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For Gilles LaCroix, there is nothing quite as beautiful as a handcrafted wood$-$framed window. LaCroix$$s passion for windows goes back to his youth in St$.$ Jean, Quebec, where he was taught how to make residential windows by an elderly carpenter. He learned about the characteristics of good wood, the preferred tools to use, and how to choose the best glass from local suppliers. LaCroix apprenticed with the carpenter in his small workshop and, when the carpenter retired, was given the opportunity to operate the business himself.

LaCroix hired his own apprentice as he built up business in the local area. His small operation soon expanded as the quality of windows built by LaCroix Industries Ltd$.$ became better known. Within eight years, the company employed nearly $25$ people and the business had moved to larger facilities to accommodate the increased demand from southern Quebec. In these early years, LaCroix spent most of his time in the production shop, teaching new apprentices the unique skills that he had mastered and applauding the journeymen for their accomplishments. He often repeated the idea that LaCroix products had to be of the highest quality because they gave families a $$window on life.$$

After $15$ years, LaCroix Industries employed over $200$ people. A profit$-$sharing program was introduced to give employees a financial reward for their contribution to the organization$$s success. Due to the company$$s expansion, headquarters had to be moved to another area of town, but the founder never lost touch with the workforce. Although new apprentices were now taught entirely by the master carpenters and other craftspeople, LaCroix would still chat with plant and office employees several times each week.

When a second work shift was added, LaCroix would show up during the evening break with coffee and boxes of doughnuts and discuss how the business was doing and how it had become so successful through quality workmanship. Production employees enjoyed the times when he would gather them together to announce new contracts with developers from Montreal and Toronto. After each announcement, LaCroix would thank everyone for making the business a success. They knew that LaCroix quality had become a standard of excellence in window manufacturing across Canada.

It seemed that almost every time he visited, LaCroix would repeat the now well$-$known phrase that LaCroix products had to be of the highest quality because they provided a window on life to so many families. Employees never grew tired of hearing this from the company founder. However, the phrase gained extra meaning when LaCroix began showing his employees photos of families looking through windows made by LaCroix Industries. At first, LaCroix would personally visit developers and homeowners with a camera in hand. Later, as the $$window on life$$ photos became known by developers and customers, people would send in photos of their own families looking through elegant front windows made by LaCroix Industries. The company$$s marketing staff began using this idea, as well as LaCroix$$s famous phrase, in their advertising. After one such marketing campaign, hundreds of photos were sent in by satisfied customers. Production and office employees took time after work to write personal letters of thanks to those who had submitted photos.

As the company$$s age reached the quarter$-$century mark, LaCroix, now in his mid$-$fifties, realized that the organization$$s success and survival depended on expansion into the United States. After consulting with employees, LaCroix made the difficult decision to sell a majority share to Build$-$All Products, Inc., a conglomerate with international marketing expertise in building products. As part of the agreement, Build$-$All brought in a vice$-$president to oversee production operations while LaCroix spent more time meeting with developers around North America. LaCroix would return to the plant and office at every opportunity, but often this was possible only once a month.

Rather than visiting the production plant, Jan Vlodoski, the new production vice$-$president, would rarely leave his office in the company$$s downtown headquarters. Instead, production orders were sent to supervisors by memorandum. Although product quality had been a priority throughout the company$$s history, less attention had been paid to inventory controls. Vlodoski introduced strict inventory guidelines and outlined procedures on using supplies for each shift. Goals were established for supervisors to meet specific inventory targets. Whereas employees previously could have tossed out several pieces of warped wood, they would now have to justify this action, usually in writing.

Vlodoski also announced new procedures for purchasing p