The Company:

Kopp Glass in an industry leader in the manufacturing of clear and colored pressed molded, blown, and precision glass. For over 80 years they have provided supplies and service to the aircraft industry, medical field, military divisions, arts and theater, architectural designs, traffic and railroad signals, and many other industrial applications.

The Challenge:

In the fall of 2001, the company lost a significant portion of their business attributed to the decline in the airlines industry following 9/11. Over the next two years, the company found itself in a downward spiral with an unrecoverable loss of revenue. To make matters worse, the management team was in disarray and two long-time executive staff level positions had been eliminated. The company's direction was out of focus and the remaining staff feared the company would not overcome the recent losses and current obstacles it faced.

The LMI Process™:

In April of 2003, the executive team of Kopp Glass began the LMI process, starting with Organizational Strategic Analysis. They embarked on a turnaround program that entailed regaining financial stability through cost reduction, increased productivity and sales, and higher profit margins. Using the tools of the LMI Process, Kopp established a strategic plan that first determined the company's position in the market place. Practicing the LMI concept, "what matters most", the company focused on changing production practices and eliminating products that were not contributing to the glass-pressing standard goal. A number of sales, production, and quality initiatives were developed and directed at improving this key productivity measurement. Next, Effective Personal Productivity was implemented to quality control managers, manufacturing and accounting supervisors, and sales, engineering, and operations managers. As a result, a team was formed to develop a procedure for evaluating the profitability of loss leader products. Within months of executing the plan, Kopp Glass was operating at a break-even level. Less than 12 months later, sales increased by 18 percent, generating the company's first profit in three years.

The Difference:

Kopp Glass has seen many results since beginning the LMI Process. By 2005, the measurement of productivity grew by 28 percent. LMI concepts and principles were further introduced in 2005 and the executive staff continues to participate in leadership development, goal-setting and time management training. The increase in sales and profits, as well as continual development, guided Kopp through another cost impact crisis due to the rising cost of natural gas. Applying the tools acquired in the LMI process, they remained profitable and are continuing to deliver the quality glass products they are known for around the world today.