Validating Manufacturing Process Closure for Biotech Utilizing Single-Use Systems (SUS)

Maintaining process closure is crucial for ensuring product quality and safety in biotechnology manufacturing, especially when using single-use systems (SUS). This approach is an integral part of the contamination control strategy (CCS). To validate process closure in SUS-based biotech manufacturing, a comprehensive method is necessary, incorporating:

  1. Risk assessment
  2. Thorough testing
  3. Ongoing monitoring

By employing risk analysis tools such as Hazard Analysis and Critical Control Points (HACCP) and Failure Mode and Effects Analysis (FMEA), manufacturers can identify potential weaknesses in their processes. Additionally, addressing all four layers of protection helps ensure process integrity and product safety. This risk-based approach to process closure validation is essential for maintaining the high standards required in biotechnology manufacturing, including meeting Annex 1.

Understanding Process Closure

Process closure refers to the isolation of the manufacturing process from the external environment to prevent contamination. In biotech, this is particularly crucial due to the sensitivity of biological products and the potential for microbial contamination.

The Four Layers of Protection

Throughout this process it is important to apply the four layers of protection that form the foundation of a robust contamination control strategy:

  1. Process: The inherent ability of the process to prevent or control contamination
  2. Equipment: The design and functionality of equipment to maintain closure
  3. Operating Procedures: The practices and protocols followed by personnel
  4. Production Environment: The controlled environment surrounding the process

I was discussing this with some colleagues this week (preparing for some risk assessments) and I was reminded that we really should put the Patient in at the center, the zero. Truer words have never been spoken as the patient truly is our zeroth law, the fundamental principle of the GxPs.

Key Steps for Validating Process Closure

Risk Assessment

Start with a comprehensive risk assessment using tools such as HACCP (Hazard Analysis and Critical Control Points) and FMEA (Failure Mode and Effects Analysis). It is important to remember this is not a one or another, but a multi-tiered approach where you first determine the hazards through the HACCP and then drill down into failures through an FMEA.

HACCP Approach

In the HACCP we will apply a systematic, preventative approach to identify hazards in the process with the aim to produce a documented plan to control these scenarios.

a) Conduct a hazard analysis
b) Identify Critical Control Points (CCPs)
c) Establish critical limits
d) Implement monitoring procedures
e) Define corrective actions
f) Establish verification procedures
g) Maintain documentation and records

FMEA Considerations

In the FMEA we will look for ways the process fails, focusing on the SUS components. We will evaluate failures at each level of control (process, equipment, operating procedure and environment).

  • Identify potential failure modes in the SUS components
  • Assess the severity, occurrence, and detectability of each failure mode
  • Calculate Risk Priority Numbers (RPN) to prioritize risks

Verification

Utilizing these risk assessments, define the user requirements specification (URS) for the SUS, focusing on critical aspects that could impact product quality and patient safety. This should include:

  • Process requirements (e.g. working volumes, flow rates, pressure ranges)
  • Material compatibility requirements
  • Sterility/bioburden control requirements
  • Leachables/extractables requirements
  • Integrity testing requirements
  • Connectivity and interface requirements

Following the ASTM E2500 approach, when we conduct the design review of the proposed SUS configuration, to evaluate how well it meets the URS, we want to ensure we cover:

  • Overall system design and component selection
  • Materials of construction
  • Sterilization/sanitization approach
  • Integrity assurance measures
  • Sampling and monitoring capabilities
  • Automation and control strategy

Circle back to the HACCP and FMEA to ensure they appropriately cover critical aspects like:

  • Loss of sterility/integrity
  • Leachables/extractables introduction
  • Bioburden control failures
  • Cross-contamination risks
  • Process parameter deviations

These risk assessments will define critical control parameters and acceptance criteria based on the risk assessment. These will form the basis for verification testing. We will through our verification plan have an appropriate approach to:

  • Verify proper installation of SUS components
  • Check integrity of connections and seals
  • Confirm correct placement of sensors and monitoring devices
  • Document as-built system configuration
  • Test system integrity under various operating conditions
  • Perform leak tests on connections and seals
  • Validate sterilization processes for SUS components
  • Verify functionality of critical sensors and control
  • Run simulated production cycles
  • Monitor for contamination using sensitive detection methods
  • Verify maintenance of sterility throughout the process
  • Assess product quality attributes

The verification strategy will leverage a variety of supplier documentation and internal testing.

