Identifying inefficiencies: where time is wasted, where errors are introduced, and where the process creates risk
Diagnose regulatory operations processes using root cause analysis, categorize inefficiencies by type, and distinguish annoying inefficiencies from those that create compliance risk.
Identifying inefficiencies: where time is wasted, where errors are introduced, and where the process creates risk
Walk into any regulatory operations group, ask what is wrong with the submission process, and you will receive a flood of complaints. The IRB keeps sending things back. The CTMS does not match the regulatory binder. Amendments take three weeks longer than they should. The quality reviewer caught something the team missed. Everyone has a story.
I have learned, over many years of watching teams try to fix their own processes, that complaints are not diagnoses. A complaint says: this hurts. A diagnosis says: here is why it hurts, and here is what would change if we addressed the underlying cause. The distance between those two statements is the entire difference between frustration and improvement.
Last lesson we mapped processes — we made the work visible. This lesson we ask a harder question. Of everything we just made visible, what is actually wrong with it? Not what feels wrong. What can we prove is wrong, in a way specific enough that someone could fix it on Monday morning?
This is the diagnostic chapter of process improvement. The next lesson designs the cure. But you cannot design a cure for a misdiagnosed problem, and a remarkable amount of regulatory operations remediation effort is wasted treating symptoms while the root cause continues to generate new ones.
What you will learn
By the end of this lesson, you will be able to: