CMRP Practice Questions (2026) — Free Sample Questions with Answers

Answer: C

1. PO error rate = POs needing correction ÷ total POs
2. 108 POs ÷ 1,800 POs = 0.06
3. 0.06 × 100 = 6.0%

1.5%: Divides POs with errors by lines (108 ÷ 7,200), mixing two bases.

2.25%: This is the line error rate (162 ÷ 7,200), not the PO error rate.

6.0%: Correct. 108 POs with errors ÷ 1,800 POs = 6.0%.

9.0%: Divides lines with errors by POs (162 ÷ 1,800), mixing two bases.

Keep numerator and denominator on the same basis: POs over POs, or lines over lines.

Answer: B

1, 2, and 3 only: Includes statement 3, a sunk cost that does not change with the decision, and omits the usage change in statement 4.

1, 2, and 4 only: Correct. Training time, disposal cost and usage per case all change with the decision; money already spent on the current wall mounts is a sunk cost and is left out.

1, 3, and 4 only: Includes the sunk cost (3) and omits the disposal difference (2).

2, 3, and 4 only: Includes the sunk cost (3) and omits training time (1).

Cost-benefit analysis counts only costs that change with the decision; sunk costs are excluded.

Answer: A

The supplier owns the goods in transit; the hospital pays the carrier.: Correct. FOB destination keeps title and risk of loss with the supplier until delivery; freight collect means the hospital pays the carrier. The two terms are set separately.

The hospital owns the goods in transit and pays the carrier.: That is FOB origin, freight collect: title passes at the shipping point.

The supplier owns the goods in transit and pays the carrier.: That is FOB destination, freight prepaid.

The hospital owns the goods in transit; the supplier pays the carrier.: That is FOB origin, freight prepaid.

The FOB point decides title and risk of loss; "prepaid" or "collect" decides who pays the freight bill.

Answer: D

1. Ashford: $41.00 + $0 freight = $41.00 per case
2. Birchway: $38.50 + ($350 ÷ 100 cases) = $38.50 + $3.50 = $42.00 per case
3. Calloway: $39.00 + ($250 ÷ 100 cases) = $39.00 + $2.50 = $41.50 per case
4. Dunmore: $40.25 + $0 freight = $40.25 per case (lowest)

Ashford Medical: Ashford's freight is included, but its $41.00 landed cost is $0.75 higher than Dunmore's.

Birchway Supply: Lowest unit price, but freight collect adds $350 ÷ 100 = $3.50 per case, for $42.00 landed: the highest.

Calloway Health: FOB destination moves risk, not the freight bill: prepay and add puts $2.50 per case on the invoice, for $41.50.

Dunmore Surgical: Correct. Freight is prepaid and included, so the landed cost is $40.25 per case, the lowest of the four.

Compare landed cost (price plus any freight the hospital pays); FOB point sets title and risk, while "prepaid", "collect" and "prepay and add" decide who pays freight.

Answer: C

Raise every par level on the medical unit by 20 percent: An across-the-board increase adds inventory to items that never stock out and may not fix the ones that do.

Add a second daily replenishment round: More rounds may help, but adding labor before finding the cause is a solution in search of a problem.

Review the unit's recent usage and stockout data: Correct. Usage and stockout data show which items fail and why (usage growth, missed replenishment, misplaced stock), so any fix is aimed at the real cause.

Convert the unit to a two-bin kanban system: A program change could be the eventual answer, but it comes after analysis shows the current par system is the cause.

Answer service complaints with data: review usage against pars before changing pars, labor or the replenishment method.

Answer: B

1. Receiving accuracy = lines posted correctly ÷ lines audited.
2. Lines posted correctly = 300 lines − 9 lines in error = 291 lines.
3. 291 lines ÷ 300 lines = 0.97 = 97.0%.

95.0%: Subtracts the 15 error units from 300 lines, mixing units with lines.

97.0%: Correct. Accuracy is correct lines divided by lines audited: (300 − 9) ÷ 300 = 97.0%.

98.0%: Drops the 3 corrected lines; an error caught after posting is still a receiving error.

99.6%: Divides the 9 errors by all 2,400 lines received instead of the 300 lines audited.

Measure accuracy on the same base you audited (lines, not units), and count every error found, corrected or not.

Answer: D

1. Average inventory = ($260,000 + $220,000) ÷ 2 = $240,000
2. Daily issues = $2,920,000 ÷ 365 days = $8,000 per day
3. Days on hand = $240,000 ÷ $8,000 per day = 30.0 days (same as 365 ÷ 12.17 turns)

12.2 days: This is the turn rate ($2,920,000 ÷ $240,000), not days on hand.

27.5 days: Uses ending inventory ($220,000) instead of average inventory.

29.6 days: Uses a 360-day year when the stem states 365.

30.0 days: Correct. Average inventory $240,000 ÷ daily issues $8,000 = 30.0 days.

Days on hand = average inventory ÷ daily cost of issues = 365 ÷ turns; use the stated day basis.

