{"id":12896,"date":"2026-11-04T06:35:27","date_gmt":"2026-11-04T06:35:27","guid":{"rendered":"https:\/\/caliberuniversal.com\/resources\/?p=12896"},"modified":"2026-11-04T10:48:50","modified_gmt":"2026-11-04T10:48:50","slug":"why-closing-quality-events-isnt-enough-in-pharma","status":"publish","type":"post","link":"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/","title":{"rendered":"Why Closing Quality Events Isn&#8217;t Enough in Pharma"},"content":{"rendered":"<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_89 counter-hierarchy ez-toc-counter ez-toc-custom ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">What\u2019s Inside<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #ffffff;color:#ffffff\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #ffffff;color:#ffffff\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/#The_Gap_Between_Quality_Event_Closure_and_Effective_Resolution\" >The Gap Between Quality Event Closure and Effective Resolution&nbsp;<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/#1_Too_Many_Hand-offs_Weaken_Accountability\" >1. Too Many Hand-offs Weaken Accountability&nbsp;<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/#2_Inconsistent_Risk_Assessment_Affects_Quality_Prioritisation\" >2. Inconsistent Risk Assessment Affects Quality Prioritisation&nbsp;<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/#3_Fragmented_Information_Makes_Investigations_More_Difficult\" >3. Fragmented Information Makes Investigations More Difficult&nbsp;<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/#4_Weak_Root_Cause_Analysis_Leads_to_Recurring_Issues\" >4. Weak Root Cause Analysis Leads to Recurring Issues&nbsp;<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/#5_Closure_Metrics_Do_Not_Always_Reflect_Quality_Effectiveness\" >5. Closure Metrics Do Not Always Reflect Quality Effectiveness&nbsp;<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/#6_Delayed_Escalation_Can_Leave_Critical_Risks_Unaddressed\" >6. Delayed Escalation Can Leave Critical Risks Unaddressed&nbsp;<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/#What_Metrics_Actually_Matter_in_Quality_Event_Management\" >What Metrics Actually Matter in Quality Event Management?&nbsp;<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/#Moving_Beyond_Quality_Event_Closure\" >Moving Beyond Quality Event Closure<\/a><\/li><\/ul><\/nav><\/div>\n\n<p class=\"wp-block-paragraph\">Increasing regulatory expectations, growing manufacturing complexity, expanding product portfolios, and the need to maintain consistent quality across sites make quality management increasingly demanding pharmaceutical manufacturers.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Quality events such as deviations, investigations, CAPAs, and other quality issues are an essential part of maintaining control over pharmaceutical operations. They help organisations identify problems, understand their causes, implement corrective actions, and prevent recurrence.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Most pharmaceutical companies have established processes and systems to manage these events. However, documenting and closing an event does not necessarily mean the underlying issue has been fully addressed.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">An investigation may be completed, a CAPA may be recorded, and an event may be formally closed. Yet similar issues can continue to occur when root causes are not adequately understood, corrective actions are ineffective, or lessons from previous investigations are not applied.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The real challenge is not simply managing quality events. It is ensuring that every event leads to meaningful investigation, effective corrective action, and organisational learning.<\/strong>&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" style=\"font-size:22px\"><span class=\"ez-toc-section\" id=\"The_Gap_Between_Quality_Event_Closure_and_Effective_Resolution\"><\/span><strong>The Gap Between Quality Event Closure and Effective Resolution<\/strong>&nbsp;<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A typical quality event can involve multiple functions, systems, and approval stages. Manufacturing may provide production information. Quality may assess the event. Engineering may review equipment data. Laboratories may provide test results. Other functions may contribute investigation findings or historical information.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Each contribution is important. However, when information is fragmented, responsibilities are unclear, or investigation practices vary across teams, the quality process can become difficult to manage consistently.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This can result in:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Multiple reviews and approval cycles&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Unclear ownership of investigations and actions&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Inconsistent risk assessments&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Repeated investigation activities&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Limited access to historical information&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Corrective actions that do not adequately address root causes&nbsp;<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The issue is not necessarily the absence of processes or technology. It is how effectively organisations manage the entire quality-event lifecycle, from identification to resolution and follow-up.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" style=\"font-size:22px\"><span class=\"ez-toc-section\" id=\"1_Too_Many_Hand-offs_Weaken_Accountability\"><\/span><strong>1. Too Many Hand-offs Weaken Accountability<\/strong>&nbsp;<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Quality events often involve several teams before an investigation is completed. Manufacturing, Quality, Engineering, and other functions may all need to contribute information, review findings, or approve actions.