CPSR to QMSR Strategies for Medical Device MFGR

The FDA's transition from the long-standing Quality System Regulation (QSR) to the new Quality Management System Regulation (QMSR) represents a major shift in how medical device manufacturers are expected to structure and demonstrate their quality systems.

The QMSR aligns U.S. regulatory expectations with ISO 13485:2016, meaning compliance is no longer focused only on meeting procedural requirements, but on showing consistent, risk-based control of processes throughout the product lifecycle. This change reflects FDA's emphasis on global harmonization, stronger supplier oversight, and quality systems that can detect, prevent, and respond to risks proactively rather than reactively.

For manufacturers, this transition requires more than simply updating procedures-it involves reassessing how quality activities are linked, documented, governed, and communicated across the organization. Risk management must be embedded into daily decision-making, design control must clearly translate user needs into safe and effective products, and supplier quality systems must demonstrate real performance oversight, not just qualification paperwork. The shift also places greater weight on competency-based training, management accountability, and evidence that CAPAs and quality improvements are effective. When implemented correctly, the move to QMSR not only supports regulatory compliance but strengthens the organization's overall quality culture and operational maturity.

Why you should Attend:
Organizations that manufacture medical devices must now adapt to a new regulatory framework that places greater emphasis on risk-based control, global alignment, and demonstrated quality system effectiveness. Attending this webinar will help you understand exactly what is changing as the FDA transitions from QSR to QMSR, how these expectations compare to ISO 13485, and what practical steps your organization should take to update procedures, training, supplier oversight, and documentation. You will learn how to perform an effective gap assessment, prioritize changes, and develop an implementation roadmap that strengthens compliance without disrupting operations. If your goal is to transition confidently, avoid rework, and reduce the risk of future inspection findings, this session will provide the clarity and direction you need.

Areas Covered in the Session:
From QSR to QMSR: Practical Transition Strategies for Medical Device Manufacturers

• Brief Introduction (2-3 minutes)
• Purpose: Explain the transition from FDA 21 CFR 820 QSR to QMSR aligned with ISO 13485:2016
• Key message: The shift is not a rewrite of requirements-it is a shift toward harmonization, system maturity, and global alignment
• What is QMSR and Why the Shift? (8 minutes)
• Background of regulatory alignment efforts (FDA + Global Harmonization Task Group)
• QSR vs. ISO 13485: conceptual differences
• QSR: Prescriptive procedural compliance
• ISO 13485: Management system + risk-based process orientation
• Regulatory intent: Reduce variation, promote global consistency, improve supply chain oversight
• Compliance implication: QMSR expectations expect demonstrated process control, not documentation volume
• Key Areas of Change and Impact (10 minutes)
• Increased emphasis on risk management integrated throughout the QMS (ISO 14971 alignment)
• More structured management responsibility and performance monitoring requirements
• Supplier and external provider controls strengthened and formalized
• Clearer requirements for documented methods, validation, and rationale-based decision making
• Training programs must show competency, not just completion
• Conducting an Effective QSR - QMSR Gap Assessment (12 minutes)
• Start by mapping existing QMS architecture to ISO 13485 clause structure
• Identify where documentation exists vs. where operational evidence is required
• Determine the maturity of:
• Risk management integration into processes
• Design and development controls
• Supplier qualification and performance monitoring
• Complaint handling and post-market surveillance
• Evaluate cultural readiness for risk-based decision making
• Document gaps in terms of system, process, record quality, and competency
• Transition Strategy and Roadmap (15 minutes)
• Prioritize changes by compliance risk and operational value
• Redesign QMS structure to mirror ISO 13485 clause layout (recommended for ease of use)
• Update procedures:
• Combine overlapping SOPs
• Remove redundant instructions
• Define process ownership explicitly
• Training and Behavior Change
• Move staff from "follow steps" to "understand risk and rationale"
• Use case-based training for CAPA, design controls, and supplier management
• Supplier Quality Integration
• Create tiered supplier risk categories
• Implement ongoing supplier performance metrics
• Align incoming inspection & audit frequency to supplier performance
• Implementation sequencing (what to change first and what can wait)
• Demonstrating Readiness During Inspections (7-8 minutes)
• Inspectors will focus on evidence of process control, not just procedure existence
• Show traceability:
• Inputs - decisions - records - outcomes
• CAPA effectiveness must show trend reduction and prevention, not closure alone
• SMEs must speak to why controls are appropriate, not just where they are written
• Use structured front-room/back-room coordination to manage evidence and narrative consistency
• Final Review (3 minutes)
• Transition success depends on system alignment + risk-based thinking + competency development
• QMSR compliance is achievable with a staged, prioritized, structured approach
• Q&A

• Quality Assurance (QA)
• Quality Control (QC)
• Regulatory Affairs
• Manufacturing Operations / Production
• Technical Operations / MS&T
• Validation and Quality Engineering
• Supply Chain and Supplier Quality Management
• Laboratory Management / LIMS Administrators
• Clinical Quality (for organizations with GCP oversight)
• Documentation and Records Management
• Training and Competency/Qualification Teams
• Internal Audit / Compliance and Inspection Management Teams