
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
46
Comments
6
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. By: Shabeena Zaidi
  • 2.
    • a dynamic and challenging profession
    • gives strategic and technical advice for product development,
    • contributes commercially and scientifically to the success of a development programme and company.
    • ensures public health by to controlling safety and efficacy of products.
  • 3.
    • The Regulatory Affairs professionals keep track of the changing legislation in the regions in which the company distributes its products.
    • They advise on :
      • Legal and scientific restraints and requirements,
      • Collect, collate, and
      • Evaluate the scientific data that their R&D Dept. generates.
  • 4.
    • Present registration documents to regulatory agencies, and carry out negotiations necessary to obtain marketing authorisation for products.
    • Give strategic and technical advice in their companies, right from the beginning of the development of a product.
    • Their RA dept must be aware of the regulatory requirements in all the company’s export markets.
  • 5.
    • Reduction of the time taken to reach market is critical to product’s and the company’s success ensured by R.A.
    • Inadequate reporting of data or release of product with incorrect labelling, may result in loss of several millions sales unit, reduction in confidence of the investors, patients.
    • A good Regulatory Affairs professional will help to maximise the cost-effective use of the company’s resources.
    • This Dept. is first point of contact between the government authorities and the company. Officials respond better to a company whose representatives are scientifically accurate and knowledgeable.
  • 6.
    • The Regulatory Affairs Professionals Society, RAPS, http://www.raps.org
    • The Organisation for Professionals in Regulatory Affairs, TOPRA, http://www.topra.org
    • Drug Information Association (DIA), the Food and
    • Drug Law Institute (FDLI) and international
  • 7.
    • They offer:
    • Education and training,
    • Professional development,
    • Competence certification
    • Codes of ethics in RA.
  • 8.
    • Founded in 1976. 
    • International membership organization of regulatory professionals
    • RAPS work in all areas of the healthcare product lifecycle,
    • Ensures that products are safe and effective.
    • Provides education, training, certification, research, publications and career development.
    • Website [email_address]
  • 9.
  • 10.
    • Pharmaceuticals
    • Medical devices
    • In vitro diagnostics
    • Biologics and biotechnology
    • Nutritional products and
    • Cosmetics
  • 11.
    • They come in contact with pharmacologists, toxicologists, analytical chemists, pharmacists, medical doctors and statisticians.
    • Assimilate information by such specialists.
    • Present that information to regulatory authorities.
    • Feed-back their opinions to the rest of the company.
  • 12.
    • Influence
    • Negotiate
    • Persuade
    • Present
    • Communicate articulately
    • Listen actively
    • Interpret and consolidate data
    • IT literate
    • Work independently and cohesively
    • Accuracy
    • Quality
  • 13.
    • Team player (cross-functionally)
    • Calm under pressure
    • Interactive
    • Open to change
    • Adaptable
    • Self motivated
    • Ethical
    • Willing to learn
    • Enthusiastic
    • Assertive and confident
    • Respond effectively to challenges of opinion
    • Multi-culturally aware
  • 14.
    • How long should the drug effect last?
    • What will the dose strength and dosing frequency be?
    • Will a pharmacokinetic study be necessary?
    •  
    • Will a geriatric population have to be considered?
  • 15.
    • 1.Developing a draft package insert:
    •  
    • Team defines specific claims and considers final dosage form and packaging.
    •  
    • Re evaluating draft package insert after each clinical study
    •  
    • Stopping the development program if key claims cannot be realized
  • 16.
    • 2. Getting buy – in to the claims:
    • Identifying company’s internal stakeholders, to approve financial information to generate marketing claims.
    • The team seek out data via and market research to provide compelling information for management.
    •  
    • Developing advertising copy, which provides claim positioning.
    • Testing the advertising copy with external customers:
    • Patients.
    • Healthcare professionals.
  • 17.
    • 3. Designing the clinical trials:
    • Team identifies clinical endpoints to deliver claims and proceed to design the pivotal work.
    • Team can address questions as:
    • What data are needed to make decisions ?
    • Which clinical endpoints require validation ?
  • 18.
    • Team can assess:
    • Drug drug interaction & organ impairment,
    • metabolism pharmacokinetic and
    • bioequivalence–the program will need.
  • 19.
    • Team members should develop questions for meeting.
    • Questions regarding
    • Any toxicology program appropriate to support human dosing?
    • Use of positive controls?
    • Go/no-go decisions should be built into each clinical trial to avoid unnecessary expense.
  • 20.
    • It is important to balance continuity with flexibility so that the project team is not pulled back and forth.
    • The plan needs to be flexible enough to be adapted as the team learns more about the product.
    • Plan’s serves as a framework while evaluating the change’s impact on resources, timing and market potential.
  • 21.
    • Team should not try to prevent change but should control it to the project’s advantage.
    • Too much change will be disruptive, but lack of change may lead to suboptimal market performance.