A MESSAGE FROM THE EXECUTIVE DIRECTOR Nancy Chobin ...

CRITERION
JA NUA RY 2004 “The Off icial Newsletter of the CBSPD, Inc.” VOLUME 9, I SSUE 1
A MESSAGE FROM THE EXECUTIVE DIRECTOR
Nancy Chobin, RN, CSPDM
Congratulations to all the new Certified personnel, including the 423 members who received reciprocal certification
from the New Jersey Healthcare Central Service Association, California Central Service Association, Department
of Veterans Affairs, IAHCSMM and Houston, TX area. We welcome you to the CBSPD.▲
During 2003, the CBSPD offered its first certification
examination in Mexico City. Forty
four candidates sat for the exam and 82%
passed. The certification process is being
sponsored by 3M Mexico. In July, a ceremony
was held to recognize the 39 students who
successfully completed the Central Service
training course. Physicians, nurses and 3M
executives were present. It was a joyful day
and I was honored to be present to witness
this event.
A second group sat for the October exam. In
The 39 students who completed the CS training course sponsored by 3M Mexico
2004, the CBSPD will assist Bogota, Colombia
to start certification. Initial talks were held with representatives from Japan at the ASHCSP Annual Meeting in
Grand Rapids, MI. ▲
The CBSPD Board met in New Jersey in December (during a
blizzard). The Board members bravely traveled to New Jersey
and weathered the storm. Congratulations to all the Board
Members! The CBSPD said goodbye to Pat Barnett who was
the Manager representative. She was presented with a Plaque
of Appreciation for her service. She will continue to write for
the Criterion Newsletter. The Board welcomed newly elected
members Karen Santos of Connecticut (Manager representative),
Barbara Aldeman of Iowa (Department of Veterans’ Affairs
representative), Lori Stratton of Vermont (Surgical Instrument
Technician Representative) and Lanfrey Funches of
Georgia (Technician Representative). The Board Members
were taken on a site visit to the Chauncey Group International’s
headquarters in Princeton and met with the Chauncey
staff. The CBSPD Board was impressed with the services
provided by the Chauncey Group and felt the trip was very
worthwhile.
Congratulations to Pat Barnett (left) (previous Manager representative)
who was presented with a plaque for her service
to the CBSPD, by Nancy Cho bin (ri ght)
Continued on Next Page
AAMI Update: Pg. 2 Ask Pat!: Page 6
What’s Inside… Board Member Thoughts: Pg. 3 Inservice: Supply Distribution Systems: Pg. 6
Continuing Ed. Report: Pg. 5

Message from Nancy Chobin Cont.
In New Jersey, we continue to wait for the mandatory certification to take effect. The CBSPD is going to concentrate
on bringing to focus the importance of the Sterile Processing Profession and to continue to push for
mandatory certification nationwide with realistic salaries for this very important job. The Board believes that
the only way we will get respect for our profession is to do it ourselves. We need to actively promote sterile
processing as a worthy profession. After all, what facility can function without us? ▲
I would like to encourage you to submit articles or notices to this Newsletter. It is your Newsletter. We would
love to hear from you about what is going on at your facility. E-mail the information to us at: CBSPD@att.net.
The deadline for the next Newsletter is June 1, 2004. ▲
On behalf of the Board of Directors I wish all you Happy Holidays and a Healthy and Happy 2004!
AAMI UPDATE (Association for the Advancement of Medical
Instrumentation)
• ST-46 (Steam Sterility and Sterility Assurance for Health Care Facilities) document has been updated and is
available. This is an excellent document and should be the “Bible” for all processes in SPD.
• TIR-12 – This is a new document in which manufacturers will be given guidance as to what information
we (end users) need to process their reusable items. Nancy Chobin serves as Co-Chair of this Committee.
• Rigid Container and Organizing Case Document - this document currently under development – will give
guidance to manufacturers of rigid containers and organizing cases as to how to manufacture them (e.g.
type of handles), weight, material of construction, cleaning and sterilization instructions, etc. A special
meeting is scheduled for January 14, 2004 to continue work on this important document. Look for major
changes in instructions in processing devices in containers and/or organizing cases as a result of this
document.