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When responsibilities are distributed without clearly defined ownership, accountability can become less clear. Different teams may assume that another function is responsible for progressing the investigation or following up on corrective actions.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The impact: Unclear ownership and fragmented investigations<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Important investigation activities may remain pending, follow-ups may be overlooked, and teams may find it difficult to establish who is accountable for specific actions.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>What should change?<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Each quality event should have clearly defined ownership, with responsibilities assigned across the investigation, review, approval, and CAPA stages.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Other functions should contribute their expertise, but accountability for coordinating the event and ensuring that actions are completed should remain clear.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This helps establish a more structured quality-event process without compromising the necessary reviews and approvals.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" style=\"font-size:22px\"><span class=\"ez-toc-section\" id=\"2_Inconsistent_Risk_Assessment_Affects_Quality_Prioritisation\"><\/span><strong>2. Inconsistent Risk Assessment Affects Quality Prioritisation<\/strong>&nbsp;<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Risk assessment is central to quality-event management. It helps organisations understand the potential impact of an event and determine the level of investigation and attention required.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">However, risk can be interpreted differently across sites, functions, or teams when assessment criteria are not consistently applied.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Severity, occurrence, and detectability may be assessed using different interpretations, resulting in different conclusions for similar events.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The impact: Inconsistent risk classification and prioritisation<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When risk assessments vary, organisations may struggle to compare events, establish common priorities, and ensure that critical issues receive appropriate attention.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This becomes particularly challenging for pharmaceutical manufacturers operating across multiple sites.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>What should change?<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Organisations should establish consistent risk definitions, assessment criteria, and documented procedures.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Clear assessment frameworks help teams evaluate events more consistently, identify significant risks, and determine appropriate investigation and escalation requirements.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" style=\"font-size:22px\"><span class=\"ez-toc-section\" id=\"3_Fragmented_Information_Makes_Investigations_More_Difficult\"><\/span><strong>3. Fragmented Information Makes Investigations More Difficult<\/strong>&nbsp;<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A quality event rarely exists in isolation. Understanding what happened may require information from manufacturing records, laboratory systems, equipment, previous investigations, procedures, and other sources.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When this information is distributed across multiple systems, investigators may need to spend considerable time searching for records, checking information, and assembling the required evidence.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The impact: Investigations become difficult to coordinate and substantiate<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Instead of focusing on understanding the event, teams spend time gathering information and reconciling records from different sources.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This can also make it difficult for reviewers to establish a complete picture of the event and its potential impact.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>What should change?<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Relevant event information should be accessible through a connected view.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Investigators and reviewers should be able to refer to associated records, historical events, supporting documents, and relevant process information without depending entirely on manual compilation.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Better information availability supports more thorough investigations and helps teams establish conclusions based on complete, traceable evidence.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" style=\"font-size:22px\"><span class=\"ez-toc-section\" id=\"4_Weak_Root_Cause_Analysis_Leads_to_Recurring_Issues\"><\/span><strong>4. Weak Root Cause Analysis Leads to Recurring Issues<\/strong>&nbsp;<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Identifying the root cause of a quality event requires a structured investigation. However, investigations can become repetitive when teams have limited access to previous investigations, historical root causes, and lessons learned.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Similar events may be investigated independently, even when the organisation has already encountered comparable issues.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In other cases, investigations may identify immediate causes without adequately examining the underlying factors that contributed to the event.