Medical Device Prototyping – A Sometimes Viscous Cycle

I’ve talked quite a bit about the importance of prototyping in the past. I’m really appreciating the value of having (or not having) a prototype with the current medical device startup I’m working with. And let me say, that while having a prototype is very useful, having a prototype that is the wrong dimensions may be detrimental. I’ll explain.

This project stalled a couple months ago due to product design concepts. There were a couple of ideas presented on paper along with a 3D prototype that had missed the mark. So, we went back to the drawing board–literally. New thumbnail concepts and ideas were sketched. A few of these were tweaked and refined into 3D images on screen. Progress was being made, albeit much more slowly than I liked.

And then there was a positive turn in momentum, all based on a really smart idea. The contract manufacturer resource, for whom the industrial designer / mechanical engineer works, suggested building a 3D form model to scale in order to give the startup something to hold, versus conceptualizing via looking at computer screen and printed images. It was a great idea. The CM used a chunk of hard wax and machined the basic shape of the device. This was given to the startup, and the result was good. Really good. The wax model was updated a couple times, and before long the shape and size of the device had been determined.

Victory. A small one, but a victory nonetheless. Now the CAD work could focus on the shape. No more thumbnail sketches required. And now, I could hone in on some of the finer details, such as color (more details on this another time). Within a week or so, the crude wax model was turning into detailed, dimensioned design. For the first time in a long time, it felt like this project was moving forward.

It was then time to have another 3D prototype, this time to scale with exact dimensions. The timing of the prototype was discussed last week. It was to be ready Monday. I would review the prototype with the CM and designer and then take to the startup. This 3D prototype, while resembling the wax model, was off a little. And in the days leading up to the prototype build, I reviewed sketches on drawings, showing how everything would go together. It soon hit me that this prototype was bigger than the wax model. I started to realize there could be an issue.

After the meeting with the CM, I took the prototype to meet with the startup. Upon unveiling it, he stated “. . . the butt got big . . .” We couldn’t help but laugh. While the startup can be tough at times, he is nearly always fair. Plus, this is his product. The victory I felt after the wax model experience melted away. It now felt hollow and misguided. We now have to go back to do some overhaul of the design based on the impression left from the wax model. The startup was left with a certain impression about size and features the wax model help establish.

While 3D prototypes are pretty important to medical device product development, realize that they can also be detrimental, or at least damaging. Be sure that you communicate what the prototype is intended to convey. Be sure you are clear about the purpose of the prototypes. Realize that each prototype will leave a lasting impression. Be sure that the impression left is the one you have in mind.

 

Lack of Communication Leads to Project Death

Communication is so critical to medical device product development.

Communicate early. Communicate often.

Product Development Happens Because of Teamwork

Okay, the title does sound a little cliche. But it really is true.

As you might know based on recent posts, I’m neck deep engaged as project manager for a medical device startup. In the ~5 months since the project was initiated, it has felt like two completely different projects. This can be partially explained because of the transition from one product development phase into another. However, we’ve also had two different teams engaged.

Team 1 was pretty good. Yet we had one set of resources who kept their work close and didn’t share all that often. Plus, they weren’t really hearing what the customer (a.k.a. startup client who writes the checks) was saying. Team 1 was disbanded and new resources had to be found.

Team 2 has been much better. While we still have some of the same design challenges as Team 1, the resources have been very responsive and are listening to the customer. Plus, we are making progress and still have a decent shot at launching the product in 2013, despite being delayed for over 1 month during the team transition.

As project manager for both efforts, Team 2 has been easier to work with. Each team member is starting to get into the groove of what their role is. I have the dubious responsibility to help orchestrate and bring things together at key points during the project.

Ah, Medical Device Project Management

While updating project management activities for a medical device startup and updating blog posts, I decided to reflect back on past posts on the topic. What kind of medicine did I prescribe? And, am I taking any of it or ignoring the advice?

Here are some posts on the topic of medical device project management:

And maybe one of my favorites of my own writing (not to sound too narcissistic) is an oldie “Planning Is Constant”. This project is certainly a testament to that. Each week, sometimes each day, provides news, updates, twists, and turns that must be planned for and then repeated.

Medical Device Product Development Is Like Going to the Eye Doctor

Have you ever been to the optometrist for an eye exam and been posed with the question which is better? Then the optometrist flips a lens or two while you stare at an eye chart. Sometimes the letters get clearer, other times blurrier.

