Norm Howe's blog

Which Metric Really Drives Your Business?

Sales PitchEverybody has a favorite business metric.  Read any best selling how-to manual and somebody will try to sell you an abstract parameter that will surely make you successful.  All you have to do is tweak up that metric and your bonus will break the stratosphere.

My favorite metric is profit.  Profit is a business’s most critical measure.  Without profit, everything else is irrelevant.  You can have the best compliance record in the business and you will soon be out of business.  You can have the best customer satisfaction ratings in the business and you will soon be out of business.

Do We Really Have to Validate? Really??

validation overloadActually, no, you don’t.  But you might want to know what the conditions are.  First, you need to know the difference between validation and verification.  Let’s review how FDA defines validation.  From FDA's Guidance for Industry, Process Validation:  General Principles and Practices

“…the collection and evaluation of data, from the process design stage throughout production, which establishes scientific evidence that a process is capable of consistently delivering quality products.”

The Myth of the Generic SOP

How many times has this happened to you?  You have been assigned the task of writing a Standard Operational Procedure (SOP).  When you grimace and explain that you don't have an extra eight hours to spend on it, your boss says "Why can't we just download a generic one off the internet?"

He says this with such naivete that you realize that more discussion is pointless.  You decide to give in and go along.  Big mistake.

Dear FDA, The Inconsistency is Killing Us

VariabilityHey FDA, you do a necessary job.  And you’re good at it.  Mostly.

But you could do a lot better.

When you inspect us, you require consistency; rightfully.  You tell us that we have to be consistent in our application of our procedures within an individual site, and between sites.

“When I Go Slow, I Go Fast”

Japanese carpenters have this saying. 

American carpenters have a similar saying, “Measure twice, cut once.”  What do these two quotes have to do with a blog about regulatory compliance?  Everything!

Off-Label Use of Medical Devices

When a patient comes into a physician's office, the patient is looking for the best, most modern care they can get.  And a physician certainly wants the same thing.   

This search for the best possible treatment presents a dilemma, however.  When might the best treatment also be a treatment that is still in the process of being developed?  When might a physician's search for the most advanced treatment cross over into medical research, and where does FDA draw the line between the two.  The answer is clear in some cases, but not so clear in others. 

Don’t Automate a Dysfunctional Process 2

Last time I told you about the foundry General Manager and his edict to automate.  He had demanded that a robot needed to be installed and operating in the foundry or the Engineering Department would be fired.  If you're thinking about automating anything, you need to see this.  Here is the conclusion of the story:

The General Manager and the Robot (concluded)

Don’t Automate a Dysfunctional Process 1

Are you thinking of automating a business process?  If not, you should be or you’re going to get left behind.  But before you do, listen to this true story.  It was told to me many years ago and it occurred many years before that. 

“Oh, forget it Howe!”  I hear you saying.  “Business isn’t the same as it used to be.  Everything’s changed.”

To that I say read on.  You’ll be amazed.  The applications of this tale were valid then; they’re valid now; and they will be valid a hundred years from now.

Why Validate?

HawkingStephen Hawking said, “The greatest enemy of knowledge is not ignorance.  It is the illusion of knowledge.”

Was he talking about process validation?  Probably not, but he could have been.  I don’t know how often I’ve been told, “We know this process works.  We’ve been making this product for decades.” 

Symptomatic Solutions: the Slow, Gurgling Death of a Factory

root causeWant to lower costs?  Want to reduce the risk of problems with FDA?  Train as many people in your organization as possible to write good Root Cause Analyses.  You will eliminate repeat errors, save prodigious quantities of money, and improve critical thinking skills.

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