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The impact: Repeated deviations and ineffective corrective actions<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When root causes are not adequately established, corrective actions may address the immediate symptoms rather than the underlying problem.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This increases the possibility of similar events recurring, despite previous investigations and CAPAs.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>What should change?<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Organisations should strengthen root cause analysis through structured investigation methodologies and access to historical quality information.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Previous investigations, identified root causes, corrective actions, and related events can provide useful context for new investigations.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Reusing this knowledge does not replace the need for a fresh investigation. It helps teams build on existing organisational knowledge rather than starting from scratch.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" style=\"font-size:22px\"><span class=\"ez-toc-section\" id=\"5_Closure_Metrics_Do_Not_Always_Reflect_Quality_Effectiveness\"><\/span><strong>5. Closure Metrics Do Not Always Reflect Quality Effectiveness<\/strong>&nbsp;<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Quality-event management is appropriately focused on compliance. Records need to be documented, reviewed, investigated, and closed according to established procedures.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">However, closure rates and investigation timelines alone do not necessarily indicate whether the underlying problem has been effectively addressed.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">An event can be formally closed while the corrective action remains ineffective or the same issue continues to occur.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The impact: Procedural completion can overshadow actual improvement<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Teams may focus on meeting closure timelines and completing documentation while giving less attention to the effectiveness of corrective actions and the possibility of recurrence.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>What should change?<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Organisations should evaluate more than the number of events closed.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Alongside closure rates and investigation cycle times, leaders should assess:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Whether root causes were adequately established.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Whether corrective and preventive actions addressed the identified causes.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Whether CAPA effectiveness checks demonstrated the intended outcome.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Whether similar events continued to occur.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Whether lessons learned were applied across relevant processes and sites.&nbsp;<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">A closed event is an important procedural outcome. Its effectiveness should ultimately be assessed by whether the issue has been adequately addressed.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" style=\"font-size:22px\"><span class=\"ez-toc-section\" id=\"6_Delayed_Escalation_Can_Leave_Critical_Risks_Unaddressed\"><\/span><strong>6. Delayed Escalation Can Leave Critical Risks Unaddressed<\/strong>&nbsp;<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Not every quality event requires immediate leadership involvement. However, events involving significant quality, product, or patient-safety risks need to reach the appropriate decision-makers according to established procedures.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When escalation depends entirely on manual review or individual judgement, important risk signals may not receive attention at the appropriate stage.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The impact: Critical issues may not receive timely attention<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Without defined escalation criteria, teams may struggle to identify which events require additional oversight, management involvement, or further assessment.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>What should change?<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Risk-based escalation rules should be established to identify events requiring additional attention.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Defined triggers can help route critical events to the appropriate owners and decision-makers, while ensuring that routine events continue through their normal workflows.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The objective is not to escalate everything. It is to ensure that significant quality risks receive the appropriate level of attention.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" style=\"font-size:22px\"><span class=\"ez-toc-section\" id=\"What_Metrics_Actually_Matter_in_Quality_Event_Management\"><\/span><strong>What Metrics Actually Matter in Quality Event Management?<\/strong>&nbsp;<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Evaluating quality-event management requires looking beyond the number of events initiated and closed.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Organisations should consider measures that reflect the effectiveness of investigations, corrective actions, and overall quality improvement.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Some useful measures include:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Investigation cycle time<\/strong> \u2013 How long does it take to complete an investigation and establish a sufficiently supported conclusion?