My latest medical device product development adventure feels sort of like an eye exam. For a few weeks, we have been back and forth and up and down on the design of a medical device. Do you like this one? How about this one?

Some days, it feels like we are getting a step or two closer to ironing out the design. Other days, further away.

While I so wish we would be able to narrow in and define the industrial design of the device, we are making progress on the electronics design and other components. Soon, it will all come together.

Medical Device Product Development – Keep It Simple

Is it possible for medical device product development to be simple? Remember this post from a couple months ago sharing efforts from Shift Labs and the Little Devices Group? Each of these groups are good examples of trying to keep it simple.

We are involved with a project that on the surface looked to be a keep it simple product development effort. However, today, I would suggest our medical device product development efforts are NOT that simple.

Do you think product development is simple for groups like Shift Labs and Little Devices Group?

Or is it more likely that these groups have committed to developing simple solutions and the product development process is just as trying as what we are going through right now?

Can medical device product development process be simple? I’d like to hear your thoughts.

Medical Device Startups – Keeping the Balance

Medical device startups need balance. Specifically, keeping quality, regulatory, manufacturing, product development, and business in order and harmony with one another is a challenge and a must.

Which one rules the medical device startup?

Trick question. None of the functional areas rule. The trick is to keep quality, regulatory, manufacturing, product development, and business in balance. And yes, it’s always a trick. And always shifting and requires adjustment. One day quality might have the ball. Another might be regulatory. And yet another, all functions might share it.

As a startup, keeping the balance is a frequent, often daily, challenge. I don’t possess the magic formula. I don’t have all the answers. Helping startups with this balance is a large part of what CQ does.

Don’t Shoot! I’m Just the Messenger.

A current product development project has me in a situation that is not very comfortable. A few weeks ago, the project needed to make a “pivot“. I was given the task of finding options. Meaning, I was tasked with finding product development resources who could assist with industrial design, mechanical engineering, electronics design, firmware, tooling, and manufacturing. As project manager for the startup medical device, this task was definitely within my scope. I tapped into my terrific network to try and figure out a path forward. The startup wanted a pretty quick turnaround for quotes. The startup was okay with having ballpark estimates to make a decision. But they wanted to make a decision as soon as possible; the project had already been delaued a few weeks.

I talked with probably a dozen resources. Some options were full turnkey. Others only addressed a particular functional area. I organized all into a matrix to ensure all areas of concern had been identified and to determine rough overall product development costs. I presented the options to the startup, who in turn asked me to provide and support my recommendations. Fine.

After making a decision, I then had the dubious responsibility of informing all the resource providers of the decisions. For most, this was a difficult message. I had to tell them that the startup chose to work with someone else.

And of course when these sources were told “no”, they wanted to know why. Was it cost? Was it schedule? Was it something else? Most took the decision pretty well–this is how the medical device product development business works. We have all been told that our firm was not selected. Others, though, got defensive and wanted detailed explanations. They wanted to schedule a meeting to better understand and have a chance to revise and so on.

I’ve been managing medical device product development projects for 15 years. I admit that delivering “bad news” is still tough for me. But it comes with the territory, like it or not. My job is to inform and communicate. Sometimes, I am just the messenger.

New Product Development – Why Start with a Clean Slate?

I’m currently providing project management services for a medical device startup. We recently encountered a “roadblock” requiring we find additional resources to move forward. I was able to reconnect with several capable options within my network for possible solutions. Nearly each resource I spoke with wanted to start at the beginning, basically with a clean slate and blank sheet of paper.

The thing is, this medical device project doesn’t need to start with a clean slate. In fact it should NOT for a couple reasons:

  • We’re developing a “me too” device. Yes, there are likely to be a few features and benefits which are unique to this product. But there is a ton of existing products in this space, including a couple identified as benchmarks.
  • The project actually started a few months ago. While we haven’t gotten too far, we have made progress. Let’s leverage and use as much as this progress as possible.
  • We have an aggressive yet realistic timeline to launch this device in 2013.

Thankfully, there were a couple potential resources who get it and want to minimize the research phase and get right into development. They realized and listened to what we were trying to say. We should make a final decision about the next resource(s) later this week. I assure you it will be those who we feel can pick up where we left off and help us get back on schedule as quickly as possible.

