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Implementing an Effective CAPA Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Topics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Elements of an Effective CAPA Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CAPA Simplified Define the Problem Initiate CAPA Investigate Cause Solution (Action Plan) Verify / Validate Conduct Effectiveness Check Implement Close CAPA
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)
CAPA Data Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CAPA Data Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object]
Data Analysis Design Product &  Processes Production Process Controls Incld. Supply Chain Post-market Monitoring Complaints   Define Monitor
CAPA Data Analysis  (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Risk & Prioritization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Investigating Cause ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Investigating Cause
Problem Definition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Plan the Investigation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Is / Is Not Diagram WHAT WHEN WHERE EXTENT IS   IS  NOT
Investigating Cause ,[object Object],[object Object]
Effectiveness Checks ,[object Object],[object Object],[object Object],[object Object]
Effectiveness Checks ,[object Object],[object Object],[object Object],[object Object]
Was the Problem Statement well defined? Effectiveness Checks
Timeliness   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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
CAPA System Effectiveness  Learning from experience  Cecilia Kimberlin, PhD Group VP  QA/RA/MA/Compliance Abbott Medical Products
A focus on execution ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What should management do? ,[object Object],HOW ?
What should we expect over time ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What are the symptoms of a less than effective CAPA system? ,[object Object],[object Object],[object Object],[object Object],[object Object]
What’s so hard about the CAPA Process? Detect Analyze Trend Investigate Identify Solutions Communicate Verify/Validate Monitor Effectiveness Inputs Outputs ,[object Object],[object Object],[object Object],Implement changes for correction/prevention Take global actions Disseminate information Apply learning Measure effectiveness  Management review Apply risk  management Records People
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?
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
Business with low complexity Functions Sites Medical Device Company Fewer products, similar in type, fewer people, limited locations, etc.  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Connect the dots  ……………….
External Data Internal Data Design Control, etc. ,[object Object],[object Object],[object Object],[object Object],[object Object],Inputs Into CAPA System Evaluation Correction Investigation Cause Corrective & Preventive Action Effectiveness  Check Tracking And Trending
More Complexity?  R&D OPS QA Functions Sites DIV DIV DIV DIV DIV DIV Headquarters Now connect the dots  ……………….
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Some points to consider
Thank-You ! Questions?  Thoughts?  Ideas? ,[object Object],[object Object],[object Object],[object Object],Cecilia Kimberlin Abbott Laboratories  847 937 7933 [email_address]

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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

  1. 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 . . .
  2. 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
  3. 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.