sustainability
Article
Advanced Manufacturing Management: A Systematic
Literature Review
Polinpapilinho F. Katina 1, * , Casey T. Cash 2 , Logan R. Caldwell 1 , Chrystopher M. Beck 1 and James J. Katina 3
Citation: Katina, P.F.; Cash, C.T.;
Caldwell, L.R.; Beck, C.M.; Katina, J.J.
Advanced Manufacturing
Management: A Systematic
Literature Review. Sustainability 2023,
15, 4702. https://doi.org/10.3390/
su15064702
Academic Editors: Luigi Ranieri,
Francesco Facchini and Bartolomeo
Silvestri
Received: 10 February 2023
Revised: 1 March 2023
Accepted: 4 March 2023
Published: 7 March 2023
Copyright: © 2023 by the authors.
Licensee MDPI, Basel, Switzerland.
This article is an open access article
distributed under the terms and
conditions of the Creative Commons
Attribution (CC BY) license (https://
creativecommons.org/licenses/by/
4.0/).
Sustainability 2023, 15, 4702. https://doi.org/10.3390/su15064702
1 Department of Informatics and Engineering Systems, University of South Carolina Upstate,
800 University Way, Spartanburg, SC 29303, USA
2 Department of Industrial Engineering, University of Arkansas, 1 University of Arkansas,
Fayetteville, AR 72701, USA
3 Charlottesville City Schools, 1562 Dairy Road, Charlottesville, VA 22903, USA
* Correspondence: pkatina@uscupstate.edu; Tel.: +1-864-503-5272
Abstract: One of the long-standing principles of phenomenological understanding is focused on the
role of definition. Definitions are enablers in making something definite, distinct, or clear. This study
aims to generate the definition of an emerging domain of Advanced Manufacturing Management
using a literature review. First, an examination of Advanced Manufacturing Management (AMM)
at an institutional level is provided, revealing institutions and courses that currently populate the
domain. Second, a systematic literature review for AMM is conducted utilizing and triangulating
between Web of Science, Science Direct/Elsevier, and Google Scholar. The results, supported by
VOSviewer, suggest a dire need for a formal definition and conceptual foundations of AMM. Third, a
proposed conceptual foundation that can enable a balanced development of AMM addressing the
philosophical, theoretical, epistemological, ontological, axiological, axiomatic, methodology, methods,
and applications aspects is suggested to support and holistically advance manufacturing and its
problem domain. This conceptual foundation supports an alternative level of thinking, decision,
action, and interpretation appropriate for the AMM problem domain, simultaneously advancing its
science, engineering, applications, and practice. The article concludes with several challenges for the
AMM field, a path forward for developing and advancing AMM as a field capable of providing a
robust approach to dealing with emerging manufacturing-related issues.
Keywords: advanced manufacturing; advanced manufacturing management; advanced
manufacturing technology; conceptual foundation; definition; literature review; manufacturing;
traditional manufacturing
1. Introduction
While there is not one commonly accepted definition of the term ‘manufacturing’,
suffice it to say that manufacturing systems are vital to the functioning of modern society.
The criticality of manufacturing is increasingly seen in the importance placed on manufac-
turing assets, systems, and networks, whether physical [or virtual]. Manufacturing is so
vital to any nation that the incapacitation or destruction of manufacturing would have a
debilitating effect on security, national economic security, national public health or safety,
or any combination thereof [1]. In the U.S. alone, the value of the manufacturing industry
is illustrated in numbers. This industry employed 12.35 million people in December 2016
and 12.56 million in December 2017 [2]. Clearly, manufacturing is a vital sector [3] with
increasing global importance.
Ontologically, the nature of manufacturing is also evolving. For example, while tradi-
tionally, products (and the associated attributes, e.g., quality) and processes have always
been at the center of manufacturing [4], in the 21st century, manufacturing enterprises must
cost-effectively produce and maintain high-quality variant products using multi-innovative
processes. These changes are driven by the demands in modern society, that is, demand
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Sustainability 2023, 15, 4702 2 of 14

