There is nothing that could be more exciting and fulfilling than being part of a dynamic training group that equips its organization to be a finely tuned workforce of scholars that embraces GMP as a business enabler. Unfortunately, rather than a graduate education in the pharmaceutics of regulations, our best and brightest are subjected to a mind-dulling deck of tired old PowerPoint slides. Truthfully, the problem is endemic, and here are the top 10 problems with GMP training:
1. The concepts are not applied to the real world. We herd the minions into the cafeteria and deliver the obligatory annual GMP training with total disrespect for what each employee does as part of her job every day.
2. Training topics are not strategic. The lack of the broader view of the state of the industry and regulatory enforcement trends keeps GMP training from being proactive or responsive to the changing regulatory environment.
3. Training is not data-driven. The topics selected are often disconnected from the problems at the site, as revealed at quality metric review forums.
4. Training is the ubiquitous excuse (read: punishment) for corrective and preventive action. The easy out is to say that a failure can be addressed by training without truly determining the root cause.
5. The training method is not effective. When everything from a step change to a total system redesign is handled by “read and understand,” it is difficult to distinguish between minor and really significant training topics.
6. The trainers are dreadfully boring. It’s amazing how much we devalue the importance of training, as evidenced by how little emphasis we place on the design and delivery skills of the people we put in those positions.
7. Lack of attendance is tolerated. When there is a conflict in one’s schedule, the training class is always the loser. Nothing ever happens if you don’t attend, because usually no one knows. No one really cares.
8. Leaders don’t go to training, either. It comes down to not really expecting leadership to be trained, as though there is some special dispensation with the privileged class. They certainly aren’t setting examples to follow.
9. The production manager’s priority is getting product out the door, not the skills and capability of his workers. In fact, he may be totally unaware of whether the workforce is getting the right training, or is even meeting individual training requirements.
10. Measurable improvement in skills and knowledge is not rewarded. We reward what we value, and training isn’t it.
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