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:

Risk assessment
Thorough testing
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:

Process: The inherent ability of the process to prevent or control contamination
Equipment: The design and functionality of equipment to maintain closure
Operating Procedures: The practices and protocols followed by personnel
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:

Process:
- Optimize process parameters to minimize contamination risks
- Implement in-process controls to detect deviations
Equipment:
- Validate the design and functionality of SUS components
- Ensure proper integration of SUS with existing equipment
Operating Procedures:
- Develop and validate aseptic techniques for SUS handling
- Implement procedures for system assembly and disassembly
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.

Process controls
Equipment controls
Operating procedure controls
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.

Health of the Validation Program

In the Metrics Plan for Facility, Utility, System and Equipment that is being developed a focus is on effective commissioning, qualification, and validation processes.

To demonstrate the success of a CQV program we might brainstorm the following metrics.

Deviation and Non-Conformance Rates

Track the number and severity of deviations related to commissioned, qualified and validated processes and FUSE elements.
The effectiveness of CAPAs that involve CQV elements

Change Control Effectiveness

Measure the number of successful changes implemented without issues
Track the time taken to implement and qualify validate changes

Risk Reduction

Quantify the reduction in high and medium risks identified during risk assessments as a result of CQV activities
Monitor the effectiveness of risk mitigation strategies

Training and Competency

Measure the percentage of personnel with up-to-date training on CQV procedures
Track competency assessment scores for key validation personnel

Documentation Quality

Measure the number of validation discrepancies found during reviews
Track the time taken to approve validation documents

Supplier Performance

Monitor supplier audit results related to validated systems or components
Track supplier-related deviations or non-conformances

Regulatory Inspection Outcomes

Track the number and severity of validation-related observations during inspections
Measure the time taken to address and close out regulatory findings

Cost and Efficiency Metrics

Measure the time and resources required to complete validation activities
Track cost savings achieved through optimized CQV approaches

By tracking these metrics, we might be able to demonstrate a comprehensive and effective CQV program that aligns with regulatory expectations. Or we might just spend time measuring stuff that may not be tailored to our individual company’s processes, products, and risk profile. And quite frankly, will they influence the system the way we want? It’s time to pull out an IMPACT key behavior analysis to help us tailor a right-sized set of metrics.

The first thing to do is to go to first principles, to take a big step back and ask – what do I really want to improve?

The purpose of a CQV program is to provide documented evidence that facilities, systems, equipment and processes have been designed, installed and operate in accordance with predetermined specifications and quality attributes:

To verify that critical aspects of a facility, utility system, equipment or process meet approved design specifications and quality attributes.
To demonstrate that processes, equipment and systems are fit for their intended use and perform as expected to consistently produce a product meeting its quality attributes.
To establish confidence that the manufacturing process is capable of consistently delivering quality product.
To identify and understand sources of variability in the process to better control it.
To detect potential problems early in development and prevent issues during routine production.

The ultimate measure of success is demonstrating and maintaining a validated state that ensures consistent production of safe and effective products meeting all quality requirements.

Focusing on the Impact is important. What are we truly concerned about for our CQV program. Based on that we come up with two main factors:

The level of deviations that stem from root causes associated with our CQV program
The readiness of FUSE elements for use (project adherence)

Reducing Deviations from CQV Activities

First, we gather data, what deviations are we looking for? These are the types of root causes that we will evaluate. Of course, your use of the 7Ms may vary, this list is to start conversation.

Means	Automation or Interface Design Inadequate/Defective	Validated machine or computer system interface or automation failed to meet specification due to inadequate/defective design.
Means	Preventative Maintenance Inadequate	The preventive maintenance performed on the equipment was insufficient or not performed as required.
Means	Preventative Maintenance Not Defined	No preventive maintenance is defined for the equipment used.
Means	Equipment Defective/Damaged/Failure	The equipment used was defective or a specific component failed to operate as intended.
Means	Equipment Incorrect	Equipment required for the task was set up or used incorrectly or the wrong equipment was used for the task.
Means	Equipment Design Inadequate/Defective	The equipment was not designed or qualified to perform the task required or the equipment was defective, which prevented its normal operation.
Media	Facility Design	Improper or inadequate layout or construction of facility, area, or work station.
Methods	Calibration Frequency is Not Sufficient/Deficiency	Calibration interval is too long and/or calibration schedule is lacking.
Methods	Calibration/Validation Problem	An error occurred because of a data collection- related issue regarding calibration or validation.
Methods	System / Process Not Defined	The system/tool or the defined process to perform the task does not exist.

Based on analysis of what is going on we can move into using a why-why technique to look at our layers.