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CAPA effectiveness rate<\/strong> \u2013 How often do implemented corrective and preventive actions achieve their intended outcomes?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Repeat deviation rate<\/strong> \u2013 Are similar events recurring despite previous investigations and corrective actions?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Overdue investigation and CAPA rate<\/strong> \u2013 Are investigation activities and assigned actions being completed within established timelines?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Root cause trends<\/strong> \u2013 Are recurring underlying issues being identified across departments, processes, or manufacturing sites?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Together, these measures provide a more meaningful view of quality-event performance and help organisations identify where their processes need improvement.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Moving_Beyond_Quality_Event_Closure\"><\/span>Moving Beyond Quality Event Closure<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Digital tools can make quality information easier to capture, organise, review, and access. However, technology alone does not guarantee effective quality-event management.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Organisations need to address the underlying process challenges alongside their technology investments.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This means establishing clear ownership, standardising risk assessment criteria, connecting relevant information, strengthening root cause investigations, monitoring CAPA effectiveness, and ensuring that significant risks are escalated appropriately.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A connected digital quality management system can support this approach by providing visibility into the quality-event lifecycle, maintaining traceable records, managing investigation workflows, and helping teams monitor corrective actions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong><a href=\"https:\/\/caliberuniversal.com\/solutions\/enterprise-platform-for-integrated-quality\/\">epiq by Caliber<\/a><\/strong> can help organisations bring greater structure and visibility to quality-event management, supporting the documentation, investigation, review, and tracking of quality events and associated actions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The objective is not simply to close quality events within defined timelines.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It is to ensure that issues are properly investigated, corrective actions are effective, and the knowledge gained from each event contributes to preventing recurrence.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Because in pharmaceutical quality management, the true measure of an effective quality event is not its closure. It is the organisation&#8217;s ability to learn from it, address its underlying causes, and prevent it from happening again.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Increasing regulatory expectations, growing manufacturing complexity, expanding product portfolios, and the need to maintain consistent quality across sites make quality management increasingly demanding pharmaceutical manufacturers.&nbsp; Quality events such as deviations, investigations, CAPAs, and other quality issues are an essential part of maintaining control over pharmaceutical operations. They help organisations identify problems, understand their causes, implement corrective actions, and prevent recurrence.&nbsp; Most pharmaceutical companies have established processes and systems to manage these events. However, documenting and closing an event does not necessarily mean the underlying issue has been fully addressed.&nbsp; An investigation may be completed, a CAPA may be recorded, and an event may be formally closed. Yet similar issues can continue to occur when root causes are not adequately understood, corrective actions are ineffective, or lessons from previous investigations are not applied.&nbsp; The real challenge is not simply managing quality events. It is ensuring that every event leads to meaningful investigation, effective corrective action, and organisational learning.&nbsp; The Gap Between Quality Event Closure and Effective Resolution&nbsp; A typical quality event can involve multiple functions, systems, and approval stages. Manufacturing may provide production information. Quality may assess the event. Engineering may review equipment data. Laboratories may provide test results. Other functions may contribute investigation findings or historical information.&nbsp; Each contribution is important. However, when information is fragmented, responsibilities are unclear, or investigation practices vary across teams, the quality process can become difficult to manage consistently.&nbsp; This can result in:&nbsp; The issue is not necessarily the absence of processes or technology. It is how effectively organisations manage the entire quality-event lifecycle, from identification to resolution and follow-up.&nbsp; 1. Too Many Hand-offs Weaken Accountability&nbsp; Quality events often involve several teams before an investigation is completed. Manufacturing, Quality, Engineering, and other functions may all need to contribute information, review findings, or approve actions.&nbsp; When responsibilities are distributed without clearly defined ownership, accountability can become less clear. Different teams may assume that another function is responsible for progressing the investigation or following up on corrective actions.&nbsp; The impact: Unclear ownership and fragmented investigations&nbsp; Important investigation activities may remain pending, follow-ups may be overlooked, and teams may find it difficult to establish who is accountable for specific actions.&nbsp; What should change?&nbsp; Each quality event should have clearly defined ownership, with responsibilities assigned across the investigation, review, approval, and CAPA stages.