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Case study report outline 1. Introduction 1.1 Purpose/aim of this report Modern management practice pays much attention to human factors and the process-oriented viewpoint. Process change management is related to those basic components and their relations of a specified process. A process can be described as a dynamic combination of actors, resources, goals, information flow and organization rules and so on. Information technology (IT) and its devices are rapidly changing the way of enterprises’ operations flow as well as its efficiency and effectiveness. This report aims to study the information management of Manufacturing and Distribution Division of PolyProd, especially the documentation problem. 1.2 Brief introduction to the case 1.3 Researching method and path 2. Key problem identification and Analysis 2.1 Problem discovering and analyzing 2.2 Key problem statement 2.2.1 The documentation system is not scientific. 2.2.2 Various departments within M&DDiv have to invest heavily in the human resources, tool, and time to create and maintain the documentation process. As we know, every department must follow the senior department, and they have to follow the documentation process. But PolyProd is a transnational company; its manufacturing sites are all over the world, each site use different language, so all the documents must be translated and transferred in light with the actual situations. 2.2.3 Locations are dissatisfied with the documentation system in the design department at headquarters. 2.2.4 The headquarters document control supervisors and technical-writing supervisors also are frustrated. They have to burden too heavy workloads. 2.2.5 The company lacks an overriding vision or strategy to guide the creation of a full and robust documentation system. 2.2.6 The integration problems. Those include the problem between the different locations and within each individual location. 2.2.7 Documentation employees lack of trainings.. 3. Solutions researching 3.1 potential solutions to key problems In light with the main two problems which I have discussed above, I will give some solutions to key problems. As for the documentation system strategy, I think it is the start point to operate the whole documentation; generally speaking, there are several aspects that the company must understand. Firstly, it is the managers’ vision that must adjust with the situation, especially with the whole company’s strategy. Secondly, information talents must get nice trainings in order to satisfy the situation of company’s information management. Thirdly, access and perfect strategic information plans must be laid down. Last but not the least, information system must be compatible. 3.2 evaluations to potential solutions 4. Recommendations Managers who intend to solve problems must nurture the sense of identity among members and ensure timely cycles of leadership renewal. Outside contacts must also be encouraged with sources of expertise such as professional bodies and trade associations. This helps ensure that ideas which are sparked internally do not stagnate but are constantly challenged and renewed. Judging criteria must be set as well for outsiders to challenge the quality and appropriateness. In a properly functioning problem-solving, different perspectives on shared problems and issues are constantly exchanged, given shape, refined, and eventually approved or adopted as a solution or best practice, making a problem-solving