CTPL runs that room. Seven quality-assurance programmes and a Make in India equipment range, from one accountable partner, at absolute parity with leading international providers — priced against the only unit that matters, the sterile tray.
That room is not new to us. Our directors have built it, at scale, long before they supplied it.
QMS Outsourcing, consumables, equipment, monitoring and compliance usually arrive on five contracts with five accountabilities. On audit day, none of them owns the finding.
One team designs the protocols, monitors adherence, holds the digital evidence, staffs the floor and supplies what it consumes.
The work does not disappear when the vendors do — someone still has to design, monitor, control, run and supply. In the Q-Suite, that someone is one accountable team. Take the single link that closes your gap, or the whole chain as one managed model.
Programmes set the standard. The equipment has to hold it.
Everything in the Q-Suite — the programmes, the people on your floor, the consumables they use, the evidence they generate — resolves to one unit. Not a monthly retainer, not a fixed roster: a rate against trays actually processed.
No obligation, and nothing changes on your floor until the scope and the rate are agreed in writing.
A deep-dive operational diagnostic of the department as it runs today — workflow, throughput, storage, and where the gaps actually are. Not as the SOP says it should be.
Which of the five programmes close your gaps, and which equipment the room needs to hold the standard. One programme or all five — you take what the diagnostic justifies.
A per-STU number set against your real tray volume, with the scope, the SLAs and the reporting written down beside it. One figure to put in front of finance.
The team lands, the SOPs go live, and the evidence starts accumulating from day one — so audit readiness is a state you are already in, not a week you brace for.