Why 1	Why are deviations stemming from CQV events not at 0% Because unexpected issues or discrepancies arise after the commissioning, qualification, or validation processes Success factor needed for this step: Effectiveness of the CQV program Metric for this step: Adherence to CQV requirements
Why 2 (a)	Why are unexpected issues arising after CQV? Because of inadequate planning and resource constraints in the CQV process. Success Factor needed for this step: Appropriate project and resource planning Metric for this Step: Resource allocation
Why 3 (a)	Why are we not performing adequate resource planning? Because of the tight project timelines, and the involvement of multiple stakeholders with different areas of expertise Success Factor needed for this step: Cross-functional governance to implement risk methodologies to focus efforts on critical areas Metric for this Step: Risk Coverage Ratio measuring the percentage of identified critical risks that have been properly assessed and and mitigated through the cross-functional risk management process. This metric helps evaluate how effectively the governance structure is addressing the most important risks facing the organization.
Why 2 (b)	Why are unexpected issues arising after CQV? Because of poorly executed elements of the CQV process stemming from poorly written procedures and under-qualified staff. Success Factor needed for this step: Process Improvements and Training Qualification Metric for this Step: Performance to Maturity Plan

There were somethings I definitely glossed over there, and forgive me for not providing numbers there, but I think you get the gist.

So now I’ve identified the I – How do we improve reliability of our CQV program, measured by reducing deviations. Let’s break out the rest.

	Parameters	Executed for CQV
IDENTIFY	The desired quality or process improvement goal (the top-level goal)	Improve the effectiveness of the CQV program by taking actions to reduce deviations stemming from verification of FUSE and process.
MEASURE	Establish the existing Measure (KPI) used to conform and report achievement of the goal	Set a target reduction of deviations related to CQV activities.
Pinpoint	Pinpoint the “desired” behaviors necessary to deliver the goal (behaviors that contribute successes and failures)	Drive good project planning and project adherence. Promote and coach for enhanced attention to detail where “quality is everyone’s job.” Encourage a speak-up culture where concerns, issues or suggestions are shared in a timely manner in a neutral constructive forum.
ACTIVATE the CONSEQUENCES	Activate the Consequences to motivate the delivery of the goal (4:1 positive to negative actionable consequences)	Organize team briefings on consequences Review outcomes of project health Senior leadership celebrate/acknowledge Acknowledge and recognize improvements Motivate the team through team awards Measure success on individual deliverables through a Rubric
TRANSFER	Transfer the knowledge across the organization to sustain the performance improvement	Create learning teams Lessons learned are documented and shared Lunch-and-learn sessions Create improvement case studies

From these two exercises I’ve now identified my lagging and leading indicators at the KPI and the KBI level.

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

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.
Cost Management: Estimating, budgeting, monitoring and controlling costs for engineering projects and operations. This helps ensure projects deliver value and stay within budget constraints.
Organization and Control: Establishing clear organizational structures, roles and responsibilities for engineering activities. Implementing monitoring and control mechanisms to track performance.
Innovation and Continual Improvement: Fostering a culture of innovation and continuous improvement in engineering processes and systems.
Lifecycle Management: Applying consistent processes for change management, issue management, and document control throughout a system’s lifecycle from design to decommissioning.
Project Management: Following structured approaches for planning, executing and controlling engineering projects.
Design Practices: Applying systematic processes for requirements definition, design development, review and qualification.
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)

Introduction
1.1 Purpose
1.2 Scope
1.3 Definitions
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)
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
Deliverables
4.1 GEP Documentation
4.2 Risk Assessments
4.3 Change Records
4.4 Training Records
4.5 Audit Reports
Roles and Responsibilities
5.1 Engineering
5.2 Quality
5.3 Operations
5.4 Other Stakeholders
EQP Implementation
6.1 Establishing the EQP
6.2 Maintaining the EQP
6.3 Continuous Improvement
References
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.

Aspect	Bow-Tie	PHA (Preliminary Hazard Analysis)	FMEA (Failure Mode and Effects Analysis)	HACCP (Hazard Analysis and Critical Control Points)
Primary Focus	Visualizing risk pathways	Early hazard identification	Potential failure modes	Systematically identify, evaluate, and control hazards that could compromise product safety
Timing in Process	Any stage	Early development	Any stage, often design	Throughout production
Approach	Combines causes and consequences	Top-down	Bottom-up	Systematic prevention
Complexity	Moderate	Low to moderate	High	Moderate
Visual Representation	Central event with causes and consequences	Tabular format	Tabular format	Flow diagram with CCPs
Risk Quantification	Can include, not required	Basic risk estimation	Risk Priority Number (RPN)	Not typically quantified
Regulatory Alignment	Less common in pharma	Aligns with ISO 14971	Widely accepted in pharma	Less common in pharma
Critical Points	Identifies barriers	Does not specify	Identifies critical failure modes	Identifies Critical Control Points (CCPs)
Scope	Specific hazardous event	System-level hazards	Component or process-level failures	Process-specific hazards
Team Requirements	Cross-functional	Less detailed knowledge needed	Detailed system knowledge	Food safety expertise
Ongoing Management	Can be used for monitoring	Often updated periodically	Regularly updated	Continuous monitoring of CCPs
Output	Visual risk scenario	List of hazards and initial risk levels	Prioritized list of failure modes	HACCP plan with CCPs
Typical Use in Pharma	Risk communication	Early risk identification	Detailed risk analysis	Product Safety/Contamination Control

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