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In the last decade, cloud manufacturing (CMfg) has attracted considerable attention from academia and industry worldwide. It is widely accepted that the design and analysis of cloud manufacturing architecture (CMfg-A) are the basis for developing and applying CMfg systems. However, in existing studies, analysis of the status, development process and internal characteristics of CMfg-A is lacking, hindering an understanding of the research hotspots and development trends of CMfg-A. Meanwhile, effective guidance is lacking on the construction of superior CMfg-As. The purpose of this paper is to review the relevant research on CMfg-A via identification of the main layers, elements, relationships, structure and functions of CMfg-A to provide valuable information to scholars and practitioners for further research on key CMfg-A technologies and the construction of CMfg systems with superior performance.

This study systematically reviews the relevant research on CMfg-A across transformation process to internal characteristics by integrating quantitative and qualitative methods. First, the split and reorganization method is used to recognize the main layers of CMfg-A. Then, the transformation process of six main layers is analysed through retrospective analysis, and the similarities and differences in CMfg-A are obtained. Subsequently, based on systematic theory, the elements, relationships, structure and functions of CMfg-A are inductively studied. A 3D printing architecture design case is conducted to discuss the weakness of the previous architecture and demonstrate how to improve it. Finally, the primary current trends and future opportunities are presented.

By analyzing the transformation process of CMfg-A, this study finds that CMfg-A resources are developing from tangible resources into intangible resources and intelligent resources. CMfg-A technology is developing from traditional cloud computing-based technology towards advanced manufacturing technology, and CMfg-A application scope is gradually expanding from traditional manufacturing industry to emerging manufacturing industry. In addition, by analyzing the elements, relationships, structure and functions of CMfg-A, this study finds that CMfg-A is undergoing a new generation of transformation, with trends of integrated development, intelligent development, innovative development and green development. Case study shows that the analysis of the development trend and internal characteristics of the architecture facilitates the design of a more effective architecture.

This paper predominantly focuses on journal articles and some key conference papers published in English and Chinese. The reason for considering Chinese articles is that CMfg was proposed by the Chinese and a lot of Chinese CMfg-A articles have been published in recent years. CMfg is suitable for the development of China’s manufacturing industry because of China’s intelligent manufacturing environment. It is believed that this research has reached a reliable comprehensiveness that can help scholars and practitioners establish new research directions and evaluate their work in CMfg-A.

Prior studies ignore the identification and analysis of development process and internal characteristics for the current development of CMfg-A, including the main layers identification of different CMfg-As and the transformation process analysis of these main layers, and in-depth analysis of the inner essence of CMfg-A (such as its elements, relationships, structure and functions). This study addresses these limitations and provides a comprehensive literature review.

To provide an overview of research published in the management accounting literature on methods for cost management in new product development, such as a target costing, life cycle costing, component commonality, and modular design.

The structured literature search covered papers about 15 different cost management methods published in 40 journals in the period 1990–2013.

The search yielded a sample of 113 different papers. Many contained information about more than one method, and this yielded 149 references to specific methods. The number of references varied strongly per cost management method and per journal. Target costing has received by far the most attention in the publications in our sample; modular design, component commonality, and life cycle costing were ranked second and joint third. Most references were published in Management Science; Management Accounting Research; and Accounting, Organizations and Society. The results were strongly influenced by Management Science and Decision Science, because cost management methods with an engineering background were published above average in these two journals (design for manufacturing, component commonality, modular design, and product platforms) while other topics were published below average in these two journals.

The scope of this review is accounting research. Future work could review the research on cost management methods in new product development published outside accounting.

The paper centers on methods for cost management, which complements reviews that focused on theoretical constructs of management accounting information and its use.

This paper outlines, using evidence from several case studies, the use of alternative forms of manufacturing strategy processes. Our investigation shows that the manufacturing strategy development practices of manufacturers are evolving in many directions; we found several alternatives to the formal top‐down planning process. Manufacturers use one or more of the following alternatives with or without the top‐down manufacturing strategy process: a coherent pattern of actions; manufacturing/process improvement programs; or the pursuit of core manufacturing capabilities. It appears that the various manufacturing strategy development processes may be tied to the strategic role of manufacturing in a company. This paper offers a framework that captures the relationship between the strategic role of manufacturing and the process of manufacturing strategy development. An in‐depth case from a UK company illustrates the evolving forms of manufacturing strategy development processes.

This paper aims to propose a new concept of product manufacturing mode which takes physical manufacturing theory as the basic starting point. In this work, the authors intend to systematically define the basic connotation and extension of physical manufacturing, and sort out the typical characteristics of physical manufacturing, in order to propose the general concept of physical manufacturing.

