Capa system management

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CAPA reports for medical device companies

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Capa system management

  1. 1. Prepared by Connie Dello Buono 8/10/2011Corrective and Preventive Action Plan/Report (CAPA) is used to improve the organization even when yoursupplier defines your failure rate or customer complaints. CAPA helps in finding the core issues andspecifics of actions that lead to improvement programs.You can assist your supplier in defining the problem, performing the investigations and finding comparisonsand clues and likely causes of the problem and testing the solution to the problem. Training is an importantquality element in the effort of collaborating with suppliers in CAPA documentation.Use root cause analysis to point to the right direction, the specific target by which action plans can beimplemented to solve the problem or product failure.Root Cause Analysis , RCA, is finding clues that suits your organization:  2 clues: Process and Method  4M: material, manpower, machinery, method  Ms: mother nature, management, measurement  Service: surroundings, supplier, system, skills  6P: People, process, policy, plant, program, productThe end result of RCA is identifying the unnecessary constraints, unrecognized hazards, broken or missingbarriers and inadequate controls. What are examples of inadequate controls in process and methods: 1. Incomplete inspection criteria and specifications 2. Incomplete test specifications 3. Inadequate training 4. Inadequate testing in incoming, in-process and final test 5. Inadequate process of sub-contractor selection and qualifying 6. Incomplete method of assembly
  2. 2. At the end, we identify the causal factors such as equipment problem or human error but we did not take intoaccount management system weakness such as lack of systems/controls: Procedures, Policies, Training,Communication, Supervision, Equipment Design Process, Manufacturing Process and PracticesWhat are important data sources to measure and analyze?
  3. 3. Other References (gopathwise.com):A CAPA system includes  CAPA System Management – The requirements to manage the CAPA System as a business process.  CAPA Projects Review – The requirements for review and management of CAPA projects.  CAPA System Review – The process of analyzing the CAPA System Metrics and escalation to Management Review.  CAPA Escalation Decision – The process of analyzing the severity of a non-conformance issue and documenting the outcome. This is the linkage between a QS sub-system that produces non-conformances and the CAPA System.  CAPA Process – The requirements to execute and document the six phases of a CAPA project: 1. Initiation – Phase where the identified issue is scoped and documented and becomes a CAPA Project. 2. Investigation – Phase where the issue is investigated and the root cause is determined. 3. Action Plan – Phase where the results of the investigation are turned into a plan of action for correction and/or prevention. 4. Implementation – Phase where the execution of the action plan occurs. 5. Verification of Effectiveness – Phase where the corrective or preventive actions are verified to be effective.
  4. 4. 6. Closure – Phase where the documented activity necessary to gain closure of the CAPA occurs.  NC and CAPA Trending – The requirements to analyze and trend nonconformance quality data and CAPA project effectiveness.The instructions for executing CAPA project work and the various additional elements of a CAPA System are uniqueand separate. The separate system components should be individually defined within a system of documents thatwork together to accomplish the effective execution of all CAPA activity within the organization. In their entirety, thesedocuments then comprise the organization’s CAPA System.Efficient CAPA SystemA properly constructed CAPA System should consist of streamlined work processes that provide an organization withsome significant benefits:  In using appropriate escalation rules, the organization is less likely to become overwhelmed with the trivial many and can properly address the significant few non-conformance issues that arise from the QS sub- systems.  By enabling a separate focus on the execution of the distinct phases of a CAPA project, the work output is capable of being efficiently completed within each individual phase resulting in a more successful CAPA project in aggregate.  By enabling a distinct phases of a CAPA project work, with different required skill sets required for execution, CAPA project work is capable of being assigned by phase and in accordance with individual skills.  Appropriate trending process will identify the “common cause” variation for non-conformance reduction improvement initiatives that can provide significant return in the investment of a CAPA project.CAPA DocumentationFor each failure or defective components:Details of Corrections and CAPA Plans (Please complete)The following are major areas that need to be addressed in your detailedinvestigation for each failure: 1. An in-depth Root Cause Analysis (RCA); Analyze failure for root cause (RC) 2. Identification of appropriate actions (Lists of tasks, who, when, what data or analysis results will make the defect go away) ; Correction CO or Corrective Action CA or Preventive Action PA 3. Verification of identified actions ; Check CK (Proof) 4. Implementation of actions ; Do IA (Plan, results, mgt review) 5. Effectiveness Check of Implemented actions ; Determine effectiveness of actions/validate DE (example: Field data gathered after 3-6months
  5. 5. indicating the absence of similar failure, monitor data, audit process, compare before and after implementation data, etc.) Preventive Action – action Product Failure taken to eliminate the Interim Action cause of Remedial Corrective action taken potential Action – action Correction Action (CA) until the root problem from taken on - action taken cause occurring in already Quick Fix to eliminate investigation is another area, released Root cause complete & CA product or product is ID facility (independent of whether a CA has been ID)Failure A ; Example: Example: Example: Parts Change Replacement 1. Tighter in- 1. 100% replacement supplier of parts (from coming incoming Audit a different inspection with inspection vendor, higher revised 2. 100% final Monitor quality) sampling plan inspection Compare _ to _ or inspection 3. criteria 2. Training 3. Supplier approval criteria implemented 4. Others

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