&nbsp; Other functions should contribute their expertise, but accountability for coordinating the event and ensuring that actions are completed should remain clear.&nbsp; This helps establish a more structured quality-event process without compromising the necessary reviews and approvals.&nbsp; 2. Inconsistent Risk Assessment Affects Quality Prioritisation&nbsp; Risk assessment is central to quality-event management. It helps organisations understand the potential impact of an event and determine the level of investigation and attention required.&nbsp; However, risk can be interpreted differently across sites, functions, or teams when assessment criteria are not consistently applied.&nbsp; Severity, occurrence, and detectability may be assessed using different interpretations, resulting in different conclusions for similar events.&nbsp; The impact: Inconsistent risk classification and prioritisation&nbsp; When risk assessments vary, organisations may struggle to compare events, establish common priorities, and ensure that critical issues receive appropriate attention.&nbsp; This becomes particularly challenging for pharmaceutical manufacturers operating across multiple sites.&nbsp; What should change?&nbsp; Organisations should establish consistent risk definitions, assessment criteria, and documented procedures.&nbsp; Clear assessment frameworks help teams evaluate events more consistently, identify significant risks, and determine appropriate investigation and escalation requirements.&nbsp; 3. Fragmented Information Makes Investigations More Difficult&nbsp; A quality event rarely exists in isolation. Understanding what happened may require information from manufacturing records, laboratory systems, equipment, previous investigations, procedures, and other sources.&nbsp; When this information is distributed across multiple systems, investigators may need to spend considerable time searching for records, checking information, and assembling the required evidence.&nbsp; The impact: Investigations become difficult to coordinate and substantiate&nbsp; Instead of focusing on understanding the event, teams spend time gathering information and reconciling records from different sources.&nbsp; This can also make it difficult for reviewers to establish a complete picture of the event and its potential impact.&nbsp; What should change?&nbsp; Relevant event information should be accessible through a connected view.&nbsp; Investigators and reviewers should be able to refer to associated records, historical events, supporting documents, and relevant process information without depending entirely on manual compilation.&nbsp; Better information availability supports more thorough investigations and helps teams establish conclusions based on complete, traceable evidence.&nbsp; 4. Weak Root Cause Analysis Leads to Recurring Issues&nbsp; Identifying the root cause of a quality event requires a structured investigation. However, investigations can become repetitive when teams have limited access to previous investigations, historical root causes, and lessons learned.&nbsp; Similar events may be investigated independently, even when the organisation has already encountered comparable issues.&nbsp; In other cases, investigations may identify immediate causes without adequately examining the underlying factors that contributed to the event.&nbsp; The impact: Repeated deviations and ineffective corrective actions&nbsp; When root causes are not adequately established, corrective actions may address the immediate symptoms rather than the underlying problem.&nbsp; This increases the possibility of similar events recurring, despite previous investigations and CAPAs.&nbsp; What should change?&nbsp; Organisations should strengthen root cause analysis through structured investigation methodologies and access to historical quality information.&nbsp; Previous investigations, identified root causes, corrective actions, and related events can provide useful context for new investigations.&nbsp; Reusing this knowledge does not replace the need for a fresh investigation. It helps teams build on existing organisational knowledge rather than starting from scratch.&nbsp; 5. Closure Metrics Do Not Always Reflect Quality Effectiveness&nbsp; Quality-event management is appropriately focused on compliance. Records need to be documented, reviewed, investigated, and closed according to established procedures.&nbsp; However, closure rates and investigation timelines alone do not necessarily indicate whether the underlying problem has been effectively addressed.&nbsp; An event can be formally closed while the corrective action remains ineffective or the same issue continues to occur.&nbsp; The impact: Procedural completion can overshadow actual improvement&nbsp; Teams may focus on meeting closure timelines and completing documentation while giving less attention to the effectiveness of corrective actions and the possibility of recurrence.&nbsp; What should change?&nbsp; Organisations should<\/p>\n","protected":false},"author":5,"featured_media":12897,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[112],"tags":[],"class_list":["post-12896","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manufacturing"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Why Closing Quality Events Isn&#039;t Enough in Pharma - Caliber Technologies Resources<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Why Closing Quality Events Isn&#039;t Enough in Pharma - Caliber Technologies Resources\" \/>\n<meta property=\"og:description\" content=\"Increasing regulatory expectations, growing manufacturing complexity, expanding product portfolios, and the need to maintain consistent quality across sites make quality management increasingly demanding pharmaceutical manufacturers.&nbsp; Quality events such as deviations, investigations, CAPAs, and other quality issues are an essential part of maintaining control over pharmaceutical operations. They help organisations identify problems, understand their causes, implement corrective actions, and prevent recurrence.