How to study the combination of physics, mathematics, mechanics and other disciplines with the manufacturing disciplines, and how to elevate modern manufacturing science to a new height, has always been a problem for scientists in the field of manufacturing and engineering construction people to deeply think about. Therefore, on the basis of tracing the development of physics and combining the attributes and functions of manufacturing, the authors propose the basic concept of physical manufacturing. On this basis, the authors further clarify the connotation and extension, theoretical basis and technical system of physical manufacturing, reveal the basic problem domain of research and construct the theoretical foundation of physical manufacturing research, which are of great theoretical value and practical significance to adjust and optimize the manufacturing industry structure, improve the quality of manufacturing industry development and promote the green development of manufacturing industry.

The research on the basic theory and technical system of physical manufacturing will therefore broaden the way of thinking and make a better understanding of manufacturing science and technology, which will promote the development of manufacturing industry to some extent.

On the basis of continuous improvement of the basic theory and conceptual system of physical manufacturing, the physical manufacturing technology will become more and more perfect; physical manufacturing system and intelligent manufacturing system will become the mainstream of next-generation manufacturing system.

Manufacturing companies increasingly have to deal with uncertainty and complexity without being sufficiently prepared for it. High-reliability organizations (HROs) successfully deal with dynamic and unknown situations. The authors ask the question whether learning concepts of HROs can be a role model for manufacturing companies and if their learning principles can be successfully applied there. The paper aims to discuss these issues.

The authors’ research is based on high-reliability theory and former qualitative empirical studies on learning and development of mission-based HRO. The authors compare their learning practice with learning and development demands of the own empirical cases studies of three manufacturing firms.

Learning concepts in the manufacturing firms are disconnected from their practical demands. In HRO in contrast, learning and development follows a distinct choreography, with a focus on collective reflection. Manufacturing firms can learn from HROs about learning principles especially with respect to collective reflection-on-action in order to develop situational awareness. However, the HROs’ learning should not be seen as a strict role model as their work organization differs significantly from that of manufacturing firms.

The research is based on in-depth case analyses (e.g. interviews and observation). The outcomes are case specific and focus on manufacturing firms. Hence, only patterns or principles can be generalized. To gain a more complete picture, the authors suggest further case analyses in different industries.

Manufacturing firms can benefit from learning principles of HROs, like combining formal and informal learning and collective reflection on practice.

The paper connects previous research on HRO with original empirical research on manufacturing firms. Through the matching of data, the authors contribute to the discussion on whether the concept of HROs can be seen as a role model for learning and development in manufacturing firms.

Manufacturing strategy has become a subject of increasing importance to practice and research. It involves two elements: content and process. The content of manufacturing strategy has recently received considerable attention. The process of manufacturing strategy has not received the same level of emphasis. There is little prescriptive literature on the subject, and even less literature of an empirical nature. It is argued that effective manufacturing strategy is inseparable from an effective process for the development of manufacturing strategy. This article provides some beginnings with regard to the process of manufacturing strategy by (1) exploring and drawing out concepts and methodologies in existing literature which can contribute to the process of manufacturing strategy, (2) reporting on an empirical study of the process of manufacturing strategy involving 53 manufacturing executives within organisations primarily from the midwest region of the USA, and (3) developing implications for future practice and research.

Improved environmental performance of products and services have lately become one of the main strategic and operational goals of manufacturers. This is due to influences from various stakeholders including government, consumers, societies and the business partners. Evidently, different manufacturers differently implement their environmental practices for sustainable product development depending on various driving factors such as customer awareness, legislation, economic benefits and competitive strategies, etc. In theory, manufacturers can efficiently undertake sustainable product development by implementing life cycle thinking into their system. This way, they can monitor the environment hot spots throughout a product life cycle and be able to minimise the environmental impact effectively. Therefore, several researchers have focused on developing tools and strategies to support the manufacturers in implementing sustainable manufacturing and product development studies. However, in reality, each manufacturer may operate their manufacturing system differently to accommodate different demands and constraints induced by firm characteristics and its regional location. Their attempts to implement the sustainable tools and strategies to their companies would also be different. Thus far, a number of studies have studied the implementation for a specific company. No studies have examined the relationship between their decisions and implementation for different characteristics of firms and different manufacturing locations. Therefore, the purpose of this paper is to comprehensively investigate the practices of manufacturers towards sustainable product development.

A detailed statistical analysis was conducted on the survey data gathered from 330 manufacturing organisations in 13 countries. The research questions mainly cover implementation approaches, decision tools and techniques used and main driving forces at the strategic and operational levels concerning environmental practices in sustainable product development. This is to bridge the gaps between the research outputs and implementations in practice for the developed sustainable strategies and tools. Results highlighted interesting relationships of the implementations across different geographical regions (locations) as well as types and sizes of manufacturers. They can be used to shed some light for future research direction, the dominant driving forces of consumers and regulations importance towards the manufacturer practices to improve not only the environmental performance but also their social responsibility. In total, 12 null hypotheses were formulated to test the relationships as well as the correlations between the manufacturing characteristics and the research questions which cover several driving forces in implementing the environmental strategies.

