The document discusses elements of an effective Corrective and Preventive Action (CAPA) process. It outlines key aspects such as having a documented procedure, risk assessment, investigation techniques, defined action plans, effectiveness checks, and management review. The goals of a CAPA process are to determine the root cause of problems, implement corrective actions to address the cause, and verify that the actions were effective in preventing recurrence. An effective CAPA system relies on analyzing various quality data sources, taking actions to continuously improve products and processes, and demonstrating the ability to meet business and compliance needs over time.
For years, we've performed root cause analysis with whiteboards, Post-Its & spreadsheets using The 5 Whys, Ishikawa diagrams, FMEA, and DMAIC methodologies. Now, newer technologies have made the RCA discovery process faster and more precise, and support a direct link to CAPAs.
A structured approach to the investigation process should be used with the objective of determining the root cause.
The level of effort, formality, and documentation of the investigation should be commensurate with the level of risk, in line with ICH Q9.
CAPA management, corrective and preventive action, Rootcause analysis, RCA, Problem mapping, FMEA, Failure Mode effect and Analysis, Fault Tree analysis, Fishbone : ISHIKAWA, CTQ Tree (Critical to Quality Tree), AFFINITY DIAGRAM, 5 Why’s, Human errors,
For years, we've performed root cause analysis with whiteboards, Post-Its & spreadsheets using The 5 Whys, Ishikawa diagrams, FMEA, and DMAIC methodologies. Now, newer technologies have made the RCA discovery process faster and more precise, and support a direct link to CAPAs.
A structured approach to the investigation process should be used with the objective of determining the root cause.
The level of effort, formality, and documentation of the investigation should be commensurate with the level of risk, in line with ICH Q9.
CAPA management, corrective and preventive action, Rootcause analysis, RCA, Problem mapping, FMEA, Failure Mode effect and Analysis, Fault Tree analysis, Fishbone : ISHIKAWA, CTQ Tree (Critical to Quality Tree), AFFINITY DIAGRAM, 5 Why’s, Human errors,
Corrective Actions and Preventive Actions.Corrective Action Preventive Action (CAPA) is a process which investigates and solves problems, identifies causes, takes corrective action and prevents recurrence of the root causes. The ultimate purpose of CAPA is to assure the problem can never be experienced again. Corrective vs. Preventive Action. Quality professionals frequently express confusion as to the difference between corrective and preventive action. A corrective action deals with a nonconformity that has occurred, and a preventive action addresses the potential for a nonconformity to occur.
Corrective Actions and Preventive Actions.Corrective Action Preventive Action (CAPA) is a process which investigates and solves problems, identifies causes, takes corrective action and prevents recurrence of the root causes. The ultimate purpose of CAPA is to assure the problem can never be experienced again. Corrective vs. Preventive Action. Quality professionals frequently express confusion as to the difference between corrective and preventive action. A corrective action deals with a nonconformity that has occurred, and a preventive action addresses the potential for a nonconformity to occur.
CAPA: Using Risk-Based Decision-Making Toward ClosureApril Bright
Implementing a risk‐based CAPA process within a QMS is a necessity in the improvement of controls aligned with product and process non-conformances, adverse events, audit findings, complaints, etc. Making decisions concerning scope and extent about these “defectives” is a modern and cost-saving approach to improvement and compliance. Every non-conformity does not force you to open a corrective action. While almost every problematic issue needs at least a correction, the biggest payback is to use corrective actions on systemically-driven problems that are repetitive and recurring.
Applying the methods of determining risk to the device’s complete life cycle will give your company a complete look at all of the device’s risks—including those relative to processes. Manufacturers should be able to justify that they have reduced the risks as far as possible as part of their risk management plan and ongoing corrective and preventive actions.
Effective Complaint Management: The Key to a Competitive Edge for Medical Dev...Cognizant
By establishing strong complaint management processes, medical device firms can make continuous improvements in patient safety, regulatory compliance and customer satisfaction.
In the past decade, testing efforts have been steadily shifting left—to earlier in the development lifecycle. For web apps, testing and testing automation have been gradually shifting—into development, design, and requirements. The test pyramid recommended by Google and agile experts is a distribution of 60 percent unit tests, 30 percent integration tests, and only 10 percent UI tests. Although practiced widely in the web world, this formula is often deemed impractical in mobile. Satyajit Malugu busts open this myth and gives you practical guidance to achieve the same test pyramid in your mobile test efforts. Satyajit shows how to emphasize unit tests and code coverage, implement continuous integration, and use dashboards for test and quality visibility. He shares experiences with mocking tools, emulators, partial integration tests, and a minimally focused set of UI tests—all before your app reaches the app store. Join Satyajit and take back the testing pyramid.