for quality products, goods, and services, globalization, and private–public governance
policies, while keeping abreast of the expected traditional concepts of production and
management—just-in-time delivery and profitability [5–7]. Tempelman et al. [4] suggest
that the heart of traditional manufacturing (TM) design lies at the intersection of matching
design requirements to suitable processes. This matching is essential due to the increased
diversity in materials, designs, and processes. In this case, there is a call for manufacturing
knowledge management that enables a structured approach for ordered thinking in response
to unfamiliar and changing design scenarios [4] so that design principles can be trans-
ported in different settings. Although the suggested approach includes a robust set of
dominant process qualities (15 in total) relating to three key parameters—function, cost,
and quality—it is focused on ‘product’ manufacturing processes.
A related change is in our understanding of manufacturing, especially in applying
technology and its influence on traditional manufacturing and advanced manufacturing.
Traditional manufacturing (TM) can be defined as “the act of converting raw materials
into finished products by using manual or mechanized transformational techniques” [8]
(p. 1). The purpose of such activities is to add value and achieve some targeted objective—
inclusive of human interest. In contrast, advanced manufacturing (AM) is “a family of
activities that (a) depend on the use and co-ordination of information, automation, compu-
tation, software, sensing, and networking, and/or (b) make use of cutting-edge materials
and emerging capabilities enabled by the physical and biological sciences, for example,
nanotechnology, chemistry, and biology. This involves both new ways to manufacture
existing products, and especially the manufacture of new products emerging from new
advanced technologies” [9] (p. ii).
However, the concept of AM “is not limited to emerging technologies; rather, it is
composed of efficient, productive, highly integrated, tightly controlled processes across a
spectrum of globally competitive U.S. manufacturers and suppliers. For advanced manufac-
turing to accelerate and thrive in the United States [or any nation], it will require the active
participation of communities, educators, workers, and businesses, as well as Federal, State,
and local governments” [10] (p. IX). A critical difference between TM and AM is suggested
by the report of The New England Council: “While traditional manufacturing (TM) uses
scale and labor arbitrage to gain a competitive advantage, advanced manufacturing (AM) re-
lies on speed, precision, innovation, and automation to improve the products and processes.
Advanced manufacturing (AM) puts a premium on a management mindset that continu-
ously improves and rapidly integrates science, engineering and technology into sustainable,
environmentally responsible new designs and manufacturing capabilities” [11] (p. 14).
This view is supportive of the emerging ideas of Industry 4.0 defined by the trend towards
automation and data exchange in manufacturing technologies and processes accelerated
by the increasing interconnectivity in cyber-physical systems, Internet of Things, industrial
Internet of Things, cloud computing, cognitive computing, and artificial intelligence, as
well as being driven by the need for transparency and decentralization [12–15].
At this point in this study, it is evident that a succinct demarcation of TM and AM is
nebulous. This is especially since the term “advanced manufacturing” can encompass any
developmental changes in recent times in manufacturing, such as additive manufacturing,
biomanufacturing, cyber manufacturing, green manufacturing, and space manufactur-
ing. Moreover, AM is not limited to the transformation of resources and technologies. It
encompasses technical/technology, human/social, policy, political, information, and orga-
nizational/managerial considerations. The managerial aspect of AM is where “superior
management” [11] (p. 14) ideologies must play a hand.
However, there remains a lack of articulated superior management methods (and
methodologies) for advanced manufacturing. Moreover, following Keating and Katina [16]),
we suggest the ‘Management of Advanced Manufacturing’ can be realized through rigor-
ous research of the philosophical, theoretical, axiological, methodological, and axiomatic
underpinnings. Second, since literature is scarce on the Management of Advanced Man-
ufacturing, it is necessary to establish a preliminary understanding of Management of
Sustainability 2023, 15, 4702 3 of 14

Advanced Manufacturing. In this research, the term “Management of Advanced Manufac-

turing” is taken to mean “Advanced Manufacturing Management.” Moreover, the term
“Advanced Manufacturing Management” is a topic of interest since some of the authors
are affiliated with a university (i.e, University of South Carolina Upstate) that recently
launched a degree program called “Advanced Manufacturing Management” [17].
Therefore, this study aims to generate a working definition for the emerging domain of
Advanced Manufacturing Management. A working definition of Advanced Manufacturing
Management (AMM) is developed through a review and synthesis of the literature. First,
an examination of AMM is conducted at an institutional level elaborating on the nature
of the institutional offering and teaching in AMM. Second, three widely used databases
(i.e., Web of Science, SCOPUS, and Google Scholar) are utilized to search for any published
material (emphasis on peer-reviewed materials) with the term “Advanced Manufacturing
Management” to provide a synthesis. Third, a conceptual foundation that can drive
an alternative level of thinking, decision, action, and interpretation is suggested for the
emerging AMM domain. Finally, a suggested path forward for incorporating a conceptual
foundation for the advancement of AMM is provided.

2. Advanced Manufacturing Management: A Snapshot of Institutions

Although the term ‘Advanced Manufacturing Management’ is relatively new, there
exist several institutions of higher education offering credentials and teaching courses
on the topic. Table 1 provides a summary of these institutions. These include the Indian
State University (Indiana, USA), Brightpoint Community College (Virginia, USA), Sheridan
College (Ontario, Canada), and the University of South Carolina Upstate (South Carolina,
USA). These institutions represent a broad spectrum ranging from a two-year community
college to a Doctoral/Research University.
The Sheridan College (Ontario, Canada) program is ideal for students interested in
innovation, lean manufacturing, energy management, sustainability, and various chal-
lenges faced by manufacturing and service organizations. This one-year program prepares
students already working in the field for supervisor jobs in a manufacturing company.
The Bachelor in Applied Sciences features well in this limited sample of higher educa-
tion institutions. The ‘applied’ nature of these programs is meant to emphasize the applied
nature of the degree in preparing candidates for technical (i.e., hard) positions as well
as managerial (i.e., soft) leadership positions in the manufacturing world. The emphasis
on technical and managerial skills is also evident in the courses undertaken within such
programs, as illustrated by Manufacturing Leadership (University of South Carolina Upstate),
and Leadership and Management of People (Sheridan Colledge). Meanwhile, courses such as
Manufacturing Quality, Plant Layout, and Manufacturing Processes and Materials are geared
toward technical skills needed to address hard problems in manufacturing.
A Career Studies Certificate (CSC) is also offered at Brightpoint Community Col-
lege (Virginia, USA) [18]. This program of study is typically less than one year in length
with a major in a career-technical area. Fundamental courses include Introduction to Basic
Computer-Integrated Manufacturing; Principles of Psychology; Supply Chain Management; Qual-
ity Assurance Technology; Team Concepts and Problem Solving; and World-Class Manufacturing.
Degree-wise, a variant of Advanced Manufacturing Management is the term ‘Ad-
vanced Manufacturing Technology.’ Greenville Technical College (South Carolina, USA)
offers an Applied Baccalaureate in Advanced Manufacturing Technology (BAS) which is
described as an intensive, hands-on, project-based degree program designed to meet the
needs of industry by preparing graduates for technical and managerial leadership positions
in our growing global manufacturing economy.
Sustainability 2023, 15, 4702 4 of 14

