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"question_title_h1": "I attach article with this , after read article answer the following question Memt 216- A Window on Life Case To Gilles LaCroix, nothing is",
"question_title": "I attach article with this , after read article answer the following",
"question_title_for_js_snippet": "I attach article with this , after read article answer the following question Memt 216 A Window on Life Case To Gilles LaCroix, nothing is quite as beautiful as a handcrafted wood framed window LaCroix's passion for windows goes back to his youth in St Jean, Quebec, where an elderly carpenter taught him everything he knows He learned about the characteristics of good wood, the best tools to use, and how to choose the best glass from local suppliers LaCroix apprenticed with the carpenter in his small workshop and was given the opportunity to operate the business himself when the carpenter retired LaCroix hired his own apprentice as he built up business in the local area His small operation expanded as the quality of windows built by LaCroix Industries Ltd became better known Within eight years, the company employed nearly 25 people and 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 he had mastered and applauding the journeymen for their accomplishments He would constantly state that LaCroix products had to be of the highest quality because they gave families a window on life After 15 years, LaCroix Industries employed more than 200 people A profit sharing program was introduced to give employees a financial reward for their contribution to the organization's success Due to expansion, headquarters had to be moved to another area of town but LaCroix never lost touch with the workforce Although new apprentices were now taught entirely by the master carpenters and other craftspeople, LaCroix still chatted with plant and office employees several times each week When a second work shift was added, LaCroix showed up during the evening break with coffee and doughnuts to discuss how the business was doing and how it became 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 Employees 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 well known phrase that LaCroix products had to be of the highest quality because they provided a window on life for so many families Employees never grew tired of hearing this from the company founder However, it gained extra meaning when LaCroix began posting photos of families looking through LaCroix windows At first LaCroix would personally visit developers and homeowners with a camera in hand Later, as developers and customers because aware of the window on life photos, people would send in photos of their 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, satisfied customers sent in hundreds of photos Production and office employees took time after work to write personal letters of thanks to those who had submitted photos As the company reached the quarter century mark, LaCroix, now in his mid fifties, realized thatthe 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, Jan Vlodoski, to oversee production operations while LaCroix spent more time meeting with developers around North America LaCroix returned to the plant and office at every opportunity, but often this would be only once a month Rather than visiting the production plant, Vlodoski rarely left his office at the company's downtown headquarters Instead, production orders were sent to supervisors by memoranda 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 production supplies LaCroix Industries had highly trained purchasing staff who worked closely with senior craftspeople when selecting suppliers, but Viodoski wanted to institute Build All's procedures The new purchasing methods removed production leaders from the decision process and, in some cases, resulted in trade offs that LaCroix's employees would not have made previously A few employees quit during this time, saying that they did not feel comfortable producing a window that would not stand the test of time However, unemployment was high in SL Jean, so most staff members remained with the company After one year, inventory expenses had decreased by approximately 10 percent, but the number of defective windows returned by developers and wholesalers had increased markedly Plant employees knew that the number of defective windows would increase as they used somewhat lower quality materials to reduce inventory costs However, they heard almost no news about the seriousness of the problem until Vlodoski sent a memo to all production staff saying that quality must be maintained During the latter part of the first year under Vlodoski's management, a few employees had the opportunity to ask LaCroix about the changes and express their concerns LaCroix apologized, saying that due to his travels he had not heard about the problems, and that he would look into the matter Exactly 18 months after Build All had become the majority shareholder of LaCroix Industries, LaCroix called together five of the original staff members in the plant The company founder looked pale and shaken as he said that Build All's actions were inconsistent with his vision of the company and, for the first time in his career, he did not know what to do Build All was not pleased with the arrangement either Although LaCroix windows still employed a healthy market share and were competitive for their value, the company did not quite provide the minimum 18 percent return on equity that the conglomerate expected LaCroix asked his long time companions for advice Source MeShame, Steven L Canadian Organizational Behaviour ith Edition Toronto MeGraw Hill Ryerson, 2004 Reprinted with permission of Mcgraw Hill Ryerson ISDN 0 07 091232 7 pages $06 508 Last modified Thursday 7 March 2019 1 23 PM",
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I attach article with this , after read article answer the following question<\/p>
