Case - Study - RMWG-01 - Internal - GMP - Audit - Program PDF

Manufacturing Technology Committee – Risk Management Working Group
Risk Management Case Studies
Case Study Title: Internal GMP Audit Program Case No. RMWG-01
GMP System
Quality
Impacted:
An integral part of an effective Quality System in a cGMP-compliant

pharmaceutical manufacturing operation is a formal self-
Introduction / assessment process. This is commonly accomplished by
Background performing periodic internal audits of site operations (Quality,
Manufacturing, Engineering, Logistics, etc.) and associated systems
with potential cGMP impact.
The overall administration of the internal audit program is the
responsibility of the quality control unit. The quality control unit is
responsible to assess site operations and associated systems in
order to identify the focus, frequency and resources to support the
internal audits as well as to determine the effectiveness of the
conducted audits. Audits are typically conducted according to a
pre-determined schedule and are conducted on a regularly
scheduled basis.
In the current case study, the manufacturing site is a diverse drug
product facility. Ideally, the site would be able to perform internal
audits to all site operations and systems within a given calendar
year. Given the breadth and scope of operations and available
support resources, it will be difficult to conduct an internal audit to
all operations and systems within that time frame. One potential
approach to administer an effective internal audit system is to
maintain a listing of site operations that are subject to internal audit
and determine audit frequency based upon the criticality of the
operation. The site maintains a list of current operations and also
periodically reviews and understands the performance of these
operations and associated systems. As a result, facility
management recognizes that there are certain internal systems that
could benefit from additional focus and enhancement. Site
management wants to ensure that resources are applied to those
operations having the highest potential for GMP impact and
proposes use of Quality Risk Management (QRM) as a tool to
effectively apply resources and schedule the conduct internal audits
at their site.
Defining the Risk

Question The risk question developed for the subject case study is:
What is the optimal internal audit schedule to ensure that those
operations and associated systems with the greatest potential
impact on product quality and, therefore, potentially the
patient, are audited on a more frequent interval than those
determined to be less critical?
Case Study: Internal GMP Auditing (Study # RMWG-01)
Selecting a Risk An internal audit is a diverse activity with more qualitative

Assessment characteristics than quantitative ones. Therefore, the selected risk
Method assessment tool will produce a qualitative description of risk (e.g.
High, Medium or Low). An additional objective of the selected tool
is to assist in the organization of data as the assessment moves to
the next stage of the process. The developed list of site operations
and associated systems ensures identification of the potential risks.
As a result, a complex risk assessment tool is not required. A
simple tool that allows for qualitative analysis and evaluation is
sufficient.
The risk methodology selected for the subject case study is:
Risk Ranking and Filtering
Risk Assessment Risk Identification -
(Risk
Identification, As partially shown in Table 1 below, the site has prepared a master
list identifying all operations and associated systems which have
Analysis and potential impact on product quality.
Evaluation)
Risk Analysis and Evaluation -
The Risk Analysis stage of the QRM process estimates the potential
harm(s) associated with each potential risks. The analysis may be
qualitative or quantitative in nature, or a combination of the two.
The risk score in the current case study will be determined by
combining the probability or likelihood of a problem in a given site
operation and the outcome, or potential undesired consequences, if
a problem were found in the operation. A numerical value of 1, 2, or
3 is assigned to correspond with a Low, Medium, or High risk
analysis determination respectively. The Risk Evaluation Score is
calculated as follows:
(Probability Score x Outcome Score) = Risk Evaluation Score

The Probability and Outcome Scores and subsequent Risk
Evaluation Scores for the selected operations are presented in
Table 1.
Master List of Site Operations Risk

Risk Identification Risk Analysis Evaluation
Area Subject Probability Outcome Score
Engineering Maintenance Med (2) Med (2) Med (4)
Calibration Med (2) High (3) High (6)
Human Resources Training Med (2) Med (2) Med (4)
Manufacturing Production High (3) High (3) High (9)
Labeling/Label Control High (3) High (3) High (9)
Packaging High (3) High (3) High (9)
Production Control Labs High (3) High (3) High (9)
Logistics Vendor/Supplier Med (2) Med (2) Med (4)
Qualification
Warehouse Med (2) Med (2) Med (4)
Regulatory Regulatory Low (1) High (3) Low (3)
Quality Operations Batch Release Med (2) High (3) High (6)
Change Control Low (1) High (3) Low (3)
QC Labs Med (2) High (3) High (6)
Complaints Low (1) High (3) Low (3)
Validation Med (2) Med (2) Med (4)
Page 2 of 3
Case Study: Internal GMP Auditing (Study # RMWG-01)
If desired, for this application, the Risk Ranking and Filtering tool
may be easily modified to include consideration of the length of time
since the last audit was performed. In order to include this element
in the Risk Evaluation process, the formula for determining the Risk
Evaluation score is modified to include the time since the last audit
as follows:
(Probability Score x Outcome Score) + (Years since last audit)

= Risk Evaluation Score
As a result of the executed QRM evaluation, the site is now able to

better prioritize resource utilization to focus auditing efforts on those
areas with the highest risk scores.
Risk Control In the current case study, risk is reduced by identifying site
operations above a specific threshold score from the risk ranking,
and scheduling internal audits for those operations. Inherent risk
will be accepted for those site operations which are below that
threshold. For those operations, an internal audit will be deferred
until audits have been completed for those operations with a higher
risk ranking.
Risk Communication of the utilized QRM process should include all key
Documentation stakeholders of the affected departments throughout the
and Control department in order to ensure organizational buy-in and support.
The output of QRM process, the audit schedule and associated risk
analysis justifying the approach, should be documented and
endorsed by the site quality unit and effectively communicated to
stakeholders.
Risk Review In the case study presented, it may be convenient to review the risk
assessment process and assumptions as the annual schedule is
developed. During this activity, the site will confirm that included
operations/systems are still in use, remove those that are not and
add any new operations/systems to the process. Examples of
changes that may potentially impact risk of site operational systems
include: changes to control systems, changes to equipment and
processes, changes in suppliers/contractors, organizational
restructuring, etc.
Page 3 of 3

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Manufacturing Technology Committee – Risk Management Working Group

Risk Management Case Studies

An integral part of an effective Quality System in a cGMP-compliant

Defining the Risk

Selecting a Risk An internal audit is a diverse activity with more qualitative

(Probability Score x Outcome Score) = Risk Evaluation Score

Master List of Site Operations Risk

(Probability Score x Outcome Score) + (Years since last audit)

As a result of the executed QRM evaluation, the site is now able to

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