Closure Analysis Risk Assessment (CLARA)

Acceptance and release will be to perform a detailed CLARA to:

  • Identify all potential points of contamination ingress
  • Assess the effectiveness of closure mechanisms
  • Evaluate the robustness of aseptic connections
  • Determine the impact of manual interventions on system closure

On Going Use

Coming out of our HACCP we will have a monitoring and verification plan, this will include some important aspects based on our CCPs.

  • Integrity Testing
    • Implement routine integrity testing protocols for SUS components
    • Utilize methods such as pressure decay tests or helium leak detection
    • Establish acceptance criteria for integrity tests
  • Environmental Monitoring
    • Develop a comprehensive environmental monitoring program
    • Include viable and non-viable particle monitoring
    • Establish alert and action limits for environmental contaminants
  • Operator Training and Qualification
    • Develop detailed SOPs for SUS handling and assembly
    • Implement a rigorous training program for operators
    • Qualify operators through practical assessments
  • Change Control and Continuous Improvement
    • Establish a robust change control process for any modifications to the SUS or process
    • Regularly review and update risk assessments based on new data or changes
    • Implement a continuous improvement program to enhance process closure

Leveraging the Four Layers of Protection

Throughout the validation process, ensure that each layer of protection is addressed:

  1. Process:
    • Optimize process parameters to minimize contamination risks
    • Implement in-process controls to detect deviations
  2. Equipment:
    • Validate the design and functionality of SUS components
    • Ensure proper integration of SUS with existing equipment
  3. Operating Procedures:
    • Develop and validate aseptic techniques for SUS handling
    • Implement procedures for system assembly and disassembly
  4. Production Environment:
    • Qualify the cleanroom environment
    • Validate HVAC systems and air filtration

Remember that validation is an ongoing process. Regular reviews, updates to risk assessments, and incorporation of new technologies and best practices are essential for maintaining a state of control in biotech manufacturing using single-use systems.

Connected to the Contamination Control Strategy

Closed systems are a key element of the overall contamination control strategy with closed processing and closed systems now accepted as the most effective contamination control risk mitigation strategy. I might not be able to manufacture in the woods yet, but darn if I won’t keep trying.

They serve as a primary barrier to prevent contamination from the manufacturing environment by helping to mitigate the risk of contamination by isolating the product from the surrounding environment. Closed systems are the key protective measure to prevent contamination from the manufacturing environment and cross-contamination from neighboring operations.

The risk assessments leveraged during the implementation of closed systems are a crucial part of developing an effective CCS and will communicate the (ideally) robust methods used to protect products from environmental contamination and cross-contamination. This is tied into the facility design, environmental controls, risk assessments, and overall manufacturing strategies, which are the key components of a comprehensive CCS.

Risk Management for the 4 Levels of Controls for Product

There are really 4 layers of protection for our pharmaceutical product.

  1. Process controls
  2. Equipment controls
  3. Operating procedure controls
  4. Production environment controls

These individually and together are evaluated as part of the HACCP process, forming our layers of control analysis.

Process Controls:

    • Conduct a detailed hazard analysis for each step in the production process
    • Identify critical control points (CCPs) where hazards can be prevented, eliminated or reduced
    • Establish critical limits for each CCP (e.g. time/temperature parameters)
    • Develop monitoring procedures to ensure critical limits are met
    • Establish corrective actions if critical limits are not met
    • Validate and verify the effectiveness of process controls

    Equipment Controls:

      • Evaluate equipment design and materials for hazards
      • Establish preventive maintenance schedules
      • Develop sanitation and cleaning procedures for equipment
      • Calibrate equipment and instruments regularly
      • Validate equipment performance for critical processes
      • Establish equipment monitoring procedures

      Operating Procedure Controls:

        • Develop standard operating procedures (SOPs) for all key tasks
        • Create good manufacturing practices (GMPs) for personnel
        • Establish hygiene and sanitation procedures
        • Implement employee training programs on contamination control
        • Develop recordkeeping and documentation procedures
        • Regularly review and update operating procedures

        Production Environment Controls:

          • Design facility layout to prevent cross-contamination
          • Establish zoning and traffic patterns
          • Implement pest control programs
          • Develop air handling and filtration systems
          • Create sanitation schedules for production areas
          • Monitor environmental conditions (temperature, humidity, etc.)
          • Conduct regular environmental testing

          The key is to use a systematic, science-based approach to identify potential hazards at each layer and implement appropriate preventive controls. The controls should be validated, monitored, verified and documented as part of the overall contamination control strategy (system). Regular review and updates are needed to ensure the controls remain effective.

