The success of BPR through KMP for workers in production operations

Highlighting the role of the knowledge management process (KMP) as a critical factor for successful business process reengineering (BPR). It supports the theory that knowledge management (KM) can provide the dynamism needed to motivate successful BPR and reduce the failure rate and its sources. The purpose of this article is to draw attention to a very important issue in knowledge acquisition (KA), knowledge creation (KC), knowledge storage (KSt), knowledge sharing (KSh), and knowledge application (KP) throughout an organisation. It reflects the need not only to store a specific type of knowledge, but also different types of knowledge. Where the workers with specialisation and interest in the production processes in the productive factories were identified, and 78 employees were identified to conduct the statistical analysis using the SPSS programme. Where it was found that the implementation of KMP in BPR leads to better results and builds support for long-term success in designing business systems and processes. Knowledge remains a competitive and intangible resource in contemporary organisations today. Most KM initiatives aim to take advantage of knowledge to achieve sustainable corporate performance.