<\/div><\/div><\/div><\/figure> Memt 216- A Window on Life Case To Gilles LaCroix, nothing is quite as beautiful as a handcrafted wood-framed window. LaCroix's passion for windows goes back to his youth in St. Jean, Quebec, where an elderly carpenter taught him everything he knows. He learned about the characteristics of good wood, the best tools to use, and how to choose the best glass from local suppliers. LaCroix apprenticed with the carpenter in his small workshop and was given the opportunity to operate the business himself when the carpenter retired. LaCroix hired his own apprentice as he built up business in the local area. His small operation expanded as the quality of windows built by LaCroix Industries Ltd. became better known. Within eight years, the company employed nearly 25 people and 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 he had mastered and applauding the journeymen for their accomplishments. He would constantly state that LaCroix products had to be of the highest quality because they gave families a \"window on life.\" After 15 years, LaCroix Industries employed more than 200 people. A profit-sharing program was introduced to give employees a financial reward for their contribution to the organization's success. Due to expansion, headquarters had to be moved to another area of town. but LaCroix never lost touch with the workforce. Although new apprentices were now taught entirely by the master carpenters and other craftspeople, LaCroix still chatted with plant and office employees several times each week. When a second work shift was added, LaCroix showed up during the evening break with coffee and doughnuts to discuss how the business was doing and how it became 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. Employees 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 well-known phrase that LaCroix products had to be of the highest quality because they provided a window on life for so many families. Employees never grew tired of hearing this from the company founder. However, it gained extra meaning when LaCroix began posting photos of families looking through LaCroix windows. At first LaCroix would personally visit developers and homeowners with a camera in hand. Later, as developers and customers because aware of the \"window on life\" photos, people would send in photos of their 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, satisfied customers sent in hundreds of photos. Production and office employees took time after work to write personal letters of thanks to those who had submitted photos. As the company reached the quarter-century mark, LaCroix, now in his mid-fifties, realized thatthe 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, Jan Vlodoski, to oversee production operations while LaCroix spent more time meeting with developers around North America. LaCroix returned to the plant and office at every opportunity, but often this would be only once a month. Rather than visiting the production plant, Vlodoski rarely left his office at the company's downtown headquarters. Instead, production orders were sent to supervisors by memoranda. 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 production supplies. LaCroix Industries had highly trained purchasing staff who worked closely with senior craftspeople when selecting suppliers, but Viodoski wanted to institute Build-All's procedures. The new purchasing methods removed production leaders from the decision process and, in some cases, resulted in trade-offs that LaCroix's employees would not have made previously. A few employees quit during this time, saying that they did not feel comfortable producing a window that would not stand the test of time. However, unemployment was high in SL Jean, so most staff members remained with the company. After one year, inventory expenses had decreased by approximately 10 percent, but the number of defective windows returned by developers and wholesalers had increased markedly. Plant employees knew that the number of defective windows would increase as they used somewhat lower-quality materials to reduce inventory costs. However, they heard almost no news about the seriousness of the problem until Vlodoski sent a memo to all production staff saying that quality must be maintained. During the latter part of the first year under Vlodoski's management, a few employees had the opportunity to ask LaCroix about the changes and express their concerns. LaCroix apologized, saying that due to his travels he had not heard about the problems, and that he would look into the matter. Exactly 18 months after Build-All had become the majority shareholder of LaCroix Industries, LaCroix called together five of the original staff members in the plant. The company founder looked pale and shaken as he said that Build-All's actions were inconsistent with his vision of the company and, for the first time in his career, he did not know what to do. Build-All was not pleased with the arrangement either. Although LaCroix windows still employed a healthy market share and were competitive for their value, the company did not quite provide the minimum 18 percent return on equity that the conglomerate expected. LaCroix asked his long- time companions for advice. Source: MeShame, Steven L. Canadian Organizational Behaviour ith Edition Toronto. MeGraw Hill Ryerson, 2004 Reprinted with permission of Mcgraw-Hill Ryerson ISDN 0-07-091232-7 pages $06 - 508 Last modified: Thursday. 7 March 2019. 1:23 PM",