&nbsp; Most pharmaceutical companies have established processes and systems to manage these events. However, documenting and closing an event does not necessarily mean the underlying issue has been fully addressed.&nbsp; An investigation may be completed, a CAPA may be recorded, and an event may be formally closed. Yet similar issues can continue to occur when root causes are not adequately understood, corrective actions are ineffective, or lessons from previous investigations are not applied.&nbsp; The real challenge is not simply managing quality events. It is ensuring that every event leads to meaningful investigation, effective corrective action, and organisational learning.&nbsp; The Gap Between Quality Event Closure and Effective Resolution&nbsp; A typical quality event can involve multiple functions, systems, and approval stages. Manufacturing may provide production information. Quality may assess the event. Engineering may review equipment data. Laboratories may provide test results. Other functions may contribute investigation findings or historical information.&nbsp; Each contribution is important. However, when information is fragmented, responsibilities are unclear, or investigation practices vary across teams, the quality process can become difficult to manage consistently.&nbsp; This can result in:&nbsp; The issue is not necessarily the absence of processes or technology. It is how effectively organisations manage the entire quality-event lifecycle, from identification to resolution and follow-up.&nbsp; 1. Too Many Hand-offs Weaken Accountability&nbsp; Quality events often involve several teams before an investigation is completed. Manufacturing, Quality, Engineering, and other functions may all need to contribute information, review findings, or approve actions.&nbsp; When responsibilities are distributed without clearly defined ownership, accountability can become less clear. Different teams may assume that another function is responsible for progressing the investigation or following up on corrective actions.&nbsp; The impact: Unclear ownership and fragmented investigations&nbsp; Important investigation activities may remain pending, follow-ups may be overlooked, and teams may find it difficult to establish who is accountable for specific actions.&nbsp; What should change?&nbsp; Each quality event should have clearly defined ownership, with responsibilities assigned across the investigation, review, approval, and CAPA stages.&nbsp; Other functions should contribute their expertise, but accountability for coordinating the event and ensuring that actions are completed should remain clear.&nbsp; This helps establish a more structured quality-event process without compromising the necessary reviews and approvals.&nbsp; 2. Inconsistent Risk Assessment Affects Quality Prioritisation&nbsp; Risk assessment is central to quality-event management. It helps organisations understand the potential impact of an event and determine the level of investigation and attention required.&nbsp; However, risk can be interpreted differently across sites, functions, or teams when assessment criteria are not consistently applied.&nbsp; Severity, occurrence, and detectability may be assessed using different interpretations, resulting in different conclusions for similar events.&nbsp; The impact: Inconsistent risk classification and prioritisation&nbsp; When risk assessments vary, organisations may struggle to compare events, establish common priorities, and ensure that critical issues receive appropriate attention.&nbsp; This becomes particularly challenging for pharmaceutical manufacturers operating across multiple sites.&nbsp; What should change?&nbsp; Organisations should establish consistent risk definitions, assessment criteria, and documented procedures.&nbsp; Clear assessment frameworks help teams evaluate events more consistently, identify significant risks, and determine appropriate investigation and escalation requirements.&nbsp; 3. Fragmented Information Makes Investigations More Difficult&nbsp; A quality event rarely exists in isolation. Understanding what happened may require information from manufacturing records, laboratory systems, equipment, previous investigations, procedures, and other sources.&nbsp; When this information is distributed across multiple systems, investigators may need to spend considerable time searching for records, checking information, and assembling the required evidence.&nbsp; The impact: Investigations become difficult to coordinate and substantiate&nbsp; Instead of focusing on understanding the event, teams spend time gathering information and reconciling records from different sources.&nbsp; This can also make it difficult for reviewers to establish a complete picture of the event and its potential impact.&nbsp; What should change?&nbsp; Relevant event information should be accessible through a connected view.&nbsp; Investigators and reviewers should be able to refer to associated records, historical events, supporting documents, and relevant process information without depending entirely on manual compilation.&nbsp; Better information availability supports more thorough investigations and helps teams establish conclusions based on complete, traceable evidence.&nbsp; 4. Weak Root Cause Analysis Leads to Recurring Issues&nbsp; Identifying the root cause of a quality event requires a structured investigation. However, investigations can become repetitive when teams have limited access to previous investigations, historical root causes, and lessons learned.&nbsp; Similar events may be investigated independently, even when the organisation has already encountered comparable issues.&nbsp; In other cases, investigations may identify immediate causes without adequately examining the underlying factors that contributed to the event.&nbsp; The impact: Repeated deviations and ineffective corrective actions&nbsp; When root causes are not adequately established, corrective actions may address the immediate symptoms rather than the underlying problem.