Quality Metrics in the GMP environment – Why and How?
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Undoubtedly, the vast majority of us have sat through monthly, quarterly, and annual presentations of “Quality Metrics,” only to get to the end and wonder, “So what do we do now with all of that information? How do we improve on where we are?”, just before the meeting moves on to something else with no actions coming from the Quality Metrics, almost as if no-one sees any messages in the metrics.
These meetings can often take up an excessive amount of our valuable time without achieving anything. When awake, attendees will occasionally nod in appreciation to the “green actions” and briefly look concerned at the occasional “red actions.” Spent another hour discussing vague notions of control and acceptability without consulting targets for improvement and how to move towards a better place.
One of the keys to linking Quality Metrics to Continuous Improvement is to clearly understand the current situation by measuring what is important to your organization in a way that clearly shows how things are changing over time. It should provide target areas for continuous improvement related to cost reduction, increased right-first-time activities, and customer satisfaction.
Who Should Attend:
Qauality Professionals, Senior Management, Continuous Improvement leads, Department Managers
- Skill Level: Novice, Intermediate
- Why have Quality Metrics?
- Appropriate topics to monitor;
- How to best visualize the metrics to show if you are winning or losing;
- Now go and improve.
Special event information:
All participants will get a complimentary certificate of attendance courtesy of the webinar's sponsor - Qualio.
Stephen ClarkeQualified Person at Symbiosis Pharmaceutical Service
He is approaching 30 years of working in Life Sciences and the Pharmaceutical Industry, with the last ten years as a Qualified Person. Stephen has seen how Quality Metrics are used in various companies and is an enthusiastic believer in using Quality Metrics to drive continuous improvement activities.
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