• Chemical Sterilants – this document is being updated and revised. A special water quality addendum will
be included. The water quality will include standards for water used for cleaning, rinsing, etc. This document
will impact on most facilities.
• ST-79 – AAMI is coordinating all the steam documents into one large compendium called ST-79. It will
include ST-46, ST35 (Decontamination), ST-33 (Flash Sterilization) and ST-37 (Rigid Containers). This is a major
task and the work is continuing. Once this document is available, the other documents will be phased
out (as individual purchases).
For more information on AAMI publications, visit their web site at: www.aami.org. If your hospital or a
member of your BioMedical Department is a member of AAMI you can purchase their publications at a discount.
▲
In Memoriam—The CBSPD sadly announces the passing of Arleen Capati, CSPDT, a long time
member. Arleen lived and worked in New Jersey and held several positions in SPD; the last being SPD Manager
at Monmouth Medical Center, Long Branch, NJ. Arleen will be remembered for her wonderful sense of
humor and extensive knowledge of surgical instrumentation. She will be deeply missed. ▲
THANK YOU NEW JERSEY HEALTHCARE CENTRAL SERVICE ASSOCIATION. The CBSPD announced
a donation of $5,000 from the New Jersey Healthcare Central Service Association. The group has
been a long time supporter of certification with contributions over the years totaling over $50,000! The funds
will be used to support new credentials being considered. The Board greatly appreciates the continued support
of the NJHCSA. ▲
Continued on Next Page
January 2004 Criterion - Page 2

NOCA Meeting—Nancy Chobin and Past
Board Member Peggy Ryan attended the Annual National
Organization for Competency Assurance meeting
in Orlando in November. The focus of this meeting
was on security and re-certification criteria. The
CBSPD Board is looking to make some changes in
both areas. ▲
THE CBSPD EXECUTIVE
COMMISSIONERS
(NON-VOTING)
Nancy Chobin, RN, CSPDT, CSIT, CSPDS, CSPDM,
Executive Director
Teckla Ann Maresca, LPN, CSPDT, CSIT, CSPDS,
CSPDM, Executive Commissioner, Chair CEU Committee
Sue McManus, RN, CEH, CSPDT, CSIT, CSPDS, CSPDM, Executive Commissioner, Board Liaison,
Chairperson Item Writing & Item Review Committee
Nora Wikander, RN, CSPDT, CSIT, CSPDS, CSPDM, Executive Commissioner, Co-Chair CEU Committee
M. Eleanor Reilly, B.S.N., CSPDT, CSIT, CSPDS, CSPDM, Board Member Emeritus
Bobby Osburn, CSPDM, Dept of Veteran’s Affairs Representative
Martha Young, CSPDT, International Liaison Representative
CBSPD VOTING BOARD
Karen Santos, LPN, CSPDM, Manager Representative
Barbara Leigh, CSPDS, Supervisor Representative
Lanfrey Funches, CSPDT, Technician Representative
Lori Stratton, CSIT, CSPDT, Surgical Instrument Technician Representative
Barbara Aldeman, Veteran’s Affairs Representative
Paul Letersky, B.A., J.D., Public Member
Nancy Chobin (left); Peggy Ryan (center) ; Sue McManus (right) attending
the ASHCSP meeting in Grand Rapi ds, MI.
Some Thoughts From Our New Board Members
Lanfrey Funches—CSPDT, Technician Representative: My name is Lanfrey Funches and I hold the Certified
Technician position on the CBSPD Board of Directors. I would like to say thanks to everyone that voted for
me. For those that don’t know me, I have been working in Sterile Processing for 10 years. At the present time
I’m the second shift Lead Tech at Athens Regional Medical Center in Athens, GA. I would say at my first
board meeting I learned a lot about what goes into the making of SPD Certification Exams. I would like to say
thanks to everyone at CBSPD, Inc. and the Chauncey Group. I would like to encourage everyone to run for a
position on the Board of Directors at some point or another. I would like to wish everyone Happy Holiday’s
and a Happy New Year. I can’t wait for the next meeting. Thank you. ▲
Continued on Next Page
January 2004 Criterion - Page 3

Board Thoughts Cont.