          Good Engineering Practices Under ASTM E2500

          ASTM E2500 recognizes that Good Engineering Practices (GEP) are essential for pharmaceutical companies to ensure the consistent and reliable design, delivery, and operation of engineered systems in a manner suitable for their intended purpose.

          Key Elements of Good Engineering Practices

          1. Risk Management: Applying systematic processes to identify, assess, and control risks throughout the lifecycle of engineered systems. This includes quality risk management focused on product quality and patient safety.
          2. Cost Management: Estimating, budgeting, monitoring and controlling costs for engineering projects and operations. This helps ensure projects deliver value and stay within budget constraints.
          3. Organization and Control: Establishing clear organizational structures, roles and responsibilities for engineering activities. Implementing monitoring and control mechanisms to track performance.
          4. Innovation and Continual Improvement: Fostering a culture of innovation and continuous improvement in engineering processes and systems.
          5. Lifecycle Management: Applying consistent processes for change management, issue management, and document control throughout a system’s lifecycle from design to decommissioning.
          6. Project Management: Following structured approaches for planning, executing and controlling engineering projects.
          7. Design Practices: Applying systematic processes for requirements definition, design development, review and qualification.
          8. Operational Support: Implementing asset management, calibration, maintenance and other practices to support systems during routine operations.

          Key Steps for Implementation

          • Develop and document GEP policies, procedures and standards tailored to the company’s needs
          • Establish an Engineering Quality Process (EQP) to link GEP to the overall Pharmaceutical Quality System
          • Provide training on GEP principles and procedures to engineering staff
          • Implement risk-based approaches to focus efforts on critical systems and processes
          • Use structured project management methodologies for capital projects
          • Apply change control and issue management processes consistently
          • Maintain engineering documentation systems with appropriate controls
          • Conduct periodic audits and reviews of GEP implementation
          • Foster a culture of quality and continuous improvement in engineering
          • Ensure appropriate interfaces between engineering and quality/regulatory functions

          The key is to develop a systematic, risk-based approach to GEP that is appropriate for the company’s size, products and operations. When properly implemented, GEP provides a foundation for regulatory compliance, operational efficiency and product quality in pharmaceutical manufacturing.

          Invest in a Living, Breathing Engineering Quality Process (EQP)

          The EQP establishes the formal connection between GEP and the Pharmaceutical Quality System it resides within, serving as the boundary between Quality oversight and engineering activities, particularly for implementing Quality Risk Management (QRM) based integrated Commissioning and Qualification (C&Q).

          It should also provide an interface between engineering activities and other systems like business operations, health/safety/environment, or other site quality systems.

          Based on the information provided in the document, here is a suggested table of contents for an Engineering Quality Process (EQP):

          Table of Contents – Engineering Quality Process (EQP)

          1. Introduction
            1.1 Purpose
            1.2 Scope
            1.3 Definitions
          2. Application and Context
            2.1 Relationship to Pharmaceutical Quality System (PQS)
            2.2 Relationship to Good Engineering Practice (GEP)
            2.3 Interface with Quality Risk Management (QRM)
          3. EQP Elements
            3.1 Policies and Procedures for the Asset Lifecycle and GEPs
            3.2 Risk Assessment
            3.3 Change Management
            3.4 Document Control
            3.5 Training
            3.6 Auditing
          4. Deliverables
            4.1 GEP Documentation
            4.2 Risk Assessments
            4.3 Change Records
            4.4 Training Records
            4.5 Audit Reports
          5. Roles and Responsibilities
            5.1 Engineering
            5.2 Quality
            5.3 Operations
            5.4 Other Stakeholders
          6. EQP Implementation
            6.1 Establishing the EQP
            6.2 Maintaining the EQP
            6.3 Continuous Improvement
          7. References
          8. Appendices

          Risk Assessments as part of Design and Verification

          Facility design and manufacturing processes are complex, multi-stage operations, fraught with difficulty. Ensuring the facility meets Good Manufacturing Practice (GMP) standards and other regulatory requirements is a major challenge. The complex regulations around biomanufacturing facilities require careful planning and documentation from the earliest design stages. 