There are very few product development scenarios where you start with a clean slate and blank sheet of paper. Beg, borrow, and steal from other products and technologies. It’s very cliche, but don’t reinvent the wheel.

Playing Investor

For years, I have been an investor for inventors, entrepreneurs, and startups. No, I don’t write checks or provide capital. My investment comes in the form of pro bono time. I knew when I started my business in March 2007 that I wanted to work closely with early-stage ventures. And I learned just as quickly that many early-stage ventures are hungry for assistance yet often lack funding to compensate for it. This presented a bit of a dilemma. I had just started my business and needed income to take care of my family. Somehow, I had to find a balance.

Fortunately, I did. Through networking and connections, I was able to find a couple of well-funded medical device startups in need of project management and quality system services. Plus, I established a partnership with Anson Group to be a consultant on their bench, if and when needed. These engagements took care of my financial needs and allowed me some flexibility. I could now “invest” in a few early-stage ventures where capital was lacking.

Many asked me why I would do this. To me, the answer was simple. Not all good ideas have funding. Not all good resources are funded either. But the lack of funding did not mean these early stagers didn’t need a little help and guidance. I never claimed to have all the answers. But I was willing to review business plans, have a discussion over coffee, and help make a connection or two. I just wanted to give back–to pay it forward so to speak. Plus, I have been very fortunate to have willing and patient mentors throughout my career who invested their time in helping me every step along the way.

After doing this for a couple years, I began to notice a trend. I put the word out that I wanted to work with medical device inventors and entrepreneurs. And quite a few of these folks found me one way or another. However, I learned that many of these contacts were not as prepared as they should be, in my humble opinion. Many wanted me to do quite a bit of the heavy lifting. Many times, the scenario would repeat itself. Inventor contacted me asking for help, usually identifying market opportunities, regulatory pathway, estimate on time to market, and estimate of budget. I would spend a couple hours researching and provided feedback to inventor. Inventor took the information and never called again, I suspect because he/she wasn’t ready to do anything with the information and/or didn’t like my answers.

So one day, after having done this dozens of times, a light bulb went off for me. The questions and issues each of these inventors is many times the same. Yet, I often times got frustated because the inventor did not seem to be passionate enough to take the idea to the next step. I decided to develop a process for these requests and created a questionnaire called “Building the Business Case“. The process developed was this:

  • Inventor contacts me, seeking assistance
  • I send non-disclosure agreement and Building the Business Case questionnaire
  • Inventor returns NDA and questionnaire, completed as much as possible
  • I review the responses and set a time to follow-up with inventor to discuss next steps
We also wrote a whole blog series about the questions on Building the Business Case. After putting this in place, I was amazed by how many inventors and entrepreneurs were NOT willing to fill out the questionnaire. Keep in mind that these questions are pretty basic and pertain to the business opportunity. A completed questionnaire would be very helpful in writing a business plan. So implementing the process with the questionnaire became a filter, allowing me to more easily identify the inventors and entrepreneurs who are passionate about their ideas and willing to do some of the heavy lifting and homework required.
The process has been in place for a couple years. Yes, I still invest my time in early stage ventures. Yes, I’m still optimistic that one of these will take off and be the next big thing. Product development takes time. And not every idea will go through every phase and launch.

Low-Cost Medical Device Design

There appears to be an interesting, albeit still somewhat small, movement happening in the medical device industry. There are a few organizations emerging focusing on simple medical device design to solve real problems in under-served markets. We wrote about Jose Gomez-Marquez and the Little Devices Group finding low-cost solutions leveraging existing products and technologies to solve real medical problems.

I recently discovered another similar group called Shift Labs. Their mission is to make low-cost medical devices to help improve healthcare in low resource settings. I was especially intrigued by the low-cost drip clip device designed and prototyped by the Shift Labs team.  I’m also intrigued by this project because it appears as though they leveraged crowdfunding to fund some of their product development efforts.

And I think the Little Devices Group and Shift Labs are onto something. Not only for medical device product development for low resource markets. But also right here in the United States. With all the recent developments in this country, including increased regulation, medical device taxes, increasing cost of healthcare, and tighter investment funding, I think we will begin to see other organizations emerge and mimic the low-cost device and product development approach. I think we’ll see other inventors and entrepreneurs of medical device technologies leverage crowdfunding models to fund their efforts.