Lori Stratton—CSIT, CSPDT, Surgical Instrument Technician Representative: Hi, my name is Lori Stratton
and I was elected to the Board of Directors for the CBSPD this year. I represent the Certified Surgical Instrument
Technicians spot on the Board. I live in northern VT in a small rural town just a few miles from the Canadian
border. It is a very beautiful area year round. I have just returned from my first BOD meeting held in
Flemington, NJ. It just happened to also be during the biggest blizzard the area had seen in quite a few years.
Even by VT standards it was a LOT of snow! We did not let that keep us from the business at hand though. I
have to say this it was a wonderful experience. Being in the same room with some of the heavy hitters in our
area of work was really something. To be able to share in the exchange of information and to also be able to
draw on the expertise of everyone on the board was quite exciting. I must admit that I was unaware of the
amount of work and hours that go into the development of one exam! The dedication and tireless effort that
this board exhibits is camaraderie at its best. I feel very fortunate and humbled to be able to serve for such an
amazing and outstanding group of people and the Certification Board they represent. I rate my first BOD
meeting a 10+. ▲
Karen Santos—LPN, CSPDM, Manager Representative: My
name is Karen Santos. I am a LPN and CSPDM, employed as the
Team Leader/Manager of Central Service at Connecticut Children’s
Medical Center, a 110 bed pediatric hospital in Hartford,
CT. My C.S. career began in 1979 as a C.S. Aide. In 1986 I was
promoted to the Manager’s position and have worked in several
CT hospitals in this position. I have been active in the CT Central
Service Association, serving in all board positions.
Certification began for me through CBSPD (at the time it was
NICHSPDP) in 1990 as a Technician. In 1996 I became certified
as a Manager, with re-certification in 2001. Having been in this
career for so long, I can remember back in 1986 when Nancy
Chobin made the announcement at the ASHCSP annual meeting
held in Hartford that certification was indeed going to become a
reality. I am proud to be able to be a part of this organization,
serving as the Manager representative on the CBSPD Board of
Directors, as well as a member of the Item Review Committee.
The first BOD meeting for me was held on December 5 & 6, 2003. Despite the winter storm, it was a very busy
and productive two days. We traveled to Chauncey International to meet with the staff responsible for preparing
and administering the certification exams. Here we learned the process they use starting with preparation
of the exam all the way through the scoring and statistical analysis after the exam is administered. The
exam does not stop with the final scoring. All questions are individually looked at during the final analysis
for number of candidates answering correctly vs. not correctly, etc. It is difficult to imagine just how much
goes into this whole process. We also were made aware of the amount of security the company maintains
both at their site as well as the test sites throughout the country on the day of the exam.
Other highlights of the meeting included reporting of the test statistics for the last three exams given and those
re-certifying; our affiliation with the ASHCSP; our prestigious recognition by NOCA; and expansion of certification
through CBSPD into several countries including Mexico and South America.
Most of all, what I am learning is how unbelievably dedicated our Executive Director Nancy Chobin is to this
organization. Her visions of the future for CBSPD are endless and with her diligence I have no doubt she will
achieve them all. She and her executive committee members, Sue McManus, Tam Maresca and Nora Wikander,
all volunteer their time to the CBSPD in addition to their full time hospital positions and family commitments.
They are to be commended for their dedication. ▲
January 2004 Criterion - Page 4

REPORT OF THE CONTINUING EDUCATION COMMITTEE
Teckla Ann Maresca, LPN, CSPDM
Nora Wikander, RN, CSPDM
The Continuing Education Committee has reviewed all inservices and programs submitted requesting contact
hour approval. There have been 1,062 individual inservice approvals; 189 for CS Association Seminars, 54
Corporate inservices and 5 Newsletter approvals over the past year.
The Committee continues to experience problems with programs and inservices not being submitted in a
timely manner. In addition, due to the large volume of CEU requests, the Committee will review any requests
that are over 6 months old. The number of individuals who are submitting large numbers of inservices over 1-
2 years old is significant. There have also been non-approvals of CEUs because the topic was not relevant to
the exam content outline.
The Committee is concerned regarding the validity of using CEUs to verify an individual’s competency for recertification
and ask that the Board of Directors re-evaluate this process. ▲
SUE MCMANUS RECEIVES AWARD
ASHCSP President Rose Seavey (left) and ASHCSP Board Member Etta
Bushong (center) presenting the Bill Dennis Huma nitarian Award to Sue
McManus (right) in October 2003.