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<\/div><\/div><\/div><\/figure> Memt 216- A Window on Life Case To Gilles LaCroix, nothing is quite as beautiful as a handcrafted wood-framed window. LaCroix's passion for windows goes back to his youth in St. Jean, Quebec, where an elderly carpenter taught him everything he knows. He learned about the characteristics of good wood, the best tools to use, and how to choose the best glass from local suppliers. LaCroix apprenticed with the carpenter in his small workshop and was given the opportunity to operate the business himself when the carpenter retired. LaCroix hired his own apprentice as he built up business in the local area. His small operation expanded as the quality of windows built by LaCroix Industries Ltd. became better known. Within eight years, the company employed nearly 25 people and 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 he had mastered and applauding the journeymen for their accomplishments. He would constantly state that LaCroix products had to be of the highest quality because they gave families a \"window on life.\" After 15 years, LaCroix Industries employed more than 200 people. A profit-sharing program was introduced to give employees a financial reward for their contribution to the organization's success. Due to expansion, headquarters had to be moved to another area of town. but LaCroix never lost touch with the workforce. Although new apprentices were now taught entirely by the master carpenters and other craftspeople, LaCroix still chatted with plant and office employees several times each week. When a second work shift was added, LaCroix showed up during the evening break with coffee and doughnuts to discuss how the business was doing and how it became 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. Employees 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 well-known phrase that LaCroix products had to be of the highest quality because they provided a window on life for so many families. Employees never grew tired of hearing this from the company founder. However, it gained extra meaning when LaCroix began posting photos of families looking through LaCroix windows. At first LaCroix would personally visit developers and homeowners with a camera in hand. Later, as developers and customers because aware of the \"window on life\" photos, people would send in photos of their 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, satisfied customers sent in hundreds of photos. Production and office employees took time after work to write personal letters of thanks to those who had submitted photos. As the company reached the quarter-century mark, LaCroix, now in his mid-fifties, realized thatthe 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, Jan Vlodoski, to oversee production operations while LaCroix spent more time meeting with developers around North America. LaCroix returned to the plant and office at every opportunity, but often this would be only once a month. Rather than visiting the production plant, Vlodoski rarely left his office at the company's downtown headquarters. Instead, production orders were sent to supervisors by memoranda. 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 production supplies. LaCroix Industries had highly trained purchasing staff who worked closely with senior craftspeople when selecting suppliers, but Viodoski wanted to institute Build-All's procedures. The new purchasing methods removed production leaders from the decision process and, in some cases, resulted in trade-offs that LaCroix's employees would not have made previously. A few employees quit during this time, saying that they did not feel comfortable producing a window that would not stand the test of time. However, unemployment was high in SL Jean, so most staff members remained with the company. After one year, inventory expenses had decreased by approximately 10 percent, but the number of defective windows returned by developers and wholesalers had increased markedly. Plant employees knew that the number of defective windows would increase as they used somewhat lower-quality materials to reduce inventory costs. However, they heard almost no news about the seriousness of the problem until Vlodoski sent a memo to all production staff saying that quality must be maintained. During the latter part of the first year under Vlodoski's management, a few employees had the opportunity to ask LaCroix about the changes and express their concerns. LaCroix apologized, saying that due to his travels he had not heard about the problems, and that he would look into the matter. Exactly 18 months after Build-All had become the majority shareholder of LaCroix Industries, LaCroix called together five of the original staff members in the plant. The company founder looked pale and shaken as he said that Build-All's actions were inconsistent with his vision of the company and, for the first time in his career, he did not know what to do. Build-All was not pleased with the arrangement either. Although LaCroix windows still employed a healthy market share and were competitive for their value, the company did not quite provide the minimum 18 percent return on equity that the conglomerate expected. LaCroix asked his long- time companions for advice. Source: MeShame, Steven L. Canadian Organizational Behaviour ith Edition Toronto. MeGraw Hill Ryerson, 2004 Reprinted with permission of Mcgraw-Hill Ryerson ISDN 0-07-091232-7 pages $06 - 508 Last modified: Thursday. 7 March 2019. 1:23 PM",
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"url": "\/study-help\/questions\/c-larkspur-inc-loans-money-to-john-kruk-corporation-in-9753841",
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"url": "\/study-help\/questions\/melany-is-a-behavior-technician-that-is-teaching-their-client-3510674",
"description": "Melany is a behavior technician that is teaching their client how to identify various household items. If the supervising Board Certified Behavior Analyst (BCBA) wants to measure that the program is...",
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"url": "\/study-help\/questions\/how-does-purchasing-bring-value-to-a-organization-when-thinking-1004281",
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"stars": 3
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