Medical Device Accelerator in Memphis, TN

The medical device industry has several geographic pockets. Memphis, TN is one of these, especially in orthopedics.

I recently read about this medical device accelerator located in Memphis called ZeroTo510. They seem to have all the key pieces for a medical device concept to get off the starting blocks. Part incubator, part educator, part investor, part mentor. The program is geared towards helping medical device inventors and entrepreneurs get to a FDA 510(k) submission, while providing guidance and direction along the way

While I have no idea how successful this program has been, the model is very intriguing. So much so that I wonder if something like this could be piloted in central Indiana.

Medical Device Product Development in 12 Months

Can it be done? I guess before you answer, it might be helpful for me to share a few more details.

  • Device is pretty clearly a class II with dozens of potential predicates.
  • This is essentially a “me too” product.
  • The project seems to be well-funded.
  • Product development has been outsourced to firms with expertise.

So do you think this medical device can be brought to market in 12 months time?

I believe so. Granted there isn’t much wiggle room in the schedule. And of course, there will be a FDA 510(k) submission involved. But getting this product ready for launch in a year seems feasible.

We had the project kickoff on November 26, 2012 and really got started the first part of December. So far, we have finished the planning phase, including definition of clear, objective design input requirements. The rest of the schedule is laid out. Yes, we all know that medical device product development is full of uncertainties and surprises.

I’ll keep you posted as to our progress along the way.

 

Medical Device Entrepreneurs Need to Start at the Beginning

But where is this? I guess because of the years of experience I have with medical device product development, I often times take the process too much for granted. This became a little evident to me the other day while talking with a medical device inventor / entrepreneur.

The inventor is an ER doctor who developed an idea for a novel solution to a problem he has had to treat a few times. I had the opportunity to hear the doctor speak at an event a couple weeks ago. He was very humble and apologized several times for being out of his element. But the doctor spoke very well, almost eloquently, about the issue. The audience was on the edge of their seats, listening intently. When it was time for Q&A, nearly half the audience threw their hand up to ask a question. I think the question and answer session lasted as long, maybe even longer than the presentation.

A few days afterward, I had a chance to connect with the inventor via email. He humbly admitted again that he was out of his element and wanted to know if I would be interested in talking to him. Of course. We had that first, semi in-depth conversation a couple days ago. I provided a high-level overview of medical device product development. And the doctor was very hungry for knowledge on this topic. He understood that we needed to start at the beginning and asked question after question to understand what this means and where the beginning actually begins.

It was actually very refreshing for me. Not always, but many times when working with inventors / entrepreneurs, they are more concerned about the end rather than starting at the beginning. Within the next couple weeks, I expect to have a face to face meeting with the doctor. He asked if we could use this time to review medical device product development process and discuss FDA Design Control regulations.

Pre-Market Notification Process for Medical Devices – A 510(k) Step by Step Example

Thanks again to Rob Packard for providing another guest post. Rob is a Regulatory Affairs and Quality Management System expert whose specialty is helping companies with regulatory submission of a Design Dossiers for CE Marking of high-risk Class III medical devices. You can read more of Rob’s work at QC is Dead and RA Review blogs. 

Thank you for reading my previous posting on Creo Quality, “CE Marking Process for Medical Devices – A Step by Step Example” from August 14th. This third posting in the series explains the process for obtaining US FDA Clearance for medium-risk Medical Devices.

For our example, we will be using the same hypothetical client for Jon to help.

Jon’s client called to say that they are now ready to tackle the US market. As with the Canadian and European markets, the US FDA considers cyanoacrylate a medical device when it is used as a topical adhesive. Jon’s first step is to determine the device classification. Jon’s client was considering asking the FDA to identify the classification of topical adhesives using the 513(g) submission process, but Jon had a free solution. Jon showed them my blog from September 11th (http://wp.me/p19REq-8E)—which conveniently used another topical adhesive as an example.

The information provided in my earlier blog identifies topical adhesives as a Class 2 device with the three-letter product code “MPN”. This product classification also gives Jon’s client additional options that are not available to all companies that are trying to achieve 510(k) clearance for the first time. Most new products can only achieve initial 510(k) clearance from the US FDA by submitting a “traditional” 510(k). This process is supposed to take 90 days—assuming there are no significant questions about the submission and there are no backlogs with the reviewer.

