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