Answer: C

Ask the supplier representative to pull the lot from the shelf: The hospital must control its own shelves now; waiting for the rep leaves affected units available for this morning's case.

Notify surgeons who implanted the lot in the past month: Clinician notice is required, but stopping further use of stock already on hand comes first.

Locate and quarantine every unit of the affected lot: Correct. The lot is confirmed on hand at the point of use with a case pending, so the first step is to pull and quarantine it (and any other units, including consigned and point-of-use stock) before it can be used; clinician notice, patient tracking and return follow. Had the location been unknown, searching records to find the stock would come first.

Ask risk management to begin patient tracking: Patient tracking is needed for implants, but it follows quarantine of the remaining stock.

Recall sequence: find and quarantine all affected stock (including consigned), notify clinicians and risk management, track patients for implants, return per the notice, document closure. When the lot is already known to be on hand, quarantine it at once.

Answer: B

An overstated par level in the OR: An excessive par would build stock on the shelf, but OR inventory did not change.

Use or waste not documented to patients: Correct. With stock flat, the 250 units were consumed; if they are not on patient records, they were wasted or used without documentation, which also means lost charges.

A supplier invoicing error: Issues and EHR documentation are both internal records; supplier invoices are not part of this comparison.

Duplicate item records in the item master: Duplicates split issues across records; they do not create 250 extra units consumed.

Comparing supply (issue) data with patient usage data exposes waste and missed charge capture.

Answer: C

1. Discount forgone per dollar actually paid = 2 ÷ 98 = 0.0204.
2. Extra days of credit gained = 30 days − 10 days = 20 days; periods per year = 365 ÷ 20 = 18.25.
3. Annualized cost = 0.0204 × 18.25 ≈ 0.372 = 37.2%.

24.8%: Uses the full 30-day term instead of the 20 extra days gained: 2/98 × 365/30.

36.7%: Uses a 360-day year; the stem states 365 days.

37.2%: Correct. Cost = 2/98 × 365/20 = 0.0204 × 18.25 ≈ 37.2%.

74.5%: Uses the 10-day discount period instead of the 20 days between day 10 and day 30.

Skipping a 2/10 net 30 discount costs about 37% a year, so it pays to take the discount unless funds cost more than that.

Answer: A

1. Flexed budget = 4,400 cases × $120 per case = $528,000.
2. Variance = flexed budget − actual = $528,000 − $506,000 = $22,000.
3. Actual spending is below the flexed budget, so the $22,000 variance is favorable.

$22,000 favorable: Correct. The budget flexed to 4,400 cases is $528,000; actual spending of $506,000 is $22,000 below it.

$22,000 unfavorable: Right amount, wrong direction: spending below the flexed budget is favorable.

$26,000 unfavorable: Compares actual with the static $480,000 budget and ignores the 400 extra cases.

$48,000 favorable: This is the volume adjustment ($528,000 − $480,000), not the spending variance.

Flex the budget to actual volume before judging spending; a static comparison mixes volume with efficiency.

Answer: C

At least every 2 years: Every 2 years is the minimum interval for reviewing and updating the plan, not for exercises.

At least once a year: One full-scale or functional exercise a year is required, but CMS also requires a second exercise.

At least twice a year: Correct. 42 CFR 482.15(d)(2) requires exercises at least twice a year: a full-scale community-based (or facility-based functional) exercise plus a second exercise such as a mock drill or tabletop.

At least once a quarter: Quarterly is more frequent than the CMS minimum.

CMS: test the hospital emergency plan twice a year and review the plan at least every 2 years.

Answer: A

1, 2, and 3 only: Correct. Under 42 CFR 482.15 the program rests on an all-hazards risk assessment and plan, policies and procedures built on it, and a communication plan (with training and testing); one all-hazards plan, not a plan per hazard, is required.

1, 2, and 4 only: Statement 4 is wrong: CMS requires one plan using an all-hazards approach, not separate plans per hazard; the communication plan (3) is a required element.

1, 3, and 4 only: Leaves out policies and procedures (2), a required element, and includes the per-hazard plans (4).

2, 3, and 4 only: Leaves out the all-hazards risk assessment (1) that the whole plan is built on, and includes the per-hazard plans (4).

The CMS emergency preparedness program has four core elements: an all-hazards risk assessment and plan, policies and procedures, a communication plan, and training and testing.

Answer: B

1. Defect entries = 60 + 50 + 10 + 30 = 150.
2. Orders with at least one defect = 150 − 20 counted twice = 130 orders.
3. Perfect orders = 2,000 − 130 = 1,870; 1,870 ÷ 2,000 = 0.935 = 93.5%.

92.5%: Adds all 150 defects without removing the 20 orders counted twice.

93.5%: Correct. Orders with at least one defect = 150 − 20 = 130; perfect orders = 1,870 ÷ 2,000 = 93.5%.

97.0%: Counts only late orders (on-time rate); a perfect order must also be complete, undamaged and correctly documented.

97.5%: Counts only incomplete orders (fill measure), ignoring the other defect types.

A perfect order is on time, complete, undamaged and correctly documented all at once; count each order once.