          Which is why consensus standards like ASTM E2500 exist.

          Central to these approaches are risk assessment, to which there are three primary components:

          • An understanding of the uncertainties in the design (which includes materials, processing, equipment, personnel, environment, detection systems, feedback control)
          • An identification of the hazards and failure mechanisms
          • An estimation of the risks associated with each hazard and failure

          Folks often get tied up on what tool to use. Frankly, this is a phase approach. We start with a PHA for design, an FMEA for verification and a HACCP/Layers of Control Analysis for Acceptance. Throughout we use a bow-tie for communication.

          AspectBow-TiePHA (Preliminary Hazard Analysis)FMEA (Failure Mode and Effects Analysis)HACCP (Hazard Analysis and Critical Control Points)
          Primary FocusVisualizing risk pathwaysEarly hazard identificationPotential failure modesSystematically identify, evaluate, and control hazards that could compromise product safety
          Timing in ProcessAny stageEarly developmentAny stage, often designThroughout production
          ApproachCombines causes and consequencesTop-downBottom-upSystematic prevention
          ComplexityModerateLow to moderateHighModerate
          Visual RepresentationCentral event with causes and consequencesTabular formatTabular formatFlow diagram with CCPs
          Risk QuantificationCan include, not requiredBasic risk estimationRisk Priority Number (RPN)Not typically quantified
          Regulatory AlignmentLess common in pharmaAligns with ISO 14971Widely accepted in pharmaLess common in pharma
          Critical PointsIdentifies barriersDoes not specifyIdentifies critical failure modesIdentifies Critical Control Points (CCPs)
          ScopeSpecific hazardous eventSystem-level hazardsComponent or process-level failuresProcess-specific hazards
          Team RequirementsCross-functionalLess detailed knowledge neededDetailed system knowledgeFood safety expertise
          Ongoing ManagementCan be used for monitoringOften updated periodicallyRegularly updatedContinuous monitoring of CCPs
          OutputVisual risk scenarioList of hazards and initial risk levelsPrioritized list of failure modesHACCP plan with CCPs
          Typical Use in PharmaRisk communicationEarly risk identificationDetailed risk analysisProduct Safety/Contamination Control

          At BOSCON this year I’ll be talking about this fascinating detail, perhaps too much detail.

          Equipment Effectiveness – a KPI with a few built in KBIs

          A key KPI for a FUSE program is Overall Equipment Effectiveness (OEE) which measures the efficiency and productivity of equipment and production processes.

          Definition of OEE

          OEE is a percentage that represents the proportion of truly productive manufacturing time. It takes into account three main factors:

          1. Availability: The ratio of Run Time to Planned Production Time. It takes into account any events that stop planned production for an appreciable length of time.
          2. Performance: Anything that causes the manufacturing process to run at less than the maximum possible efficiency when it is running.
          3. Quality: Manufactured material that do not meet quality standards, including materialthat require rework and reprocessing.

          The formula for calculating OEE is:

          OEE = Availability × Performance × Quality

          Components of OEE

          Availability

          Availability measures the percentage of scheduled time that the equipment is available to operate. It accounts for downtime losses.

          Availability = Run Time / Planned Production Time

          Performance

          Performance compares the actual output of equipment to its theoretical maximum output at optimal speed.

          Performance = (Ideal Cycle Time × Total Count) / Run Time

          Quality

          Quality represents the percentage of released material produced out of the total material produced.

          Quality = Good Count / Total Count

          Importance of OEE

          OEE is crucial for several reasons:

          1. It provides a comprehensive view of manufacturing productivity.
          2. It helps identify losses and areas for improvement.
          3. It serves as a benchmark for comparing performance across different equipment or production lines.
          4. It supports continuous improvement initiatives.