The results of this large-scale global research highlighted that different geographical/manufacturing regions are driven mainly by legislation, competition and consumer pressures whilst manufacturers of different sizes utilise various decision tools. Design tools such as LCA, DFE and ECQFD methods are likely to be utilised in the medium-and high-complexity product development by OEM and ETM manufacturers. Environmental responsibility plays an important role and also enhanced by other driving forces such as the economic benefits, the long-term survival in the market and the company image.

Future work may include some or all of the following; such as respondents of this survey may be re-contacted and comparative data can be gathered from these manufacturers to capture the changes over the years. Further investigation of the sustainable supply chain management approaches, influences of dynamic driving forces and the environmental practices towards cleaner production practices such as improving energy efficiency, minimising waste, recycling scraps and reusing product as well as the product recovery practices for used products would be beneficial to gather and evaluate. This would support to address the current trends and emerging practices.

Results highlighted interesting relationships and thus provide some answers on strategies adopted by many manufacturers for the sustainability approaches and implementations across different geographical regions (locations) as well as types and sizes of manufacturers. The wave of change towards sustainability is clearly on enterprises, industries, communities and governments for thinking about solutions to increase the awareness in environmental sustainability thus reduce carbon footprint. In some areas there is clear progress but for many, this process is just beginning.

There is an overwhelming amount of information, methods and opinions, and proliferation of initiatives. It is in this climate that not only manufacturers but society must provide a practical and effective way to develop and disseminate the skills and knowledge required to fuel an environmentally sustainable economy. To achieve this, results of global surveys like this paper may support manufacturers who need to work with communities and stay well connected to their stakeholders. This may lead to developing training packages that accurately reflect industry needs and provide leadership in communities and workforce development.

There is generally an understanding of the sustainable product development and the use and role of tools and techniques to improve environmental performance of manufacturers at micro-level (within companies based on selected product, process, environmental tools and manufacturing characteristics). Whereas, a large-scale research like this paper, to present the status of sustainable product and process development approaches used by manufacturers located around the globe, of different sizes, types within existing operational and corporate strategies and eco-design initiatives have not been detailed.

Examines the thirteenth published year of the ITCRR. Runs the whole gamut of textile innovation, research and testing, some of which investigates hitherto untouched aspects. Subjects discussed include cotton fabric processing, asbestos substitutes, textile adjuncts to cardiovascular surgery, wet textile processes, hand evaluation, nanotechnology, thermoplastic composites, robotic ironing, protective clothing (agricultural and industrial), ecological aspects of fibre properties – to name but a few! There would appear to be no limit to the future potential for textile applications.

According to researchers and managers, there is a lack of agreement between marketing and manufacturing managers on critical strategic issues. However, most of the literature on the subject is anecdotal and little formal empirical research has been done. Three companies are investigated to study the extent of agreement/disagreement between manufacturing and marketing managers on strategy content and process. A novel method permits the study of agreement between the two different functional managers on the process of developing strategy. The findings consistently show that manufacturing managers operate under a wider range of strategic priorities than marketing managers, and that manufacturing managers participate less than marketing managers in the strategy development process. Further, both marketing and manufacturing managers show higher involvement in the strategy development process in the latter stages of the Hayes and Wheelwright four‐stage model of manufacturing’s strategic role.

The objective of the research is to identify and analyse the main barriers to new product development within small manufacturing companies.

The study has employed a longitudinal case‐study methodology, which has focused on data gathering from three manufacturing companies that have undertaken new product development activities in‐house. The detailed case‐study material has been derived from project documentation and interviews with personnel at various technical and managerial levels.

Three generic managerial issues that impinge on new product development are identified: the influence of a dominant owner/manager; a focus on time and cost ahead of other key factors; and a failure to understand the importance of product design.

Although the case studies are detailed, only three manufacturing companies are assessed. Future research should expand on the generic issues, increase the number of case‐study companies, and ideally include an assessment of new product development within small companies from outside of the UK.

In order to overcome some of the inevitable managerial limitations within small companies, new product development activities should seek to promote a more systematic approach to design. This may encompass formal design training for senior managers and the implementation of simple design tools, such as product design specifications.

Barriers to and opportunities for new product development within small manufacturing companies are neglected areas in terms of detailed research studies. The issues highlighted in this paper will help to inform managers, practitioners and policy makers who are engaged in enhancing the competitive advantage of “traditional” manufacturing companies.