At the American Society for Healthcare Central
Service Professionals’ Annual Meeting and Conference
in Grand Rapids, MI, Sue McManus, RN,
CSPDM, was awarded the first Bill Dennis Humanitarian
Award. Sue has been a Board Member
of the CBSPD since 1995 and has been the Item Review
(Test Development) Liaison since 1991. Sue’s
personal and professional achievements, including
her many humanitarian contributions, were recognized
by conferring this award on her. It is fitting
that Sue received the award since both she and Bill
Dennis are from North Carolina. Both past president
of NCAHCSP and the ASHCSP, Bill Dennis
was a longtime ASHCSP member who died suddenly
in 2001. The CBSPD is proud of Sue’s receipt
of this prestigious award. ▲
**REMINDER TO ALL UPCOMING APRIL RE-CERTS**
Group #1: You were originally certified on 4/23/94, then re-certified in 1999, and are due again this year.
Please have your completed re-certification packet into the CBSPD office no later than 4/30/04.
Group # 2: You were originally certified on 4/17/99 and are due for re-certification this year. Please have your
completed re-certification packet into the CBSPD office no later than 4/30/04.
January 2004 Criterion - Page 5

Puzzled by Sterilization or Infection
Control Issues?
Ask Pat!
Pat Barnett, RN, CSPDM
Q: Can you find out how long we legally have to keep our sterilization records?
A: Laws governing recommended times vary from state to state. I recommend checking with the legal/risk
management department of your facility. Another resource for this information is your state hospital association.
Most facilities keep sterilization records in the department or readily available for twelve months and
then archive them off campus for up to seven years (if your surgical services is primarily Pediatrics-most recommendations
suggest twenty-one years, as the child has that window of opportunity to bring a suit). You
should also check with your facility’s legal counsel regarding length of time for retention of sterilization records.
Q: I notice that the other CS certification organization is now offering certification tests through the computer
at designated sites. Is this as safe as the certification given semi-annually by CBSPD and are there plans
to change how testing is administered?
A: While people consider computer testing a step up in security from just mailing a test to a hospital and
asking them to administer the test, there is considerable security risks involved with computer testing. In my
opinion, there are definitely far more opportunities to have compromised test results. The process that CBSPD
uses is very similar to the registration test for professional nursing. There are specific security checks throughout
the system and the process is validated.
There are no plans to change our testing process. While computer testing may be more convenient and
probably cheaper to administer; the rigorous measures taken by CBSPD to assure security, offers all of us in
the sterilization field protection against those who use unscrupulous measures to measure their skills and
competency. ▲
PRE-APPROVED INSERVICE
“Supply Distribution Systems”
Bobby L. Osburn, CSPDM
INTRODUCTION TO DISTRIBUTION. The medical and surgical supplies
inventory for the medical center must be managed in a centralized distribution
area. The distribution area of SPD/CS performs a major role in not only getting the
correct supplies and equipment to users but also in assuring that these supplies are in the correct quantity,
quality, location, and condition for use. This allows clinical staff to spend their time on patient care needs. It
also allows large volume purchases and fewer orders to process, which saves the medical center time and resources.
Continued on Next Page
January 2004 Criterion - Page 6

Supply Distribution Systems Inservice Cont.
Items are sent to the user areas via closed carts, exchange carts, covered carts, dumb waiters, and pneumatic
tubes or are hand-carried in impervious bags or containers. All stat items are hand-carried to ensure that these
items are delivered promptly to the area in the critical time of need. Care must be taken to ensure the sterility
of medical supplies and equipment when transporting these items to delivery points throughout the medical
center. Covers must be impervious and completely surround the cart, bin, or item.
