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There has been a lack of an information systems architecture which explicitly illustrates processes that make and maintain the anonymity of student responses in an online system for student opinion survey of faculty teaching. The purpose of this paper is to present an information systems architecture which explicitly shows the process of disassociation of student credentials and their responses. It also shows that the process guarantees a complete anonymity of student responses.

The system was developed to satisfy the needs of students, faculty and administrators of a higher education institution with several objectives, one of which is the complete anonymity of student responses.

The system developers were successful in designing and developing a student opinion survey system that keeps student responses completely anonymous.

The anonymity of student responses improves students’ trust in the survey system and may increase student response rate. Other factors that affect student response rate should be analyzed to determine their effect on student response rate and adjust those factors to improve student response rate.

This paper shares the success of developing an information system that makes student responses anonymous. The goal is to increase the discussion of this topic among researchers and practitioners to further improve the system to increase student response rate.

The proposed information system architecture is novel because it keeps student responses completely anonymous.

Defines the significant role of the repair facility in customer satisfaction. Defines elements of the repair cost and discusses alternative repair strategies. Illustrates the relationship between repair strategies and total cost of repair and determines the strategy that provides the highest repair quality at a minimum total cost. Provides guidelines for implementing the optimal strategy.

Capacity is generally considered only in one sense – to provide the means for producing a product or service. Defines capacity as serving two functions – to provide the means for producing a long‐run, stable level of a good or service, and to provide the means to adapt to fluctuations in demand over the short run and intermediate runs. Given this definition, develops the implications for strategic capacity planning and offers a model for firms to carry out this planning. Presents examples of where this model has been followed and discusses the implications.

Most segments of service industry are experiencing intense competition. Both researchers and practitioners have focused their attention on improving service operations. Proper location for a service facility is a major factor affecting the competitive position of a service operation. This article discusses the facility location problems and presents a simple heuristic that can be used to locate service facilities. The article reports the results of a simulation study which compared the performance of the proposed heuristic and another heuristic for locating service facilities with respect to computer processing time and explores how close the solutions are to the optimum solution. The results of the simulation indicate that the proposed heuristic is more efficient with respect to CPU time required to solve problems and gives more accurate results.

A recent article reported that employees′ performance increased when they were allowed to chose the production method and were provided with the outcome feedback on their performance. Extends that study by analysing the effect of discretion, outcome feedback, and process feedback on employee satisfaction. The results of the experiments indicate that, although providing discretion and outcome feedback improved employee satisfaction, the improvement was statistically insignificant. The more interesting result indicates that satisfaction was significantly improved when employees were provided with process feedback in addition to discretion and outcome feedback.

Many organizations are analysing the feasibility of using Japanese production methods and concepts. Examines how allowing individuals discretion in selecting among various production scheduling techniques, combined with real‐time feedback, affects their job‐scheduling performance. The results of the experiments involving sequencing jobs through work centres, illustrate that when discretion was afforded, performance improved. This result suggests that providing employees with discretionary leeway and real‐time feedback enables them to improve the production system continuously.