&nbsp; This increases the possibility of similar events recurring, despite previous investigations and CAPAs.&nbsp; What should change?&nbsp; Organisations should strengthen root cause analysis through structured investigation methodologies and access to historical quality information.&nbsp; Previous investigations, identified root causes, corrective actions, and related events can provide useful context for new investigations.&nbsp; Reusing this knowledge does not replace the need for a fresh investigation. It helps teams build on existing organisational knowledge rather than starting from scratch.&nbsp; 5. Closure Metrics Do Not Always Reflect Quality Effectiveness&nbsp; Quality-event management is appropriately focused on compliance. Records need to be documented, reviewed, investigated, and closed according to established procedures.&nbsp; However, closure rates and investigation timelines alone do not necessarily indicate whether the underlying problem has been effectively addressed.&nbsp; An event can be formally closed while the corrective action remains ineffective or the same issue continues to occur.&nbsp; The impact: Procedural completion can overshadow actual improvement&nbsp; Teams may focus on meeting closure timelines and completing documentation while giving less attention to the effectiveness of corrective actions and the possibility of recurrence.&nbsp; What should change?&nbsp; Organisations should\" \/>\n<meta property=\"og:url\" content=\"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/\" \/>\n<meta property=\"og:site_name\" content=\"Caliber Technologies Resources\" \/>\n<meta property=\"article:published_time\" content=\"2026-11-04T06:35:27+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-11-04T10:48:50+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/caliberuniversal.com\/resources\/wp-content\/uploads\/sites\/2\/2026\/11\/Quality-Events-in-Pharma.png\" \/>\n\t<meta property=\"og:image:width\" content=\"828\" \/>\n\t<meta property=\"og:image:height\" content=\"604\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Marketing Team\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Marketing Team\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"8 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/why-closing-quality-events-isnt-enough-in-pharma\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/why-closing-quality-events-isnt-enough-in-pharma\\\/\"},\"author\":{\"name\":\"Marketing Team\",\"@id\":\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/#\\\/schema\\\/person\\\/30fe593b60493dbc31d4fa631c170a10\"},\"headline\":\"Why Closing Quality Events Isn&#8217;t Enough in Pharma\",\"datePublished\":\"2026-11-04T06:35:27+00:00\",\"dateModified\":\"2026-11-04T10:48:50+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/why-closing-quality-events-isnt-enough-in-pharma\\\/\"},\"wordCount\":1669,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/why-closing-quality-events-isnt-enough-in-pharma\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/wp-content\\\/uploads\\\/sites\\\/2\\\/2026\\\/11\\\/Quality-Events-in-Pharma.png\",\"articleSection\":[\"Manufacturing\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/why-closing-quality-events-isnt-enough-in-pharma\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/why-closing-quality-events-isnt-enough-in-pharma\\\/\",\"url\":\"https:\\\/\\\/caliberuniversal.com\\\/resources\\\/why-closing-quality-events-isnt-enough-in-pharma\\\/\",\"name\":\"Why Closing Quality Events Isn't Enough in Pharma - 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Caliber Technologies Resources","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"og_locale":"en_US","og_type":"article","og_title":"Why Closing Quality Events Isn't Enough in Pharma - Caliber Technologies Resources","og_description":"Increasing regulatory expectations, growing manufacturing complexity, expanding product portfolios, and the need to maintain consistent quality across sites make quality management increasingly demanding pharmaceutical manufacturers.&nbsp; Quality events such as deviations, investigations, CAPAs, and other quality issues are an essential part of maintaining control over pharmaceutical operations. They help organisations identify problems, understand their causes, implement corrective actions, and prevent recurrence.&nbsp; Most pharmaceutical companies have established processes and systems to manage these events. However, documenting and closing an event does not necessarily mean the underlying issue has been fully addressed.&nbsp; An investigation may be completed, a CAPA may be recorded, and an event may be formally closed. Yet similar issues can continue to occur when root causes are not adequately understood, corrective actions are ineffective, or lessons from previous investigations are not applied.&nbsp; The real challenge is not simply managing quality events. It is ensuring that every event leads to meaningful investigation, effective corrective action, and organisational learning.&nbsp; The Gap Between Quality Event Closure and Effective Resolution&nbsp; A typical quality event can involve multiple functions, systems, and approval stages. Manufacturing may provide production information. Quality may assess the event. Engineering may review equipment data. Laboratories may provide test results. Other functions may contribute investigation findings or historical information.&nbsp; Each contribution is important. However, when information is fragmented, responsibilities are unclear, or investigation practices vary across teams, the quality process can become difficult to manage consistently.&nbsp; This can result in:&nbsp; The issue is not necessarily the absence of processes or technology. It is how effectively organisations manage the entire quality-event lifecycle, from identification to resolution and follow-up.