TYPES OF DISTRIBUTION
A. When clean and sterile supplies are needed in the user areas of the healthcare facility, they must be transferred
from the SPD/CS department to the point of use. There are five main types of distribution systems
available that may be used to ensure that the correct product is delivered in the right condition and on
time. The type of system used depends on the services the healthcare facility provides, its size, physical
design, age, resources, and mission. The systems are as follows:
[1] DEMAND DISTRIBUTION SYSTEM
(a) Every healthcare facility has used the demand distribution system (also known as a requisition and delivery
distribution system) at one time or another. In this system, the staffs of various user areas are responsible
for maintaining an adequate level of supplies for use in that area. When supplies must be replenished,
or an individual item is needed, the user must prepare a requisition and request the necessary
items, usually by telephone or in person. The SPD/CS staff fills the order and delivers it to the user area
by dumb waiter or in person. After delivery of the items, the requesting user is responsible for storing the
items or transferring them to the point of use. This distribution system is generally carried out on a regularly
scheduled basis or as needed, hence the term "Demand" Distribution System.
(b) The Demand Distribution System is a simple process and has fulfilled supply needs for the healthcare facilities
for many years. There is a tendency to maintain high levels of stock (hoarding) in the user area to
eliminate frequent requisitioning and documentation. Maintaining excessively high inventories can be
very costly to healthcare facilities. The disadvantages of the demand system are as follows:
⇒ The method is very labor-intensive. It is generally unsuitable for high-volume distribution in a large facility.
⇒ Personnel in the user areas generally have patient care responsibilities and other priorities and do not
have the time or the training to commit themselves to do adequate inventory control.
[2] PAR-LEVEL RESTOCKING DISTRIBUTION SYSTEM
(a) In this type of system, an inventory or par-level is set for each stocked item used daily. These levels
should be reviewed frequently and changed as necessary to reflect actual usage. The SPD/CS technician
is responsible for reviewing the levels daily as stock is being inventoried and maintained. The SPD/CS
technician should communicate with the customers in order to make necessary changes based on patient
care needs. Supply closets, treatment rooms, and nurse servers are used for storage of these supplies.
(b) A typical procedure to maintain stock in the areas is to assign a technician to each area(s). The technician
will inventory all supplies in the treatment rooms, supply closets, and other areas where supplies are
stocked. The technician will return to the SPD/CS department and fill in the inventory sheets or have
them filled by other technicians. When the supplies have been obtained, the technician then replenishes
the user area with the preset "par-levels." Healthcare facilities utilizing nurse servers for patient care supplies
also use a par-level restocking system.
(c) A listing of all needed supply items and levels are posted on the inside of the nurse servers; therefore, the
user and the SPD/CS technicians will know what should be readily available at all times for patient care.
The nurse servers are stocked with supplies as needed to bring supply levels up to "par" or preset levels.
Nurse servers are usually restocked from a mobile supply cart that contains all needed supplies. This cart
is inventoried and restocked daily by the SPD/CS technician. The par-level system is user-friendly in that
the users no longer have the time-consuming task of maintaining their own supply inventory, and inventories
can be maintained at more optimum levels than in the demand system. In most healthcare facilities,
this system provides an excellent means of tracking the use of patient care items.
Continued on Next Page
January 2004 Criterion - Page 7

Supply Distribution Systems Inservice Cont.
(d) The disadvantage of this system is that distribution is a timely process if the healthcare facility is large or
spread over several areas. Some medical centers use a replenishment cart, which the SPD/CS technician
takes to each area for restocking medical supplies to par-levels. This procedure may require the technician
to return to the SPD/CS department frequently for restocking the replenishment cart.
(e) Point-of-Use Equipment. Point-of-Use (POU) equipment is an automatic dispensing system that provides
secured storage of supplies close to where the supplies are used. Access to supplies is limited to employees
who are provided passwords. The use of POU should be considered for areas with high cost and high
volume to track actual costs to patient or procedure. These units may also have potential for remote clinics
and areas where inventory managers are not assigned, such as community based outpatient clinics.
The POU equipment not only allows for tracking usage, but also reduces the consumption and loss of
products.
(3) EXCHANGE CART SYSTEM
(a) The exchange cart system, like the par-level restocking system, has pre-set levels that have been established
by the user and the SPD/CS technician. In the exchange cart system, two identical carts are stocked
with supplies. Once the levels of these carts have been established, one cart is placed in the user
area and one in SPD/CS. On a regular basis, the cart in the user area is returned to SPD/CS
and the identical (fully stocked) cart in SPD/CS is exchanged in its place.