          Interpreting OEE Scores

          While OEE scores can vary by industry, generally:

          • 100% OEE is perfect production
          • 85% is considered world-class
          • 60% is fairly typical
          • 40% is low but not uncommon for companies just starting to measure OEE

          Benefits of Tracking OEE

          1. Identifies hidden capacity in manufacturing operations
          2. Reduces manufacturing costs
          3. Improves quality control
          4. Increases equipment longevity through better maintenance practices
          5. Enhances decision-making with data-driven insights

          Improving OEE

          To improve OEE, manufacturers can:

          1. Implement preventive maintenance programs
          2. Optimize changeover procedures
          3. Enhance operator training
          4. Use real-time monitoring systems
          5. Analyze root causes of downtime and quality issues
          6. Implement continuous improvement methodologies

          By focusing on OEE, manufacturers can significantly enhance their productivity, reduce waste, and improve their bottom line. It’s a powerful metric that provides actionable insights for optimizing manufacturing processes.

          The Effectiveness of the OEE Metric

          Utilizing the rubric:

          AttributeMeaningScoreWhat this means in My Organization
          RelevanceHow strongly does this metric connect to business objectives?5Empirically Direct – Data proves the metric directly supports at least one business objective – the ability to meet client requirements
          MeasurabilityHow much effort would it take to track this metric?3Medium – Data exists but in a variety of spreadsheets systems, minor collection or measurement challenges may exist. Will need to agree on what certain aspects of data means.
          PrecisionHow often and by what margin does the metric change?5Once we agree on the metric and how to measure it, it should be Highly Predictable
          ActionabilityCan we clearly articulate actions we would take in response to this metric?4Some consensus on action, and capability currently exists to take action. This metric will be used to drive consensus.
          Presence of BaselineDoes internal or external baseline data exist to indicate good/poor performance for this metric?3Baseline must be based on incomplete or directional data. Quite frankly, the site is just qualified and there will be a rough patch.

          This tells me this is a strong metric that requires a fair amount of work to implement. It is certainly going into the Metrics Plan.

          A Deeper Dive into Equipment Availability

          Equipment availability metric measures the proportion of time a piece of equipment or machinery is operational and ready for production compared to the total planned production time. It is a key component of Overall Equipment Effectiveness (OEE), along with Performance and Quality.

          This metric directly impacts production capacity and throughput with a high availability indicating efficient maintenance practices and equipment reliability. This metric helps identify areas for improvement in operations and maintenance.

          Definition and Calculation

          Equipment availability is expressed as a percentage and calculated using the following formula:

          Availability (%) = (Actual Operation Time / Planned Production Time) × 100

          Where:

          • Actual Operation Time = Planned Production Time – Total Downtime
          • Planned Production Time = Total Time – Planned Downtime

          For example, if a machine is scheduled to run for 8 hours but experiences 1 hour of unplanned downtime:

          Availability = (8 hours – 1 hour) / 8 hours = 87.5%Types of Availability Metrics

          Inherent Availability

          This metric is often used by equipment designers and manufacturers. It only considers corrective maintenance downtime.

          Inherent Availability = MTBF / (MTBF + MTTR)

          Where:

          • MTBF = Mean Time Between Failures
          • MTTR = Mean Time To Repair

          Achieved Availability

          This version includes both corrective and preventive maintenance downtime, making it more useful for maintenance teams.

          Achieved Availability = MTBM / (MTBM + M)

          Where:

          • MTBM = Mean Time Between Maintenance
          • M = Mean Active Maintenance Time

          Factors Affecting Equipment Availability

          1. Planned downtime (e.g., scheduled maintenance, changeovers)
          2. Unplanned downtime (e.g., breakdowns, unexpected repairs)
          3. Equipment reliability
          4. Maintenance strategies and effectiveness
          5. Operator skills and training

          Improving Equipment Availability

          To increase equipment availability, consider the following strategies:

          1. Implement preventive and predictive maintenance programs.
          2. Optimize changeover procedures and reduce setup times.
          3. Enhance operator training to improve equipment handling and minor maintenance skills.
          4. Use real-time monitoring systems to quickly identify and address issues.
          5. Analyze root causes of downtime and implement targeted improvements.
          6. Incorporate fault tolerance at the equipment design stage.
          7. Create asset-specific maintenance programs.