Table 1. A list of AMM higher-ed degree-granting Institutions.

Institution
Bachelors
University of South Carolina Upstate
(South Carolina, USA) [17]
Greenville Technical College
(South Carolina, USA) [19]
Sheridan College (Ontario, Canada) [20]
Indiana State University (Indiana, USA) [21]
Degree Offerings
Key Course Offering
Masters
Manufacturing Work Practices;
Manufacturing Leadership; Manufacturing
x
Quality; Manufacturing Project Management;
Operational Excellence; Senior Seminar
Manufacturing Processes and Application;
Computer-Aided Design for Man.
Engineering; Advanced Manufacturing Lab;
Manufacturing Quality; Manufacturing
x
Project Management; Production Process
Planning; Principles of Lean Manufacturing;
Industry Capstone Project; Advanced
Manufacturing Senior Seminar
Leadership and Management of People;
Manufacturing Processes; Operations
x
Management; Plant Layout; Project
Management; Quality Management
Intro. to Materials, Processes, and Testing;
Fundamentals of Manufacturing Processes;
x
Manufacturing Processes and Materials;
Computer Numerical Control Systems

The proceeding section highlights two issues: First, there is a limited number of AMM
programs in higher education institutions. This is especially the case for doctoral-granting
institutions. While this issue might be attributed to the nascent nature of AMM, it must
be noted that the evolving nature of the domain of manufacturing remains suspect and
ambiguous. The former and the latter are interesting, and somewhat troubling since
manufacturing is vital for society. Moreover, in 2011, the President’s Council of Advisors on
Science and Technology (PCAST) developed a report establishing the risks associated with
AM in the U.S. and on a global scale [9]. Among the recommendations is the establishment
of graduate-level degree programs in manufacturing leadership in universities tasked
with developing the next generation of educators and industrial leaders, especially in
the areas of integrated technologies, including robotics and advanced automation, with
methods such as supply chain management and human systems integration [10]. Clearly,
there remain risks and opportunities associated with AM, let alone the emerging domain
of AMM. Second, in harmony with PCAST, there remains a need to establish ongoing
research in university-level settings necessary for the development of the next generation
of educators and industrial leaders. Such research must encompass the philosophical,
theoretical, axiological, methodological, and axiomatic underpinnings of AMM.
In summary, the term ‘Advanced Manufacturing Management’ is not new. While at
this point in this study, we have not seen a formal definition, it is beginning to emerge that
AMM can be seen as a program study that must address aspects of technical/technology
(i.e., hard) skills as well as managerial (i.e., soft) skills in manufacturing. An attempt at
developing a preliminary definition follows.

3. Advanced Manufacturing Management: Literature Review

First, we establish basic definitions of the terms of interest (i.e., ‘Advanced’, ‘Manufac-
turing’, and ‘Management’) using the Merriam-Webster Dictionary [22]:
• Advanced: 2a: being beyond others in progress or ideas;
• Manufacturing: 2b: to produce according to an organized plan and with the division
of labor;
Sustainability 2023, 15, 4702 5 of 14

• Management: 1: the act or art of managing: the conducting or supervising of something—2:

judicious use of means to accomplish an end—3: the collective body of those who
manage or direct an enterprise.
A preliminary definition of Advanced Manufacturing Management is thus taken to be
‘an innovative means to more effectively organize and control technologies, methods, and
processes to enhance manufacturing production operations’. We now attempt to amplify
this basic definition using the literature by examining three widely used databases (i.e.,
Web of Science, Science Direct/Elsevier, and Google Scholar).

3.1. Web of Science Core Collection

The Web of Science Core Collection is considered the world’s most trusted publisher-
independent global citation database. The Web of Science Group claims to be ‘the informa-
tion and technology provider for the global scientific research community . . . support[ing]
over 95% of the world’s top research institutions, multiple governments, and national
research agencies. Around 20 million researchers at more than 7000 leading research
organizations across the world rely on us to inform and guide research support, execu-
tion, evaluation, and planning decisions at a global, national, institutional, and individual
level’ [23].

3.2. Science Direct/Elsevier

ScienceDirect provides access to more than 16 million articles, 2500 journals, 370 fully
open-access journals, 39,000 books, and 330,000 topic pages to help researchers discover
more insights, achieve more breakthroughs and move their research forward [24].