(b) The exchange cart system is practical, flexible, dependable, easy to manage, and can be
used in all healthcare facilities. This system allows for thorough documentation, good
control of patient care supplies, and identification of lost stock. This distribution
system can be extremely cost-effective through its control of inventory, timesaving,
and manpower. The disadvantages of this system are that duplication of stock
and large amounts of space are needed for storage and handling of carts in the
SPD/CS distribution section. The cost to establish this system can be very expensive
due to the initial purchase of the exchange carts and the additional inventory
required to stock them.
(4) CASE CART SYSTEM
(a) In the case cart system, the operating room is provided with selected supplies for each surgery via a case
cart system. These case carts have supplies and instruments that will be used for individual cases. The
supplies and instruments for the case cart system can be provided by different methods, such as procedure
cards, computer printouts, and requisition forms. The method used most frequently is the computer
printout. In this method, each surgery is generally assigned a computer number by SPD/CS. The surgery
schedule is given to the SPD/CS computer operator who generates a case care listing for each surgery.
When surgery receives the schedule, a computer number is assigned to each case accordingly. These computer
case cart sheets are given to the SPD/CS technician who fills the case carts with supplies and instruments
that are located in SPD/CS. The case carts are filled according to the time the surgery is scheduled
for the next day. All scheduled first case carts are delivered and placed in the operating room or clean
corridor until time for use. All other case carts are delivered to the operating room at the time of need. At
the completion of the surgery, all contaminated supplies are placed within the soiled holding area. The
carts are retrieved by SPD/CS personnel and taken to the decontamination area for reprocessing.
(b) A major advantage for using the case cart system is the efficiency and cost savings that can be gained by
concentrating processing and inventory management expertise and equipment in SPD/CS. Another advantage
is the improvement of patient care during surgical intervention. By removing non-nursing activities,
the nursing staff can spend more time on patient care and implementation of the nursing process.
Patient care and employee safety can be enhanced by the effective infection control that the case cart system
provides. Using a separate cart for each case can provide confinement and containment. A closed
case cart system provides for enhanced infection control. The implementation of a case cart system avoids
costly duplication of effort, equipment, and inventory. When case carts are prepared for each procedure,
there is better control of inventory which results in cost savings.
Continued on Next Page
January 2004 Criterion - Page 8

Supply Distribution Systems Inservice Cont.
(5) SPECIALTY CARTS
(a) Specialty carts are carts that contain supplies needed in emergency or special situations. Specialty carts
include the following: disaster, implant, crash or code carts, and special procedure carts, such as arterial
line, central line, Swanz Ganz, urology, and suture.
⇒ Disaster carts are stocked with medical supplies needed for use in emergencies (internal/external disasters)
such as a large traffic accident, bombing, or flood. These supplies should be stocked on a cart that
can be easily transported to the scene of the disaster. Transportation of the carts should be conducted in a
manner so as not to compromise the medical supplies contained within the cart. It is recommended that
the contents of disaster carts be reviewed and updated as needed or, at minimum, on an annual basis.
⇒ Implant carts are stocked with implants, such as intraocular lenses, vascular grafts, and knee and hip prostheses
that are transported to the operating room at the time of surgery.
⇒ Crash or code carts are specialty carts used in emergency situations to revive victims from respiratory failure
or cardiac arrest. SPD/CS personnel stock these carts with medical supplies, and the pharmacy department
stocks drugs and intravenous solutions. Code or crash carts containing supplies and drugs are
to be kept locked to secure their contents. Filled crash carts are maintained throughout medical facilities
so that they can be utilized quickly during emergencies. Backup crash carts are readily available in SPD/
CS for exchange when one is used. The outside of the code or crash cart should be inspected daily by hospital
personnel to ensure the security of the cart and exterior supplies and equipment. The outside of the
code or crash cart will contain a listing of all supplies that are needed.
(b) Specialty carts will be cleaned between use, or as needed, and brought to the receiving area of SPD/CS.
Contents will be removed and inspected before taking the cart to the decontamination area for processing.
Under no circumstances will medical supplies be taken into the decontamination area. Any item taken
into the decontamination area must be considered contaminated. Any item that cannot be reprocessed
(i.e., single use or disposable items) will be disposed of.
