A typical day at work involves prioritizing what’s deemed critical or time sensitive for the day; compliance related tasks are at the top of the list, and then CAPA, Exception, and / or Change Control action items are next. Most ongoing capital projects require me to perform some kind of daily coordination efforts amongst the different groups to keep the validation related deliverables on track.
What I’ve learned is that flexibility and ability and/or willingness to communicate are tied for being likely the most important skills. Not every situation can be responded to with the exact same approach; it takes critical though, and the weighing of the inputs, parameters, and details of what is considered critical to quality, and the business.
Management, by and large, has been in a state flux for the last several years, so there is always something new to adjust to; whether it be a management style, level of communication, priority management, etc.
My coworkers are professional, but we still work in our own silos for the most part. This is not much alignment of priorities; it’s more about making the numbers look good, or moving the needle, regardless if the numbers actually translate into best practices or what’s right for the site and/or Quality organization.
The hardest part of the job is dealing with and accepting the varying level of standards that are used within the facility (to gauge progress and acceptability) and the associated lack of accountability that is pervasive through all groups.