3.3. Google Scholar

Google Scholar is a freely accessible web search engine that indexes the full text or
metadata of scholarly literature across an array of publishing formats and disciplines. The
Google Scholar index includes most peer-reviewed online academic journals and books,
conference papers, theses and dissertations, preprints, abstracts, technical reports, and
other scholarly literature, including court opinions and patents [25]. While Google does
not publish the size of Google Scholar’s database, scientometric researchers estimated it to
contain roughly 389 million documents, including articles, citations, and patents, making it
the world’s largest academic search engine in January 2018 [26].
A basic search of the term “Advanced Manufacturing Management” yields two (2)
results in Web of Science; in Science Direct/Elsevier, the term (Advanced Manufacturing
Management) yields 14 results; while, in Google Scholar, the term “Advanced Manufactur-
ing Management” yields 160 results. Since these results are neither consistent nor distinct,
further refinement is necessary. In this case, the advanced features of the selected databases
are used. Although several Booleans are available (AND, OR, NOT, SAME, NEAR), this
research is restructured to the term “Advanced Manufacturing Management” and its varia-
tion such as “Management of Advanced Manufacturing” appearing exactly in a phrase.
Table 2 provides the results of the enhanced searches for the term “Advanced Manufac-
turing Management” and its variations. These results (and the subsequent searches) are
current as of 23 January 2023.
Sustainability 2023, 15, 4702 6 of 14

Table 2. A comparative view of search results for Web of Science, Google Scholar, and
Elsevier/Science Direct.

Searchers Terms Web of Science Elsevier/Science Direct Google Scholar

Sustainability 2023, 15, x FOR PEER REVIEW 6 of 15
Set 1 search “Advanced Manufacturing” 2733 4,890,000 22,058
“Advanced Manufacturing” AND
Set 2 search 482 358,000 9592
“Management”
Set “Advanced Manufacturing
Set4 3search
search “Management of [*] Advanced Manufacturing” 2 11 160 43 1481
Management”
* allows for records containing similar words to be included in the results, such as manager and
“Management of [*] Advanced
Set 4 search management. 11 43 81
Manufacturing”
* allows for records containing similar words to be included in the results, such as manager and management.
We draw four conclusions from this search. First, these results are not congruent.
There exists a disparity among the databases as indicated by the outputs of the search for
the We draw four
different terms.conclusions
However,fromthisthis search.
is not First, these
a surprise sinceresults are not congruent.
these databases There
are not created
exists a disparity among the databases as indicated by the outputs
with the same parameters. For example, Web of Science is a human-curated database, of the search for the
different terms. However, this is not a surprise since these databases are
while Google Scholar is not a human-curated database [27]. Second, although nearly not created with the
same parameters.
360,000 references For example,
appear Web of
relevant to Science is a human-curated
this research (i.e., Set Searchdatabase,
2, 3, andwhile Googleat
4), a glance
Scholar is not a human-curated database [27]. Second, although nearly 360,000
the ‘data’ indicates inaccuracies. For example, the 360,000 references include unrelated references
appear relevant
references, to this book
including research (i.e., Set
reviews, Search 2,
published 3, and and
indices, 4), aredundancies.
glance at the ‘data’
Theseindicates
inaccura-
inaccuracies. For example, the 360,000 references include unrelated references, including
cies are exacerbated by the fact that all the literature is not indexed in all the databases.
book reviews, published indices, and redundancies. These inaccuracies are exacerbated
Third, recalling that this study aims to generate a working definition for the emerging
by the fact that all the literature is not indexed in all the databases. Third, recalling that
domain of Advanced Manufacturing Management, the literature does not offer a formal
this study aims to generate a working definition for the emerging domain of Advanced
definition. In fact, nearly all of the more than 360,000 references address the topic of ad-
Manufacturing Management, the literature does not offer a formal definition. In fact, nearly
vanced manufacturing in the context of technology [28–40]. A handful of peer-reviewed
all of the more than 360,000 references address the topic of advanced manufacturing in the
articles (e.g., see [41–43]) attempt to go beyond the prevalent technical aspect of manufac-
context of technology [28–40]. A handful of peer-reviewed articles (e.g., see [41–43]) attempt
turing management. This insight is also further suggested by using VOSviewer to visual-
to go beyond the prevalent technical aspect of manufacturing management. This insight is
ize co-occurrence and keywords in selected literature. Figure 1 depicts terms that appear
also further suggested by using VOSviewer to visualize co-occurrence and keywords in
in the most relevant literature with most being related to the technical view of the topic.
selected literature. Figure 1 depicts terms that appear in the most relevant literature with
The network visualization is based on the two rows of Table 2 (set 3 and 4 searches), ex-
most being related to the technical view of the topic. The network visualization is based on
cluding
the two rows results from2 Google
of Table (set 3 andScholar—only 42 documents
4 searches), excluding resultsare used
from after Scholar—only
Google the removal of
duplicates and false data (e.g., book reviews).
42 documents are used after the removal of duplicates and false data (e.g., book reviews).

Figure1.1.VOSviewer
Figure VOSviewernetwork visualization
network forfor
visualization co-occurrence andand
co-occurrence keywords in the
keywords in literature pertain-
the literature per-
ing to Advanced
taining Manufacturing
to Advanced Management.
Manufacturing Management.