B. The type of system used depends on the services the healthcare facility provides, its size, physical design,
age, resources, and mission. SPD/CS management may periodically reevaluate their distribution systems
in order to meet the current demands placed on the facility (e.g., census, finances). The important considerations
in evaluating a distribution system are whether it provides information on future supply needs,
the timeliness and accuracy with which supplies can be made available to the user, and how the system
provides for control and documentation of inventory movement. It is important that the technicians be
familiar with the characteristics, advantages, and disadvantages of each type of distribution system. This
way they can better understand why a particular system is used at their medical system and how they can
help make their distribution system as cost-effective, reliable, and efficient as possible.
DELIVERY METHODS AND EQUIPMENT. Several methods and types of equipment are used to deliver
and store medical supplies. Distribution carts are used to transport and store supplies. Dumbwaiters and
other mechanical devices are used to transport small quantities of supplies to the point of use upon request.
In emergency situations, SPD/CS personnel may be requested to deliver items "stat" ("stat" meaning immediately).
"Stat" supplies will be delivered by the fastest method available, preferably hand delivery. Hand delivery
will ensure the needed items reach the point of use as soon as possible. Mechanical devices cannot ensure
that "stat" items reach their destination, due to a possible power failure or electrical outage. Users can obtain
items directly from SPD/CS. This is called window distribution, which is utilized by some healthcare facilities.
DISTRIBUTION WORK PRACTICES. SPD/CS personnel must remember that careful handling and timely
delivery of supplies are needed in the patient care area. If not, the user may lose confidence in SPD/CS services.
This will cause the users to hoard supplies resulting in duplication that can be costly. Patient care can
be adversely affected if the right item is not delivered, in the right condition, at the right time, and ready for
use.
Answer Key to Post Test: 1:D, 2:B, 3:D, 4:A, 5:C, 6:D, 7:C, 8:D, 9:B, 10:C
Continued on Next Page
January 2004 Criterion - Page 9

Supply Distribution Systems Inservice Cont.
SELECTION OF ITEMS FROM INVENTORY. The distribution process begins when a request is received
for supplies or equipment. These items should be handled carefully to avoid damage or contamination. The
type and quantity of items should be verified before transporting them to the point of use. All items used in
or distributed by SPD/CS must be checked for expiration date and external chemical indicator (to verify the
item was subjected to the sterilization process). In addition, all packages and items will be inspected to ensure
that the packaging is not damaged, wet, or soiled.
DELIVERY OF ITEMS TO PATIENT CARE AREAS. During transport, clean and sterile supplies must be
covered or enclosed to protect the supplies from the environmental hazards. Distribution carts, which are
used for the transport of clean or sterile supplies, must have a barrier or solid bottom shelf protecting the supplies
from the wheels and floor. Items that fall on the floor during transport must be inspected for damage to
determine if there is a need for reprocessing or disposal. Clean/sterile supplies will never be transported on
the same carts or in the same containers as contaminated. SPD/CS technicians will never leave distribution
carts unattended. Leaving carts unattended could cause patient/employee injury, loss or theft of supplies,
and contamination of clean or sterile supplies.
Supply Distribution Systems Test—January 2004 Criterion
THIS PRE-APPROVED INSERVIC E IS WORTH 1 CEU
1. The five methods of Distribution of Medical/Surgical supplies to users area are; Par-level, Exchange Cart,
Case Cart, Specialty Cart and _______________.
A) Normal
B) Emergency
C) Run out
D) Demand
2. With the Par-Level distribution method, who makes sure the
supplies are at the proper level?
A) The user
B) The SPD/CS Tech
C) The Ward Clerk
D) The Doctor
3. Transports carts must:
A) be closed or have impervious cover
B) protect the supplies from being damages
C) be easy to push
D) all of the above
4. With the Demand distribution method, who makes sure the supplies
are at the proper level?
A) The user
B) The SPD/CS Tech
C) The vendor
D) The Director of SPD/CS
Questions 5-10 On Next Page
January 2004 Criterion - Page 10

Supply Distribution Systems Test Cont.
