A global reputation
We are a third-generation family business, founded in Sherbrooke in 1968. DE LA FONTAINE Industries designs and manufactures steel doors and steel frames.
In commercial settings, our doors and frames can be found in such diverse locations, the Pentagon (USA), the Boston Museum of Fine Arts (USA),the Colorado state University stadium as well as countless schools, residences, and industrial facilities around the world.
DE LA FONTAINE Industries AT A GLANCE
- Four manufacturing sites :
- Woburn, MA;
- Hyattsville, MD;
- Grand Prairie, TX;
- Sherbrooke, Canada
- Certified ISO 9001:2008
- Cutting-edge technological equipment
- R&D center that includes a custom furnace for the development of fire-resistant doors and frames
A family history… of innovation
Incorporation of DE LA FONTAINE in Sherbrooke by Gérald de La Fontaine. A visionary, he is the first in the Eastern Townships market to offer interior doors with pre-assembled frames to facilitate installation.
The company moves to its current location on Brodeur Street, occupying 12,000 square feet. The additionnal space is needed for the manufacturing of new products: frames in 18, 20 and 22 gauge steel for the apartment block market.
DE LA FONTAINE expands in Quebec thanks to several partnerships; the most significant among them is the new site in Chambly.
The second generation arrives on the scene as Robert de La Fontaine suceeds his father. DE LA FONTAINE has now become standard of reference in wood trims, moldings and interior doors.
The company expands its operations in the US: René Bouchard, previously responsible for sales, leaves Sherbrooke for Hartford, CT. He opens the first US warehouse and develops the commercial construction market with heavier-duty steel frames.
Mass production of the first steel door begins.
Steel is adopted for all door and frame production. Operations for wood trim, molding and interior door production and distribution are transferred to the Chambly factory.
Increased development in the US market is driven by a partnership with Paul Smoot, supported by René Bouchard, who has now joined Smoot Associates.
The “Toyota” management model and added-value production principles are adopted. The factory is restructured to improve efficiencies and reduce delivery time.
The company is well established in the US Northeast. France, Richard and Anie de La Fontaine have all joined their brother Robert in investing in the family business. Robert expands the facility and reorganizes the offices and employee service area.
A difficult period forces the closure of the factory in Chambly, Qc.
Installation of a punching machine and laser, which lead to increase flexibility, reorganization of manufacturing methods and the ability to offer new products.
Expansion of the Sherbrooke facility to accommodate a new painting line. The factory now occupies 60,000 square feet.
Market launch of a line of prefinished products with flexible designs that combine performance and esthetics while maintaining fire-resistance standards.
Transformation of the Woburn, MA warehouse into a flexible factory. DE LA FONTAINE Industries reaffirms its support to New England based distributors with an ultra-fast 24-48 hour delivery timeframe.
International development: the company’s reputation gains notoriety in new markets (Middle East, Latin America, etc.).
The third generation joins the company: the arrival of Gabriel de La Fontaine brings new dreams, new ideas and new energy.
Major investments in machinery and information technology, as well as the renovation and expansion of the Sherbrooke facility in order to support current and future growth at DE LA FONTAINE industries.
Launch of Microsoft Dynamics AX 2012 integrated management software.
3rd expansion of the Sherbrooke factory with a 15,000 ft2 addition
Official launch of Microsoft Dynamics AX
Acquisition of Lindstrom Corporation in Maryland, USA
Acquisition of CMP Express in Grand Prairie, TX USA
« Our purpose goes beyond what we sell. We’re using our business model to become the Americas’ leading quick-service manufacturer of steel doors and frames. »
The DE LA FONTAINE Industries team is made up of qualified employees and experienced leaders whose technical and managerial skills are perfectly balanced. A management system worthy of a large corporation optimizes our human capital to achieve the twin objectives of flexibility and quality.
Robert de la Fontaine
With a degree in finance from the Université de Sherbrooke, Robert de La Fontaine occupied several key roles within the family business before succeeding his father as President in 1982. Both a visionary and a leader, he has implemented several modern management practices, such as lean manufacturing. While overseeing the day-to-day management of the business and its strategic direction, he remains closely involved with our clients and our products’ markets.
Gabriel de La Fontaine, Eng.
With an academic background that combines mechanical engineering and business administration, Gabriel de La Fontaine is an expert in productivity, operational efficiency and cost control. Since his appointment to his role in 2012, he has supervised and managed all departments of the company with one goal in mind: total quality. His analytical skills and decisive attitude are powerful assets in the management of the company’s operations.
Stephan Richer, DHT
Director of Business Development
With a Bachelor of Business Administration degree, Stéphane Richer has over 25 years of experience in product management, manufacturing planning and logistics management, from his time with leading-edge companies including Bombardier (recreational products) and Héroux-Devtek (landing gear). A strategic and multi-talented leader, he manages business development, market delivery and brand marketing for DE LA FONTAINE in Canada and around the world.
Director of Operations, Canada
Responsible for a team of over 100 employees in production, supervision and maintenance, Steve has close to 20 years of experience in the manufacturing industry, specifically in the sheet metal processing sector. Customer focus is his primary objective, and he continually seeks to optimize the production line in order to ensure production, on-time delivery and product quality.
Director of Operations, USA