&nbsp; 1. Too Many Hand-offs Weaken Accountability&nbsp; Quality events often involve several teams before an investigation is completed. Manufacturing, Quality, Engineering, and other functions may all need to contribute information, review findings, or approve actions.&nbsp; When responsibilities are distributed without clearly defined ownership, accountability can become less clear. Different teams may assume that another function is responsible for progressing the investigation or following up on corrective actions.&nbsp; The impact: Unclear ownership and fragmented investigations&nbsp; Important investigation activities may remain pending, follow-ups may be overlooked, and teams may find it difficult to establish who is accountable for specific actions.&nbsp; What should change?&nbsp; Each quality event should have clearly defined ownership, with responsibilities assigned across the investigation, review, approval, and CAPA stages.&nbsp; Other functions should contribute their expertise, but accountability for coordinating the event and ensuring that actions are completed should remain clear.&nbsp; This helps establish a more structured quality-event process without compromising the necessary reviews and approvals.&nbsp; 2. Inconsistent Risk Assessment Affects Quality Prioritisation&nbsp; Risk assessment is central to quality-event management. It helps organisations understand the potential impact of an event and determine the level of investigation and attention required.&nbsp; However, risk can be interpreted differently across sites, functions, or teams when assessment criteria are not consistently applied.&nbsp; Severity, occurrence, and detectability may be assessed using different interpretations, resulting in different conclusions for similar events.&nbsp; The impact: Inconsistent risk classification and prioritisation&nbsp; When risk assessments vary, organisations may struggle to compare events, establish common priorities, and ensure that critical issues receive appropriate attention.&nbsp; This becomes particularly challenging for pharmaceutical manufacturers operating across multiple sites.&nbsp; What should change?&nbsp; Organisations should establish consistent risk definitions, assessment criteria, and documented procedures.&nbsp; Clear assessment frameworks help teams evaluate events more consistently, identify significant risks, and determine appropriate investigation and escalation requirements.&nbsp; 3. Fragmented Information Makes Investigations More Difficult&nbsp; A quality event rarely exists in isolation. Understanding what happened may require information from manufacturing records, laboratory systems, equipment, previous investigations, procedures, and other sources.&nbsp; When this information is distributed across multiple systems, investigators may need to spend considerable time searching for records, checking information, and assembling the required evidence.&nbsp; The impact: Investigations become difficult to coordinate and substantiate&nbsp; Instead of focusing on understanding the event, teams spend time gathering information and reconciling records from different sources.&nbsp; This can also make it difficult for reviewers to establish a complete picture of the event and its potential impact.&nbsp; What should change?&nbsp; Relevant event information should be accessible through a connected view.&nbsp; Investigators and reviewers should be able to refer to associated records, historical events, supporting documents, and relevant process information without depending entirely on manual compilation.&nbsp; Better information availability supports more thorough investigations and helps teams establish conclusions based on complete, traceable evidence.&nbsp; 4. Weak Root Cause Analysis Leads to Recurring Issues&nbsp; Identifying the root cause of a quality event requires a structured investigation. However, investigations can become repetitive when teams have limited access to previous investigations, historical root causes, and lessons learned.&nbsp; Similar events may be investigated independently, even when the organisation has already encountered comparable issues.&nbsp; In other cases, investigations may identify immediate causes without adequately examining the underlying factors that contributed to the event.&nbsp; The impact: Repeated deviations and ineffective corrective actions&nbsp; When root causes are not adequately established, corrective actions may address the immediate symptoms rather than the underlying problem.&nbsp; This increases the possibility of similar events recurring, despite previous investigations and CAPAs.&nbsp; What should change?&nbsp; Organisations should strengthen root cause analysis through structured investigation methodologies and access to historical quality information.&nbsp; Previous investigations, identified root causes, corrective actions, and related events can provide useful context for new investigations.&nbsp; Reusing this knowledge does not replace the need for a fresh investigation. It helps teams build on existing organisational knowledge rather than starting from scratch.&nbsp; 5. Closure Metrics Do Not Always Reflect Quality Effectiveness&nbsp; Quality-event management is appropriately focused on compliance. Records need to be documented, reviewed, investigated, and closed according to established procedures.&nbsp; However, closure rates and investigation timelines alone do not necessarily indicate whether the underlying problem has been effectively addressed.&nbsp; An event can be formally closed while the corrective action remains ineffective or the same issue continues to occur.&nbsp; The impact: Procedural completion can overshadow actual improvement&nbsp; Teams may focus on meeting closure timelines and completing documentation while giving less attention to the effectiveness of corrective actions and the possibility of recurrence.&nbsp; What should change?&nbsp; Organisations should","og_url":"https:\/\/caliberuniversal.com\/resources\/why-closing-quality-events-isnt-enough-in-pharma\/","og_site_name":"Caliber Technologies 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