ISPE has been in the forefront of the quality metrics dialog by hosting FDA and industry forums and workshops, conducting the industry’s first Quality Metrics Pilot Program, and providing input to the FDA draft Guidances based experiential and objective pilot program data.
The Food and Drug Administration Safety and Innovation Act (FDASIA) of 2012 provides the FDA with new authorities to ensure the safety, quality, and availability of the drug supply chain.
One section of FDASIA calls for FDA to replace the current biennial inspection of all pharmaceutical manufacturing sites with a risk-based inspection program, and provides FDA with the authority to obtain information in advance of inspection, i.e., company-supplied metrics, to support such a program. Some of this information is quality metrics data.
“An objective set of quality metrics” would be reportable to support their risk-based inspection program choosing standardized data and metrics that would be reported.
In September 2017, a special report series of 4 articles was published in Pharmaceutical Engineering.
In November 2016 FDA published a revision to the draft guidance entitled Submission of Quality Metrics Data proposing the following metrics in an initial voluntary phase:
In June 2016 FDA published a Technical Specifications Document, Quality Metrics Technical Conformance Guide, Version 1.0.
In July 2015: FDA published a draft guidance, Request for Quality Metrics which proposed the following metrics
In February 2013, the agency announced that it was exploring the broader use of manufacturing quality metrics, and began seeking feedback from industry on “meaningful” metrics to assist in the evaluation of product manufacturing quality.
For more information, contact RegulatoryAffairs@ISPE.org.
The influence of an organization’s quality culture has emerged as a key enabler from the recent public discourse on measuring performance and quality metrics for delivering outcomes that matter to the patient.
Cultural excellence requires that all employees are passionate about eliminating mistakes by making quality their driving principle. It goes beyond following the content of the quality policies and procedures by creating an environment that is focused on continuous improvement and learning.
Examining the powerful force that culture exerts on day-to-day operations within organizations, ISPE’s Quality Culture Team has established that although for many the concept of quality culture remains abstract, the behavioral impacts are very real indeed.
ISPE’s Cultural Excellence Team has developed a collection of practical, powerful tools and a comprehensive behavior-based approach for improving quality culture as a means of delivering enhanced quality outcomes.