InInthe technology
the technology view of advanced
view manufacturing,
of advanced the emphasis
manufacturing, is on “technology”—
the emphasis is on “technol-
hence, advanced
ogy”—hence, manufacturing
advanced technology.
manufacturing Advanced
technology. manufacturing
Advanced technology
manufacturing (i.e.,
technology
AMT) refers to computer-aided technologies in design and other aspects of manufacturing.
(i.e., AMT) refers to computer-aided technologies in design and other aspects of manufac-
Gunawardana [44] suggests
turing. Gunawardana that AMT
[44] suggests canAMT
that be categorized in two principal
can be categorized ways: (i)ways:
in two principal the
classical continuum of basic manufacturing processes, which extends from
(i) the classical continuum of basic manufacturing processes, which extends from make- make-to-order
manufacturing to continuous
to-order manufacturing manufacturing,
to continuous and (ii) the and
manufacturing, level(ii)
of integration
the level ofof the overallof
integration
manufacturing
the overall manufacturing system. Additionally, some industrialists and economiststhat
system. Additionally, some industrialists and economists [45] believe [45]
AMT has great potential to offer manufacturing companies many tangible
believe that AMT has great potential to offer manufacturing companies many tangible and intangible
benefits. For example,
and intangible Hayes
benefits. Forand Jaikumar
example, [46] and
Hayes identify benefits
Jaikumar due
[46] to reduced
identify labordue
benefits andto
reduced labor and suggest improved product quality as a result. Yet others suggest in-
creased product/process flexibility, enhanced time efficiency, and a shortened time-to-
market [47,48].
Fourth, the technology-only view of advanced manufacturing is limiting and can ex-
acerbate issues in manufacturing systems. This view of manufacturing tends to overem-
Sustainability 2023, 15, 4702 7 of 14

suggest improved product quality as a result. Yet others suggest increased product/process
flexibility, enhanced time efficiency, and a shortened time-to-market [47,48].
Fourth, the technology-only view of advanced manufacturing is limiting and can
exacerbate issues in manufacturing systems. This view of manufacturing tends to overem-
phasize technology (i.e., hardware and software) while relegating at best and at worst,
excluding other aspects of manufacturing such as the human, social, organizational, po-
litical, and policy [49] aspects. Nonetheless, a handful of researchers suggest a need to
view advanced manufacturing as going beyond technology and consider associated non-
technical issues. For example, Salvendy and Karwowski [50] suggest the importance of
humans. Moreover, Durão et al. [41] and Li et al. [42] suggest viewing manufacturing
systems as having characteristics of complex systems.
At this point in this study, two observations are made: First, it is clear that there is a
lack of definition of “advanced manufacturing management”. A closely related term
“advanced manufacturing technology” emphasizes “technologies” involved in manu-
facturing processes. However, “advanced manufacturing” is not limited to transform-
ing resources and technologies. It encompasses a wide range of considerations, includ-
ing the technical/technology, human/social, policy, political, information, and organiza-
tional/managerial dimensions. The managerial aspect of AM is where “superior manage-
ment” is required [11] (p. 14). Second, it is necessary to develop a formal definition and
underpinning of this emerging field for several reasons. First and most relevant, definitions
can serve as enablers in making something definite, conceptual, or otherwise. Second, a
definition is necessary as an impetus for forming a conceptual foundational knowledge base
necessary for the study and quest to understand the phenomenon in question: such studies
serve as the basis for thinking, decision, action, and interpretation. The lack of a definition
of “advanced manufacturing management” is a challenge and an opportunity to close a
knowledge gap, especially for those involved in the teaching, researching, and practice
of advanced manufacturing. Therefore, the preliminary definition of AMM is revised to
encompass innovative means to more effectively control, communicate, co-ordinate, and integrate
technologies, methods, and processes to enhance the production of manufacturing goods and services
while addressing technology (i.e., hardware and software), human, social, organizational, political,
and policy implications.

4. Advanced Manufacturing Management: A Possible Conceptual Foundation

In this section, problems that face Advanced Manufacturing Management (AMM)
contributing to potential ambiguities are articulated, followed by a description of tacit
core knowledge (i.e., philosophy, theory, methodology, and axiology) that might form the
basis for establishing the conceptual foundations of AMM. While academic institutions,
policy-makers, and private enterprises point to the need and use of AMM, there remains a
lack of literature defining what AMM entails—this is a source of ambiguity. Additionally,
the following is suggested as continuing ambiguity for AMM, first denoted by Keating [51]
for a then-emerging field of System of Systems Engineering, and amplified for AMM:
• Beyond some high-level agreement and need for AMM, there is no considerable broad
acceptance of what constitutes AMM.
• Although AMM is a term that has been used, it has not received broad acceptance
in the definition or underlying perspectives related to philosophy, methodology,
or standards.
• While research in TM, including AMT, is robust, there is also a lack of research in AMM.
AMM research efforts could range from the scholarship of discovery to the scholarship
of integration, scholarship of application, and scholarship of teaching/learning [52].
These scholarships affect theory and applications and are the basis for the underpin-
nings of the base knowledge.
• Irrespective of the contrast to TM and AMT, the distinctiveness of AMM in relation to
associated domains has not been clearly established.
 Sustainability 2023, 15, 4702 8 of 14

