Company History and Mission

Our goals were established upon the  inception of the company and achieving those goals required a family environment  that embraced innovation and incentive-based employment. On April 2, 2001, we  opened our doors in a 2,220 square foot production room located on Easy Street  in Rogers, Arkansas, thus beginning our journey to reinvent poultry processing,  as it was known and raise the bar on production standards.  We began with 20 de-boners that produced 22,000 lbs. of boneless poultry meat the first week of  production. That week, our family began to formulate concepts that challenged  each employee to raise his or her standards every day.

Our founders knew the employees on staff were capable of improving their output and yield; they just needed the confidence and incentive to realize their  potential. The management team began developing ideas of how to help the  employees meet and exceed the goals set before them. What would later become a  component of the Mission Statement; “Providing Our Employees Better  Opportunities” began to materialize. Through an innovative, incentive-based pay  system, employees began to produce higher output and higher yields, which meant  higher pay to the employees. These incentives helped employees move above and  beyond expectations, thus breaking free from the limits of standardized work for  sub-standard pay that is so common in the poultry industry.

On June 17, 2001, we opened our Night Shift.  Our work shifts are called Day Shift and Night Shift. We do not use the terms First and Second Shifts for no one is Second in our family. As production  increased, a larger variety of products began to be produced. Some of these  products required the development of new production techniques, for we were now  producing products to meet the most difficult specifications in the industry.  The management team understood that we must not just meet specifications; we  must understand what the customer needs and deliver it.  As we focused more on  customer needs, another component of the Mission Statement, “Providing Our  Customers Better Value” came to the front of the our culture. We knew that in  order for us to grow we must not simply provide our Customers with better value  but must continually improve that value.

As the incentive-based pay system helped  employee production grow, so did the company.  Within 1 year, we had doubled in  size and production capabilities.  On May 28, 2002, we opened our new 10,000  square foot production room.  More workspace meant more people; more people  meant more production.  But how would we continue to improve?  Adding to our success was the continual addition of more innovative technologies.  A deboning  line, using RFID technology that begins tracking our poultry when it enters the  production floor, then to every de-boner and into final packaging was the result  of Michael Spink’s (former VP of Operations) idea.  This further increased our  production capabilities without adding more floor space.

On July 10, 2006 we further expanded and  opened an additional 27,000 square feet of plant support space and on January  22, 2007, once again, we expanded by opening another 10,000 square feet of  production space. It had become clear, that the third component of our Mission  Statement “Providing Our Investors Better Returns” was now a reality.

Today, we produce approximately 4 million pounds of hand-deboned poultry per week in more than 25,000 square feet of  production space, supported by another 50,000 square feet of welfare, coolers  and docks. The incentive programs that began with a Weigh Master using a  clipboard and a pencil have evolved into one of the most sophisticated pay  systems in the industry that uses our RFID tracking system to feed  real-time information continuously into our payroll system. We continually search for  innovative ideas that will further ensure our ability to produce a low-cost,  high-quality product.  A tour of the plant reveals innovative technology and  techniques in every corner of the building.  From the OMP-developed product tracking system to the OMP-designed and built payroll system, we continue to better  ourselves and the work environment we provide for our employees.  Today,  production levels are 10 times what they were five years ago and the workforce  has expanded to more than 1300 employees. 

All of us at OMP look forward to being a  part of our continuous improvements in processes and information flows that will advance our efficiencies, thus making more growth possible.  Our future remains  bright because we have never lost sight of our original purpose—the highest quality  production through innovative means and our mission statement… it speaks for  itself:                       

Our Mission is to Provide:

  •  Our Customers Better Value
  • Our Employees Better Opportunities
  • and Our Investors  Better Returns