          Relationship to Other Metrics

          Equipment availability is closely related to other important manufacturing metrics:

          1. It’s one of the three components of OEE, alongside Performance and Quality.
          2. It’s distinct from but related to equipment reliability, which measures the probability of failure-free operation.
          3. It impacts overall plant efficiency and productivity.

          By focusing on improving equipment availability, manufacturers can enhance their overall operational efficiency, reduce costs, and increase production capacity. Regular monitoring and analysis of this metric can provide valuable insights for continuous improvement initiatives in manufacturing processes.

          To generate an equipment availability KPI in process manufacturing, you should follow these steps:

          Calculate Equipment Availability

          The basic formula for equipment availability is:

          Availability = Run Time / Planned Production Time

          Where:

          • Run Time = Planned Production Time – Downtime
          • Planned Production Time = Total Time – Planned Downtime

          For example, if a machine is scheduled to run for 8 hours, but has 1 hour of unplanned downtime:

          Availability = (8 hours – 1 hour) / 8 hours = 87.5%

          Track Key Data Points

          To calculate availability accurately, you need to track:

          • Total available time
          • Planned downtime (e.g. scheduled maintenance)
          • Unplanned downtime (e.g. breakdowns)
          • Actual production time

          Implement Data Collection Systems

          Use automated data collection systems like machine monitoring software or manufacturing execution systems (MES) to capture accurate, real-time data on equipment status and downtime.

          Analyze Root Causes

          Categorize and analyze causes of downtime to identify improvement opportunities. Common causes include:

          • Equipment failures
          • Changeovers/setups
          • Material shortages
          • Operator availability

          Set Targets and Monitor Trends

          • Set realistic availability targets based on industry benchmarks and your current performance
          • Track availability over time to identify trends and measure improvement efforts
          • Compare availability across equipment and production lines

          Take Action to Improve Availability

          • Implement preventive and predictive maintenance programs
          • Optimize changeover procedures
          • Improve operator training
          • Address chronic equipment issues

          Use Digital Tools

          Leverage technologies like IoT sensors, cloud analytics, and digital twins to gain deeper insights into equipment performance and predict potential failures.

          Planned Production Time

          Planned production time is the total amount of time scheduled for production activities, excluding planned downtime. It represents the time during which equipment or production lines are expected to be operational and producing goods. It can be rather tricky to agree on the exact meaning.

          Calculation

          The basic formula for planned production time is:

          Planned Production Time = Total Time – Planned Downtime

          Where:

          • Total Time is the entire time period being considered (e.g., a shift, day, week, or month)
          • Planned Downtime includes scheduled maintenance, changeovers, and other planned non-productive activities

          Components of Planned Production Time

          Total Time

          This is the full duration of the period being analyzed, such as:

          • A single 8-hour shift
          • A 24-hour day
          • A 7-day week
          • A 30-day month
          Planned Downtime

          This includes all scheduled non-productive time, such as:

          • Preventive maintenance
          • Scheduled breaks
          • Shift changes
          • Planned changeovers between batches
          • Cleaning and sanitation procedures

          Considerations for Batch Manufacturing

          In batch production, several factors affect planned production time:

          1. Batch Changeovers: Time allocated for switching between different product batches must be accounted for as planned downtime.
          2. Equipment Setup: The time required to configure machinery for each new batch should be included in planned downtime.
          3. Quality Checks: Time for quality control procedures between batches may be considered part of planned production time or planned downtime, depending on the specific process.
          4. Cleaning Procedures: Time for cleaning equipment between batches is typically considered planned downtime.
          5. Material Handling: Time for loading raw materials and unloading finished products between batches may be part of planned production time or downtime, based on the specific process.
          Example Calculation

          Let’s consider a single 8-hour shift in a batch manufacturing facility:

          • Total Time: 8 hours
          • Planned Downtime:
          • Scheduled breaks: 30 minutes
          • Equipment setup for new batch: 45 minutes
          • Cleaning between batches: 15 minutes

          Planned Production Time = 8 hours – (0.5 + 0.75 + 0.25) hours
          = 8 hours – 1.5 hours
          = 6.5 hours

          In this example, the planned production time for the shift is 6.5 hours.