Sustainability 2023, 15, x FOR PEER REVIEW 8 of 15

• Current endeavors (including academic programs) that are assumed to be from the
advanced manufacturing management arena do not adequately identify or qualify
• reasons
Since AMM forissuch claims.
in the embryonic stages, it has naturally been overshadowed and not
• sufficiently
Since AMM is in the embryonic
distinguished from eitherstages,
TM itorhas
AMT, naturally
furtherbeen overshadowed
reducing and not
the development
sufficiently
emphasis for distinguished
the AMM field. from either TM or AMT, further reducing the development
• emphasis
The rigorous for the AMM field.
development of the conceptual and theoretical basis of AMM, essential
• toThe rigorous development
establishing of the
claims of identity forconceptual and theoretical
the field, sustainability ofbasis of AMM, and
development, essential
ul-
to establishing
timately the viabilityclaims of identity
of the field, hasfornotthe
beenfield, sustainability of development, and
a focus.
• ultimately
Several the societal
related viabilityissues
of the remain
field, has not been a(e.g.,
unexplored focus.anti-fragility, vulnerability,
• ethics,
Several
etc.) in AMT. However, AMM is emerging to (e.g.,
related societal issues remain unexplored anti-fragility,
address issues acrossvulnerability,
the spec-
ethics, etc.) in AMT. However, AMM is emerging to address issues
trum of the human (social), organizational (managerial), policy, political aspects, across theand
spec-
trum of the human (social), organizational (managerial), policy,
information beyond technical (technology) considerations. Thus, AMM significantly political aspects, and
information
expands AMT. beyond technical (technology) considerations. Thus, AMM significantly
expands AMT.
These divergences might as well be explained away by looking at the nascent nature
of AMM These
beingdivergences
a developing might as as
field well be as
well explained away by looking
the overemphasis on the at the nascent
technology nature
aspects
ofofTMAMM andbeing
AMTaknowledge.
developing This field has
as well as the overemphasis
relegated the development on the technology
of the aspects
precursors of
AMM to a technical focus, minimizing emphasis on tacit core knowledge foundationsof
of TM and AMT knowledge. This has relegated the development of the precursors
AMM
such to a technicalmethodology,
as philosophy, focus, minimizing emphasis As
and axiology. on was
tacit the
corecase
knowledge foundations
for Keating such
[51,53] and
later Keating and Katina [49], we find it essential to mention that AMM developmentlater
as philosophy, methodology, and axiology. As was the case for Keating [51,53] and is
Keating
still sorelyand Katina
lacking in the[49], we find it essential
philosophical, to mention
methodological, that AMM
axiological, development
axiomatic, is still
and theo-
sorely lacking in the philosophical, methodological, axiological, axiomatic, and theoretical
retical levels to complement the applications, methods, tools, and techniques developing.
levels to complement the applications, methods, tools, and techniques developing. This is
This is not totally unexpected, as the path for manufacturing development has followed
not totally unexpected, as the path for manufacturing development has followed the ‘least
the ‘least resistance’ found, with a focus on a ‘technology first, technology only’ emphasis.
resistance’ found, with a focus on a ‘technology first, technology only’ emphasis.
As suggested above, the development of a field can proceed on many fronts, ranging
As suggested above, the development of a field can proceed on many fronts, ranging
from theory to practice. At this point, a particular framework to better organize, integrate,
from theory to practice. At this point, a particular framework to better organize, integrate,
and understand the research, development, and activities engaged under AMM is pro-
and understand the research, development, and activities engaged under AMM is proposed.
posed. The framework takes a holistic view to move a field forward along several funda-
The framework takes a holistic view to move a field forward along several fundamental
mental dimensions simultaneously. Based on the previous work for emerging knowledge
dimensions simultaneously. Based on the previous work for emerging knowledge [12,49],
[12,49], this framework has been crafted regarding the AMM field. Figure 2 depicts the
this framework has been crafted regarding the AMM field. Figure 2 depicts the proposed
proposed holistic relationships for integrated knowledge development in the AMM field.
holistic relationships for integrated knowledge development in the AMM field.

Figure 2. A balanced view of AMM development.

Figure 2. A balanced view of AMM development.
The nine levels of the interrelated elements for AMM field development include:
The nine levels of the interrelated elements for AMM field development include:
Sustainability 2023, 15, 4702 9 of 14

4.1. Philosophical
The development is directed at establishing a theoretically consistent articulation of the
paradigm(s) for AMM. The emerging system of values and beliefs providing a grounding
for theoretical development is the primary contribution of this area. A strong, coherent, and
articulated philosophical grounding is essential for providing a foundation upon which
other field developments can be consistently based.

4.2. Theoretical
The development focused on explaining phenomena related to advanced manufactur-
ing management and developing explanatory models and testable conceptual frameworks.
The range of theoretical developments advances the understanding of the field and the
phenomena of central concern. The theoretical development of the field must be actively
pursued and not left to chance.

4.3. Epistemological
The development establishes how a researcher (i.e., a system observer) begins to
understand problematic situations and communicate knowledge to fellow researchers
or observers. This dimension is focused on the form of knowledge, how knowledge is
acquired, and what is considered to be ‘true’ or ‘false’ for the AMM field.

