Omni’s vision is to build an organization that, without exception, meets or exceeds the expectations of our customers, recognizes and rewards the contribution of employees, and acknowledges the need for profitability to sustain the planned, measured growth of the company.

• Continuously provide innovative, cost-effective solutions for our loyal and valued customers. Build long term, mutually beneficial relationships with our suppliers.
• Provide a safe, healthful workplace and aid employees in their personal and professional development.
• Be a solid corporate citizen in our community.
• Demonstrate honesty, integrity, value and excellence in all of our dealings.

• Increase productivity 10%
• Decrease scrap by up to 50%
• Improve morale (help employees know management is listening now)
• Improve supervisor focus and awareness (make improvements a daily habit)
• Improve accountability (employees at all levels know what is expected and how success is measured)
• Improved communication
• Improve housekeeping / 5S

Definity Partners began work in Omni’s molding department, working with the molders to eliminate waste and identify improvements. The employees were a little apprehensive about our plans to help them, but were willing to work with us, tell us their needs, and provide ideas. Once they learned that the company was committed to change and their voices were being heard, ideas came more rapidly. Champions of change quickly emerged, and began to implement improvements in many areas.

After attending the Definity Lean Simulation class and learning terms like “one piece flow” and “pull production”, Teressa Jones (from the trim department), along with Mike Portwood and Chris Hayes from the Quality department, reinvented their area and changed the layout to support one-piece-flow and pull-production. While Trystorming these concepts, they slashed the standard time for some jobs by more than 50%.

Plant supervisor Brian Lee, also following the simulation, created a production card system which slashed the number of overruns by 300%, and virtually eliminated the need to re-run parts from a cold mold.

The mold-making department conducted a week-long Kaizen event focused on reducing cycle time in molding, simplifying mold repair, and standardizing mold design elements. Through new design elements by Steve Geiser and support and execution from all involved, several new key design elements were introduced which will benefit the operation for years to come.

As change was taking root across the plant, team huddles were implemented to discuss current performance, to celebrate success, and to identify more opportunities for improvement. Cross functional huddles in the office opened up lines of communication and created at atmosphere of support and problem solving. And, as employees at all levels begin to gain ownership of initiatives and make improvements, the supervisors were spending less time firefighting and more time focused on fostering the improvement culture.

• Created a company-wide Pay Grade structure and cross training matrix
• Standardized and Improved mold design, reducing molding cycle time and repair costs
• Created the company’s first master production schedule
• Front-line leaders driving and sustaining improvements on a daily basis
• Employees working together to achieve goals

• Productivity increase in excess of 15%
• Scrap reduction of more than 40%
• Reduced Overproduction by 300%
• Reduced overtime hours by 37%
• Reduced turnover by 77%, a clear indicator of improved morale. Employees are “energized and motivated….communicating ideas and strategies.”