May 2019 WHEN YOU NEED TO MEET A HIGHER STANDARD JOHN HENCHION You - - PowerPoint PPT Presentation

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May 2019 WHEN YOU NEED TO MEET A HIGHER STANDARD JOHN HENCHION You - - PowerPoint PPT Presentation

Quality Remediation SAAPI Conference May 2019 WHEN YOU NEED TO MEET A HIGHER STANDARD JOHN HENCHION You can find me at john.henchion@cagents.com Global Director, Quality, Compliance and Regulatory. WHEN YOU NEED TO MEET A HIGHER STANDARD


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WHEN YOU NEED TO MEET A HIGHER STANDARD

Quality Remediation SAAPI Conference May 2019

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WHEN YOU NEED TO MEET A HIGHER STANDARD WHEN YOU NEED TO MEET A HIGHER STANDARD

JOHN HENCHION

You can find me at john.henchion@cagents.com Global Director, Quality, Compliance and Regulatory.

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AGENDA

  • Cost of Non-Compliance
  • OOS
  • Data Integrity
  • Supply Chain
  • Aseptic Manufacturing
  • CAPAs/Deviations
  • Quality Metrics/Culture

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Cost of Non-Compliance

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Company A Share Price 2012

Blog Post by David Churchward at MHRA http://ow.ly/OMfNr

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5 July 2018 – 24 page 483 published by FDA

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FDA CDER DATA

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Out Of Specification

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CDER - OOS

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CDER - OOS

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OUT OF SPECIFICATION PROCEDURES

  • Binary Outcome
  • Phased approach
  • Phase 1 – clear and obvious

Lab error

  • Ask yourself the question –

any evidence to prove this?

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DATA Integrity

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DATA INTEGRITY

  • Regulatory request is that

Industry is designing systems where deliberate acts of fraud are impossible.

  • Why the lack of trust?

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CDER – DATA INTEGRITY TRENDS

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CDER – DATA INTEGRITY

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CDER – DATA INTEGRITY

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CDER - DATA INTEGRITY

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The Marketing Authorisation Holders are responsible for the integrity of their Supply Chain.

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API SUPPLY

  • Where are you sourcing

your API from?

  • How are you ensuring

compliance with ICH Q7?

  • Are the Regulators

Inspecting based on Geographical Convenience

  • r Risk?

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FDA INSPECTION DATA

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CDER – API & RAW MATERIALS

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CDER – API & RAW MATERIALS

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CDER – API & RAW MATERIALS

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CDER – API & RAW MATERIALS

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Aseptic Manufacturing

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ASEPTIC MANUFACTURING

  • Risk based EM program
  • Data driven decisions
  • Operator training
  • Microbial background
  • Aseptic technique
  • Supervision
  • Media Fill Qualification
  • Product Grouping
  • Discards
  • Interventions

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CBER

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CBER

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CDER - WATER

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CDER - CROSS CONTAMINATION

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CAPAs/Deviations

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CAPA WATCH OUTS

Sy Syste stem

  • Everything being put onto

System

  • Large % of overdue CAPAs
  • Large % of retraining CAPAs
  • Follow on CAPA’s
  • Impact of Metrics on

behaviour

  • Driven by Quality
  • Badly Defined
  • Not Managed
  • Not Honest
  • Last minute.com
  • Poor Owner Engagement

CA CAPA

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NOT ALL CAPAS ARE EQUAL

  • Is CAPA commensurate with

Risk/potential for

  • ccurrence?

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ELEMENTS OF CAPA

  • Self Contained
  • Clear and Agreed

Ownership

  • Defined Deliverable
  • Defined Time frame
  • Compliance Justification for

Time Frame

  • Effectiveness Check

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CAPA EFFECTIVENESS

Engineering Automation Poka-yoke Administrative Training Awareness

Effective Cost, Complexity, Time

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EFFECTIVENESS CHECKS

  • Does the Fix Work?
  • Recurrence check in 6 months time?
  • Adds nothing to Quality System
  • Focused on Event not Root Cause
  • Passive
  • Active Effectiveness check

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Quality Metrics & Quality Culture

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THE DEBATE STARTED IN 2013…

  • Per ICH Q10, “Conduct management reviews of process performance and product

quality and of the pharmaceutical quality system”

  • Metrics are a tool designed to
  • Drive continuous improvement ,
  • Provide early detection of control drifts,
  • Focus resources on a particular area
  • Ensure a stable longer term supply of drug product.
  • The development of meaningful Quantitative Quality Metrics within a company requires
  • vercoming a number of challenges
  • The industry ( through professional society comment) is supportive of FDA’s efforts to

utilize Quality Metrics as a potential input into FDA’s Inspectional Risk Model

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Which Quality Metrics are best suited for FDA’s Inspectional Risk Model

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HOW FDA INTENDS TO USE METRICS

FDA intends to use data from the quality metrics reporting program to focus the use of FDA resources on the areas of highest risk to public health (e.g., risk-based inspection scheduling).

  • Establish a signal detection program as one factor in

identifying establishments and products that may pose significant risk to consumers

  • Identify situations in which there may be a risk for drug supply

disruption

  • Risk Based inspection
  • Risk-based principles for reduced post-approval change reporting
  • Improve the effectiveness of establishment inspections; and

improve FDA’s evaluation of drug manufacturing and control

  • perations.

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STARTING METRICS FDA NOV 2016

  • Lot Acceptance Rate (LAR) as an indicator of manufacturing process
  • performance. LAR = the number of accepted lots in a timeframe divided

by the number of lots started by the same covered establishment in the current reporting timeframe.

  • Product Quality Complaint Rate (PQCR) as an indicator of patient or

customer feedback. PQCR = the number of product quality complaints received for the product divided by the total number of dosage units distributed in the current reporting timeframe.

  • Invalidated Out-of-Specification (OOS) Rate (IOOSR) as an indicator
  • f the operation of a laboratory. IOOSR = the number of OOS test results

for lot release and long-term stability testing invalidated by the covered establishment due to an aberration of the measurement process divided by the total number of lot release and long-term stability OOS test results in the current reporting timeframe.

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CULTURE – NO ONE SIZE FITS ALL

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CULTURE

  • What is Culture?
  • How do you measure

something like Culture?

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ISPE QUALITY CULTURE EXCELLENCE

  • A holistic Quality Culture

Framework has been developed, entitled the Six Dimensions of Cultural Excellence

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QUALITY METRICS AND CULTURE

  • Metrics Drive Behaviours
  • Behaviours drive Culture
  • Compliance versus Quality
  • CAPA’s closed on time
  • No. of CAPAs overdue
  • No. of Ineffective CAPAs
  • No. of Killer/100 year

CAPAs

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New Product Trends

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EMA - HIGHLIGHTS

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FDA - HIGHLIGHTS

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Project | People | Process | Facility | Quality

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WHAT GOES WRONG?

  • Can’t be done
  • Does not fix problem
  • Creates a different problem
  • CAPA not accepted
  • Ownership not agreed
  • Timeline unrealistic

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EXTENSION OR FOLLOW ON?

Ex Extens tension ion

  • Defined Process
  • Current state of CAPA
  • Quality impact assessment
  • New agreed timeline
  • Traceability?
  • Basis for Closure?

Follo

  • llow on

w on

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CBER

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EMA - HIGHLIGHTS

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CBER/CDER

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CBER/CDER

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CBER

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