Satisfaction score

These verbal modifiers and labels help analysts to make sense of the mean values expressed by respondents. Additional approaches include the use of multiple items to assess component satisfaction scores and summing these to create an overall satisfaction index. There are some complexities with indices since it is necessary to weight the importance of the components rather than simply add them. This requirement demands that researchers collect both importance ratings and satisfaction ratings of the contributing elements. 

On the customer side, a Likert Seale (self-report) assessment approaeh can be effective, making sure to use sound sampling teehniques. An importance score can be derived for each outcome statement by ealeulating the percentage of customers who rate the outcome statement as very important or extremely important likewise a satisfaction score can be derived by calculating the percentage of customers who are very satisfied or extremely satisfied with the extent to which current solutions address each specific outcome expectation, or outcome statement. 

The intangible benefits may provide more compeffing justification for software project within the supply chain. Often, key performance indicators such as market share, customer satisfaction scores, or industry benchmarks can quantify these intangible benefits. For example, a manufacturer might decrease the time taken to supply a customer there may be no direct cost saving but without it there may be no customer. 

It had been expected in the strategy function that tools and techniques would be used primarily for their impact on firm rather than functional level performance. This view was shown to be invalid in chapter 3, where the overall performance score for firm impact was lower at 0.63 than that recorded for functional impact or performance at 0.69. Similar findings were reported for marketing and sales. The satisfaction scores for marketing and sales tools and techniques reported in Table 5.7 (again using a subjectively evaluated scoring system between +1, zero and -1) show that performance satisfaction levels were lower overall when compared with the... 

Strategy function (the combined firm and fimction performance satisfaction score was 0.66 in strategy but only 0.61 in marketing and sales). Furthermore, the marketing and sales performance satisfaction score for functional impact at 0.63 was also (as in the strategy survey) higher than that recorded for impact on the firm at 0.59. 

The figures generally appear to confirm this explanation because, as Table 5.8 demonstrates, the four major users of tools and techniques also have reasonably high performance satisfaction scores at the functional level. Thus, Power Water, which is the major user of marketing and sales... 

Thus Basic Chemicals reports a satisfaction level of 0.82 with the tools and techniques used for firm objectives, and 0.97 for those focused on improving the performance of the function. This gives this sector the highest satisfaction score in the whole study with a combined score overall of 0.90. The second highest score was recorded by the Retail Distribution sector, with a... 

Beyond this most respondents were reasonably satisfied with the performance of their tools and techniques, reporting satisfaction scores in the 0.50 to 0.70 ranges consistently. There were, however, some industry sectors that were relatively less satisfied within this general appreciation of the benefits of implementing tools and techniques in this functional area. Thus, at the firm level Retail Financial Services only reported a performance satisfaction score of 0.35 and Power Water scored only 0.46. At the function level the Publishing sector was least satisfied with a performance score of 0.43, most of the other sectors appeared, however, to be reasonably satisfied with the performance of the tools and techniques used for performance improvement at the functional level. 

It is interesting, therefore, to note that the second highest performance score is recorded by the Project/Services grouping, which is by far the least frequent user of operations and production tools and techniques. One of the reasons for this may be that the Media Entertainment industry sector reported, as one of its clear objectives, the desire to discover unique products and to reposition strategically rather than to just focus on operational improvement (see Table 7.6) and it was in the strategic impact on the firm that this function reported the highest performance satisfaction score (0.92). This perhaps indicates that, while the Media Entertainment sector may not use function level tools and techniques as often as other industry sectors, when it does choose to use tools and techniques to assist strategic differentiation it is broadly satisfied with the outcome. 

Systematic reviews Because of its fast onset of action, rocuronium is a potential alternative to suxamethonium for rapid-sequence intubation in patients with an increased risk of aspiration. Four relevant studies considering the use of suxamethonium and rocuronium in emergency departments were selected from an evidence search and a structured review performed [11 ]. For the outcomes of clinically acceptable intubation conditions and time to onset, the two agents were not statistically significantly different. Suxamethonium seems to produce conditions that have higher satisfaction scores. The authors concluded that suxamethonium remains the drug of choice for emergency department rapid-sequence induction, unless there is a contraindication. 

---