For some products, there are recognized consensus standards (i.e. – ISO Standards) that define the performance requirements for a medical device or a Special Controls document published by the FDA that identifies which performance Standards the FDA requires for a specific product classification. In the case of topical adhesives, the FDA has published a Special Controls document. When there is a Special Controls guidance document available, the company may submit an “Abbreviated 510(k)” instead of a Traditional 510(k). An Abbreviated 510(k) contains summaries of all the testing results required in the Special Controls document or in an ISO Standard recognized by the US FDA. Since all the required performance testing presented in an Abbreviated 510(k) is in accordance with a previously accepted standard, the FDA reviewer only has to verify that the performance testing identified in the Special Controls document or the ISO Standard has been completed and acceptance criteria have been met. Therefore, the reviewer needs less time and clearance can be achieved in 60 days—instead of 90 days.

In addition to Special Controls documents, the FDA also has guidance documents for other things, such as: “Format for Traditional and Abbreviated 510(k)s.” By following this document verbatim, Jon can avoid a lot of time-consuming questions from a reviewer that is having trouble finding the information they are looking for. If a section of the suggested format is not applicable, Jon knows that he should still include this section. However, he should indicate the reason why this section is not applicable in a brief paragraph (i.e. – a one page section).

As Jon reads through the Special Controls Guidance document, he realizes that a specific format for Abbreviated 510(k)’s is described for topical adhesives. Therefore, Jon modifies his normal template to match the FDA format for topical adhesive Abbreviated 510(k)’s. As Jon reads further, he realizes that there will be some additional testing required that his client may not have anticipated.

In the Special Controls document, there are several risks and recommended mitigation measures identified:

 

The risks of adverse tissue reaction, chemical burns, and infection have all been addressed by biocompatibility testing and sterility testing. Jon’s client also performed animal testing to identify any problems in a simulated use environment. However, the client did not perform any testing to specifically address unintentional bonding, wound dehiscence, applicator malfunction or delayed polymerization. Some of these questions were asked and answered during the CE Marking application process, but the client did not have formal protocols and test reports to address these risks.

Another difference between testing that Jon’s client performed in the past and the US FDA’s requirements for a 510(k) submission is the concept of a predicate device. Jon’s client needs to select a similar topical adhesive that received a 510(k). Ideally, a recent 510(k) should be selected because “old” technology may no longer be considered acceptable from a safety standpoint. In the case of topical adhesives, the applicator is one of the primary differences between legacy products and more recent 510(k) products. The most recent version of Surgiseal™ (see picture below) is an example of a new applicator for a monomeric, 2-octyl cyanoacrylate similar to the product Jon’s client is selling in Canada and Europe.

Jon’s client has a similar applicator design to the pictures above, and therefore Surgiseal is selected as the predicate device for this hypothetical 510(k) submission. For all the testing protocols that need to be created for this 510(k) submission, comparative testing is performed with a sample of Surgiseal and a sample of product made by Jon’s client. In each of these protocols, the acceptance criteria is performance “not worse than Surgiseal”.

In addition to completing the testing required for the 510(k) submission, Jon’s client also needs to add procedures to their Quality System to address unique US FDA requirements. Jon’s client already has a training procedure, but the data analysis procedure does not address the requirement for statistical techniques in 21 CFR 820.250. There are also requirements for maintaining a device master record (21 CFR 820.181), medical device reporting (21 CFR 803) and corrections/removals (21 CFR 806).

Jon’s client completed all of the required testing protocols comparing their new product with Surgiseal™ within 10 weeks. During this same period, Jon helped them to update their procedures to meet the FDA’s specific requirements that are not included in Canadian or European legislation or the ISO 13485 Standard. Finally, Jon’s client was ready to pay their fee for the 510(k) submission and submit the 510(k) for review. The FDA reviewer requested copies of a few of the reports that were summarized in the submission: biocompatibility testing reports, sterilization validation reports, and a usability report that was created to address human factors concerns related applicator malfunction and use errors. Each of these reports were provided by email within 24 hours of the request. The reviewer had no further questions, and the 510(k) clearance letter was issued within 55 days of initial receipt.

After receipt of the 510(k) clearance letter, Jon’s client registered with the FDA as a device manufacturer and specifications developer and began selling in the USA.