Corrective and preventive action (CAPA) is the backbone of any quality management system. It’s where problems get solved, risks get reduced, and processes become more robust. Yet in many organizations, CAPA has become little more than a documentation exercise.

Three years ago, I’d never heard the term biomedical equipment technician (BMET). I didn’t know the field of healthcare technology management (HTM) existed.

Digital transformation has stopped being a trend and become a condition for competitiveness.

The era of the unlimited, always-on, general-purpose AI agent is ending. Subscriptions weren’t priced for behavior that never sleeps, and a monthly plan burning thousands of dollars in computation was never going to survive the unit economics.

Software is eating the world, venture capitalist and entrepreneur Marc Andreessen famously declared in 2011. The ensuing 15 years proved him prescient.

Growth has a way of outpacing the quality systems built to support it: more products, more sites, more users, more regulatory requirements, and the quality team is expected to absorb all of it.

Nobody would get into a self-driving car simply because the door locks worked and the alarm system was functioning properly.

It can be surprisingly difficult for businesses to get accurate answers to questions about their own data. Often, the data live in different systems or aren’t easily accessible to employees without specific technical skills.

At Dozuki, our teams are constantly on the factory floor. We spend hundreds of hours every year walking production lines, sitting in breakrooms with operators, and standing alongside quality managers during high-stakes audits.

‘This product isn’t approved to be imported into this market,” says a customs official while reviewing the importation documentation.