Quality Improvement Sepsis Recognition & TreatmentJoseph Di Genova
Problem:
-Delayed sepsis recognition/treatment in other hospitals
Solutions/Compliance:
-Utilize EMR system (BPA alert) & standard protocol to provide prompt recognition/treatment
Improving Outcomes:
-Adequately train staff and enforce/audit usage and patient outcomes
Maintaining Progress:
-Continually review & study implementation of BPA alert
-Seek ways to critique/improve recognition of potentially septic patients (algorithm used by EMR system)
Shift left - find defects earlier through automated test and deploymentClaudia Ring
Do you know how much time it takes or how that translates into dollars lost every time you fix a defect in development, QA, or Production? The cost of application failures or errors increases exponentially the further into the delivery pipeline they are when found. If application defects are discovered by end users in Production, or errors cause a Production outage, the cost can be thousands per second, in addition to the intangible loss of reputation.
So how do you begin to identify defects earlier in software development and prevent them from becoming major, costly errors later on? Join Al Wagner, IBM Technical Evangelist, as he discusses how to "shift left" and;
Incorporate service virtualization and automated testing into development for a more thorough and accurate representation of application quality
Integrate deployment automation with continuous testing to remove wait times on application promotion
Adopt best practices that have proven successful for IBM customers who are currently shifting left
10 Steps to Shift Left - Guiding Principles in QAJim Spillson
The first ever QA Summit for Digital Marketing took place in October 2013 and more than 20 agencies and organizations attended. The resulting 10 Steps to Shift Left details the guiding principles any organization can follow to improve their quality in today's digital world.
Panelists: Ben Currie (GA Communication Group), Kt McBratney (Phenomblue), Michael Morowitz (R/GA)
Moderator: Jim Spillson
Best Practices to Implement an Effective Change Control Program Company WideMimi V Syahputri
Understand the process/system.
Define how would you like to set your change control system based on process/system (one for all/grouping).
Categorize it (risk based approach).
Establish robust procedure with guidance.
Establish user friendly and informative form.
Establish robust data base.
Set up an effective training program.
Establish monitoring for continuous improvement.
Operating Excellence is built on Corrective & Preventive ActionsAtanu Dhar
You see an issue and you simply set it right, but do you make the effort to find out what is the "corrective" action behind it, so that it never re-occurs?
And, do you take another extra step to come up with a "preventive" action - so that there is no other manner that issue comes up?
This presentation was used to introduce auditors and participants at conferences to the idea that the kind of audit should have a relationship to the speed of change in an environment.
Xybion presents the 7 Habits of Highly Effective CAPA programs. This detailed webinar provides best practices and deep-dive informaiton on how to implement a CAPA program in a regulated industry.
What is Quality Control
• Why implement Quality Control
• Quality Control Team
• Establishing a Quality Control Program
• Quality Control and Quality Assurance
• Quality Control Tools
• Measuring Success
• TQM, Six Sigma and ISO 9000
• Roadblocks and Barriers
Revised Quality Management Basics Texas Histology Society
Capa
1.
2.
3.
4. CAPA Simplified Define the Problem Initiate CAPA Investigate Cause Solution (Action Plan) Verify / Validate Conduct Effectiveness Check Implement Close CAPA
5. CAPA Inputs Evaluate Initiate CAPA Threshold met? CAPA already exists? Isolated occurrence? Risk? Collect more data? Can issue be resolved through: Containment? Correction? Remediation? Complaints Quality Records Servicing Nonconforming Product Supply Chain Process Monitoring Audits Concessions (Deviations)
6.
7.
8. Data Analysis Design Product & Processes Production Process Controls Incld. Supply Chain Post-market Monitoring Complaints Define Monitor
9.
10.
11.
12.
13.
14.
15.
16.
17.
18. Was the Problem Statement well defined? Effectiveness Checks
19.
20. Timeliness Open CAPA Close CAPA Investigation Implementation Effectiveness Check Verification/ Validation Solution - Major - Moderate - Minor - Aging Investigations - Implementation Overdue - Failed Effectiveness Checks - Overdue Effectiveness Checks
21. CAPA System Effectiveness Learning from experience Cecilia Kimberlin, PhD Group VP QA/RA/MA/Compliance Abbott Medical Products
22.
23.
24.
25.
26.
27. 2007 1997/8 Learning/ Implementation Reactive Refining/improving Proactive CAPA Risk Management Human Factors Management Responsibility Regulatory requirements business requirements Total QS Performance Design Controls How well have our systems evolved over the last 10 years?
28. Production & Process Controls CAPA CAPA Now Process monitoring PREVENTIVE ACTIONS CAPA The CAPA System Quality Improvement Corrective Actions Corrections MANAGEMENT CONTROLS Risk Management Design Control Products/Processes Post-market monitoring
29.
30.
31. More Complexity? R&D OPS QA Functions Sites DIV DIV DIV DIV DIV DIV Headquarters Now connect the dots ……………….
32.
33.
Editor's Notes
A lot of things have to come together…each of these steps are important and need skills, subsystems, etc. – some thoughts on most challenging…..Investigations ( to root cause ) and good verification and validation- People need the skills..but most importantly they need good judgment Finally – it is only as good as the records reflect . . .
One perspective is …. Industry struggled with adapting to the new QS as a system … came at it in parts…some with parallel implementation…more recently getting better at connecting the dots in the system…in the next slides…talk about some possible reasons
Is it easier for a smaller firm? …they face limited expert resources…people wear many hats… Larger firms … the complexity is multiplied by the number of products, locations, divisions, etc.