4.4. Ontological
The development establishes how to deal with the existence of entities and how such
entities can be grouped based on similarities and differences. Ontology helps to describe
how an observer views the nature of reality in the AMM field or how concretely the external
world might be understood.

4.5. Axiological
The development establishes the underlying value, value judgment frameworks, and
belief propositions fundamental to understanding the variety of perspectives informing
AMM. The absence of axiological considerations for the development of the field fails to
recognize the essential value foundations upon which other development areas can utilize
the foundational reference point(s).

4.6. Methodological
The development is undertaken to establish theoretically informed frameworks that
provide high-level guidance for the design, analysis, deployment, and evolution of systems
for AMM. Generalizable methodologies provide a transition from the conceptual founda-
tions (philosophical, theoretical, and axiological) to applications that address AMM and
the inherent issues in the domain of interest.

4.7. Axiomatical
This is the development of the existing and emerging theorems, principles, and laws
that define the field and constitute the ‘taken for granted’ knowledge upon which the field
rests. This also includes the integration of knowledge from other informing and related
fields/disciplines. For AMM, the grounding in the axioms and supporting propositions
suggested in General Systems Theory [54] might provide a strong starting point for fur-
ther axiomatic development; in fact, some researchers suggest the inclusion of systems
thinking [55,56] in making manufacturing more sustainable.

4.8. Methodical
The development focused on generating the specific models, technologies, standards,
processes, and tools for AMM. In effect, this is the development of practitioners’ supporting
toolsets and capabilities. While the literature includes many methods and techniques for
manufacturing (see, e.g., Ankur & Rajat [57]), the methods should be compatible with the
Sustainability 2023, 15, 4702 10 of 14

suggested elements of the conceptual foundations of AMM, including the philosophical,

methodological, axiomatic, and axiological predispositions. This approach encourages
consistency in the development of applicable methods.

4.9. Application
This emphasizes the advancement of AMM practice through the deployment of con-
ceptually sound technologies and methods. This area must address emerging technologies
(e.g., intelligent manufacturing, Internet-of-Things-enabled manufacturing, cloud manufac-
turing, and blockchain) as well as emerging threats and risks [58]. Applications that are not
rooted in the conceptual foundations of the field are not likely to be either consistent or
conceptually congruent with the deeper underpinnings upon which the field rests. As such,
the applications, void of the field’s philosophical, theoretical, and axiomatic foundations,
are not likely to produce the intended utility for which they have been designed.
At this point in the development of the AMM field, the following observations are
suggested: Despite the apparent need and utility for AMM, there remains (i) a lack of a
philosophical worldview for understanding AMM phenomena, (ii) a lack of methodologies
to guide and direct the efforts in the AMM field, (iii) a lack of a language capable of
driving thinking, decision, action, and interpretation to different levels, (iv) a lack of a well-
developed set of tools/methods to assist practitioners in dealing with complex situations
in AMM, and (v) a lack of a systemic developmental worldview to articulate a set of
systems-based principles to more holistically engage and understand the opportunities
and challenges in the AMM field.

5. Suggested Research Path and Conclusions

This treatise on AMM seeks to lay out the challenges for the more rigorous and holistic
advancement of the emerging AMM field. As a starting point for the advancement of
AMM, the following are suggested as demarking the AMM field from the related fields of
traditional manufacturing and advanced manufacturing technologies:
• Where traditional manufacturing fields, including advanced manufacturing technolo-
gies, have failed to produce the intended results for problems that exist well beyond
technical dimensions, AMM includes more holistic dimensions, including organiza-
tional, managerial, policy, political, human, and social considerations in development.
• Where traditional manufacturing and technology approaches cannot be appropriately
applied due to the nature of the problem domain (i.e., increased uncertainty, ambiguity,
and emergence), therein suggests a need for enhanced art and science, enabling the
production of manufacturing goods and services while addressing the technology (i.e.,
hardware and software) as well as influential human, social, organizational, political,
and policy implications.
In light of these considerations, the following primary challenges are suggested for
maturing the AMM field.

5.1. Treating AMM as Distinctly Related, but Different, from AMT

AMM has been suggested (and recognized) as unique, as suggested by the academic
programs. Therefore, the approaches and thinking based on the ‘traditional’ AM and AMT,
extrapolated for application to AMM, should be met with skepticism. Otherwise, there is
little utility in a unique field developed for AMM. Instead, it would be simply another form
of manufacturing such as additive manufacturing, biomanufacturing, cyber manufacturing,
green manufacturing, and space manufacturing.

5.2. Aspiring to Rigor in AMM Field Development

From a gestalt perspective, while applications purporting to be of the advanced
manufacturing management variety may be completed with rigor, the development of the
field itself has not followed a rigorous development path. This is evident by the lack of
significant literature concerning the conceptual foundations for AMM. Instead, emphasis is
Sustainability 2023, 15, 4702 11 of 14

placed on degree programs and courses. This imbalance represents a significant challenge
for the holistic and balanced development of the AMM field.

5.3. Sacrificing Theoretical Maturation

There is a strong basis in systems theory and cybernetics that is largely being bypassed
by the developing AMM field. The systems basis for AMM holds great promise. Existing
theorems, principles, and laws stemming from the rich history of ‘systems’ seem to be
ignored mainly in the development of the AMM field. The inclusion and extension of this
theoretical body of knowledge can only strengthen the foundations of the AMM field.