5. The Par-level distribution method has several advantages, but one of the biggest is:
A) It takes a lot of time for the SPD/CS Staff
B) It keeps the SPD/CS tech out SPD/CS
C) It frees the user up to do patent care and not doing inventory management
D) It increases the stock levels
6. Specialty Carts are:
A) Carts use to transport medical/surgical supplies to user are for restocking
B) A-line type carts used inside SPD/CS to pull supplies for larger carts
C) Carts with special wheels for use in hospitals
D) Carts that contain supplies needed in a emergency or special situations
7. Which of the following statements is not true regarding Exchange-Carts?
A) Exchange carts allow for flexibility in stocking users areas
B) They are easy to manage
C) They take less space and inventory to manage than other methods
D) Can be used in all healthcare facilities
8. Crash or Code carts is an example of a Specialty Carts used to:
A) Control bleeding
B) For isolation
C) For burn patients
D) Revive victims from respiratory failure or cardiac arrest
9. Case carts are set up and used primarily for:
A) Cath Lab
B) Operating Room
C) X-ray
D) Emergency Room
10. Some of the key advantages of the case cart system are:
A) Allow the O.R. staff to blame the SPD/CS staff for all problems
and missing items
B) Gives SPD/CS staff an important roll in surgery
C) It provides efficiency and cost saving, allows O.R. to speed more time with patient care duties, and
enhanced infection control
D) It takes less instruments.
**OCTOBER 2003 CBSPD CERTIFICATION EXAM STATS**
TECHNICIAN: Total Sat for Exam = 669; Total Passed = 533 (80%); Total Failed = 136 (20%)
MANAGER: Total Sat for Exam = 10; Total Passed = 3 (30%); Total Failed = 7 (70%)
SUPERVISOR: Total Sat for Exam = 22; Total Passed = 14 (64%); Total Failed = 8 (36%)
SURGICAL INSTRUMENT TECH: Total Sat for Exam=41; Total Passed=21 (51%); Total Failed=20 (49%)
January 2004 Criterion - Page 11

OPINION SECTION - It’s Time to GROW-UP!
Nancy Chobin, RN, CSPDM
Everyone talks about the lack of respect for the sterile processing profession. Low salaries, no recognition, etc.
Even the common public is not aware of our existence. How often have you told someone that you work in
Central Service/Sterile Processing and they say “what’s that?”. Everyone knows Housekeeping, Dietary, etc.
but not CS/SPD. Whose fault is that? Ours! We do not do enough to promote this noble profession. And no
one is going to resolve the problems for CS/SPD personnel unless we do because it is our problem. It is time
we GROW UP and take responsibility.
What is needed is a massive public awareness campaign to focus on what we do and how critical our jobs are
to the public health. We need to mandate certification for all CS/SPD workers and we need to make sure that
people who get certified are recognized by title and salary. If nurses and other professionals are recognized
by title and salary for their certifications, why not us?
Many individuals still envision the sterile processing worker preparing thermometers and bedpans as we did
many years ago. When was the last time someone from Administration visited your department? Do you
prepare a storyboard or other type of display during CS/SPD week to demonstrate to your hospital colleagues
exactly what you do? There is a saying that goes “if you cannot bring Mohammed to the mountain…then
bring the mountain to Mohammed!” Maybe you should try this! Does anyone who purchases the highly sophisticated
surgical devices ever say to themselves “I wonder who will clean and sterilize this?”. Probably
not. Hospitals spend hundreds of thousands of dollars on surgical instruments and specialty devices. Does
anyone consider the time to disassemble, clean, reassemble, inspect, package, sterile and store the device? We
have grown up and our jobs have changed dramatically. With that change came the urgent need for training,
education, competency and now certification.
A good example of this crisis is airport security workers. These people are some of the lowest paid people in
airport security yet how important is their screening to your safety? Same thing in CS/SPD. Low pay, yet
tremendous responsibility.
Our profession is relatively new when compared to others but we have training materials and programs in
place to facilitate preparation for certification examinations. We need to convince the public and hospital administrations
that a competent sterile processing team will reduce costs, improve patient safety and increase
surgeon satisfaction. We also need to promote the profession and ensure decent salaries to not only attract
new people but to retain those we have. There is something inherently wrong in healthcare when a person
can make more money at McDonald’s than in sterile processing.
Look for the CBSPD to be very vocal this year and in the years to come. We plan to continue to speak up for
the sterile processing professionals around the world….because we are worth it and because our patients deserve
the best care available.
January 2004 Criterion - Page 12