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Table 7. Calculation of strategic point and achieved point for QP, PH, OVH, and CP. 3.3.5. Fitness, security level achievement, and loss/penalty calculation of unit 4 Table 8 shows the aggregated strategic points, achieved points, and also security level for all manufacturing metrics. From this Table 8 and Figure 3, we can see that only one manufacturing metric (AM) is above the security level and others are below the security level. That means the manufacturers succeeded to maintain the security level for only one manufacturing metric (AM) during the production period from July to December 2016. Here, a total strategic point is 159.281 and total achieved point is 130.232, ie., strategic fitness 130.232/159.281 = 81.76% and security level achievement 87.15% (130.232/149.435). We can visualize the strategic fit/unfit zone in Figure 4. TMhsa: waansle<cace ehaviw tar tha -vuniwits Knesve WE wast A AL Dalen Amnaesle THA avd thax

Table 7 Calculation of strategic point and achieved point for QP, PH, OVH, and CP. 3.3.5. Fitness, security level achievement, and loss/penalty calculation of unit 4 Table 8 shows the aggregated strategic points, achieved points, and also security level for all manufacturing metrics. From this Table 8 and Figure 3, we can see that only one manufacturing metric (AM) is above the security level and others are below the security level. That means the manufacturers succeeded to maintain the security level for only one manufacturing metric (AM) during the production period from July to December 2016. Here, a total strategic point is 159.281 and total achieved point is 130.232, ie., strategic fitness 130.232/159.281 = 81.76% and security level achievement 87.15% (130.232/149.435). We can visualize the strategic fit/unfit zone in Figure 4. TMhsa: waansle<cace ehaviw tar tha -vuniwits Knesve WE wast A AL Dalen Amnaesle THA avd thax

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3.1. Aggregation of manufacturing metrics
3.1. Aggregation of manufacturing metrics
Table 2. Triangular fuzzy conversion scale. Table 3. Integrated pairwise comparison between main criteria.
Table 2. Triangular fuzzy conversion scale. Table 3. Integrated pairwise comparison between main criteria.
Table 4. Summary of order details from the month July to December. Table 5. Weight scale set according to researcher and senior management explanation.
Table 4. Summary of order details from the month July to December. Table 5. Weight scale set according to researcher and senior management explanation.
The manufacturer works for the achievement of most important value (5) by setting 100% strategic target so that they can achieve the maximum strategic point. For example, the manufacturers of unit 4 always tried to fulfill 100% order quantity (100% OF) by the due time so that they could achieve the maximum strategic point 165 (33 due time production*most important weight value, 5) for OF. But they failed 4 times that resulted 145 points. The partial production or interruption in the production sometimes stops a running production and compels for the next month production and this is a reason against strategic target (Biswas, 2015; Ferdousi, 2009; Rahman & Amin, 2016). Here,
The manufacturer works for the achievement of most important value (5) by setting 100% strategic target so that they can achieve the maximum strategic point. For example, the manufacturers of unit 4 always tried to fulfill 100% order quantity (100% OF) by the due time so that they could achieve the maximum strategic point 165 (33 due time production*most important weight value, 5) for OF. But they failed 4 times that resulted 145 points. The partial production or interruption in the production sometimes stops a running production and compels for the next month production and this is a reason against strategic target (Biswas, 2015; Ferdousi, 2009; Rahman & Amin, 2016). Here,
Table 6. Calculation of strategic point and achieved point for OF, AM, and ST.
Table 6. Calculation of strategic point and achieved point for OF, AM, and ST.
Table 8. Calculation of strategic fit.
Table 8. Calculation of strategic fit.
4. Unit 4 result analysis
4. Unit 4 result analysis
Figure 3. Manufacturing metrics sustainability. This paper focused on manufacturing unit 4 of Fakir Apparels Ltd. for the calculation its overall achievement such as s trategic fitness, security level, security level achievement, net achievement, and loss/penalty. Table 9 shows the summary of overall achievement of this unit. Summarization results from Table 9 and Figure 5 make us clear that the overall achievement of unit 4 is not good. Only one metric is above the security level within seven metrics. That means the manu: facturers faced loss/penalty for six metrics within seven metrics which demanded a big penal ty for the manufacturers. The manufacturers are far behind
Figure 3. Manufacturing metrics sustainability. This paper focused on manufacturing unit 4 of Fakir Apparels Ltd. for the calculation its overall achievement such as s trategic fitness, security level, security level achievement, net achievement, and loss/penalty. Table 9 shows the summary of overall achievement of this unit. Summarization results from Table 9 and Figure 5 make us clear that the overall achievement of unit 4 is not good. Only one metric is above the security level within seven metrics. That means the manu: facturers faced loss/penalty for six metrics within seven metrics which demanded a big penal ty for the manufacturers. The manufacturers are far behind
Table 9. Achievement summary for manufacturing unit 4.
Table 9. Achievement summary for manufacturing unit 4.
Net achievement = Was capable but couldn't achieve = Loss/penalty from achievement Figure 5. Achievement summary of manufacturing unit 4.
Net achievement = Was capable but couldn't achieve = Loss/penalty from achievement Figure 5. Achievement summary of manufacturing unit 4.
Achieved point,
Achieved point,
Table A1. Comparisons among the metrics.
Table A1. Comparisons among the metrics.
Importance (or preference) of one metric over another
Importance (or preference) of one metric over another
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PRODUCTION ENGINEERINGManufacturing Engineering
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