5.4. Explore Non-Dominant Dialogues

The lack of philosophical, methodological, epistemological, theoretical, axiomatic,
and axiological domains misses an opportunity to broaden the emerging AMM field.
Consideration of these domains is essential to provide a more robust foundation for the
AMM field. They can provide for a sustainable grounding of the AMM field in something
other than more superficial methods and applications. In this case, the AMM field’s
longevity is dependent on the holistic development of the field.

5.5. Unrealistic Separation of AMM from Its Context

There seems to be a lack of inclusion of context (circumstances, factors, patterns, and
conditions) within which the AMM phenomenon must operate to be fully understood.
This separation gives a false sense of understanding and limits the inquiry into AMM
applications and field development. If AMM is to mature as an approach and a field of
study, there is a need to account for the context within which AMM operates and its role in
the inquiry, discovery, and assessment of the manufacturing systems context.

5.6. Holistic Treatment of the Problem Space

There is a propensity to attack manufacturing problems as first and foremost technical
problems. The result is that technology-based solutions take precedence. Unfortunately,
AMM is projected onto complex situations that are beyond technical-only solutions. This re-
quires a holistic consideration involving technology/technical, organizational/managerial,
human/social, and political/policy aspects—as well as their interrelationships. To focus
primarily on the technical aspects limits the potential that AMM might offer.

5.7. Characteristics and Role of the AMM Manager

The knowledge, skills, and abilities that distinguish an AMM manager/leader are
not sufficiently identified. Suffice it to say that this leader needs to be ‘different’ just as
AMM is a unique undertaking. The nature of this ‘different’ leader must be understood and
incorporated into the curriculum and training. The uniqueness of AMM suggests that this
is not an easy task since an AMM manager may need to acquire knowledge from different
disciplines. Moreover, there remains a lack of literature discussing the requisite knowledge
for an effective AMM manager/leader.
While this set of challenges is certainly not complete, it offers a glimpse into areas that
are not currently being exploited for the maturation of the AMM field. The advancement
of the AMM field will require the concerted efforts of the academic, industrial, and gov-
ernment communities. AMM will inevitably encounter barriers from some practitioners,
researchers, engineers, and the general public whose core work and understanding are
based on TM and AMT, especially if the philosophic, theoretic, epistemology, ontologic,
axiological, methodology, axiomatic, methods, and applications aspects are not addressed.
As AMM is a new and novel development field, the current state is incomplete, fallible,
and emergent. It is incomplete since it must start to evolve through the philosophic,
theoretic, epistemology, ontologic, axiological, methodology, axiomatic, methods, and
applications aspects to support the ever-evolving world of manufacturing and its problem
domain. AMM development is fallible as it has not been deployed with sufficient frequency
Sustainability 2023, 15, 4702 12 of 14

in field settings—as suggested by academic programs and the literature review. AMM
development is emergent since the field is nascent but advancing with new programs and
an increasing need for AMM as suggested by calls for research discoveries—suggesting
the increased availability of practical research and support [11,59]. This development
pace is essential to rapidly advance the field in the face of increasing challenges faced
by practitioners in modern complex systems. However, care must be exercised to ensure
that rapid development and deployment do not become an excuse for a lack of rigor or
‘sloppiness’ in purposefully advancing the field.
Ultimately, AMM seeks to increase the probability of achieving and maintaining higher
levels of desirable system viability and performance amid the internal enterprise flux and
external environmental turbulence in manufacturing. However, the fundamental truth is
that all systems perform essential system functions that determine system performance [60].
All systems perform these functions, regardless of sector, size, or purpose. These functions
define ‘what’ must be achieved to maintain a system’s viability. However, the concept
of the viability of AMM, as a field and a methodological approach to manufacturing,
remains problematic and fraught with pathologies [49,61] that might hinder the viability in
manufacturing contexts. These concerns are not insurmountable but must be addressed
with depth, rigor, and unambiguous integration if the AMM field is to maintain the pace
and challenges of manufacturing increasingly complex systems.

Author Contributions: Conceptualization, P.F.K. and C.T.C.; methodology, P.F.K., C.T.C., L.R.C. and
C.M.B.; software, P.F.K., C.T.C., L.R.C. and C.M.B.; validation, P.F.K., C.T.C., L.R.C. and J.J.K.; formal
analysis, P.F.K., C.T.C. and J.J.K.; investigation, P.F.K.; resources, P.F.K., C.T.C. and J.J.K.; data curation,
P.F.K.; writing—original draft preparation, P.F.K. and C.T.C.; writing—review and editing, P.F.K.,
C.T.C., L.R.C., C.M.B. and J.J.K.; visualization, P.F.K., L.R.C. and C.M.B.; supervision, P.F.K.; project
administration, P.F.K. All authors have read and agreed to the published version of the manuscript.
Funding: This research received no external funding.
Institutional Review Board Statement: Not applicable.
Informed Consent Statement: Not applicable.
Data Availability Statement: Data presented in this study are available upon request from the
corresponding authors.
Acknowledgments: The authors acknowledge the technical support from the University of South
Caroline Upstate and MDPI reviewers.
Conflicts of Interest: The authors declare no conflict of interest.

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