The 1990s - quality - certification
In the 1990s, MGN took several steps forward in consolidating the quality and certification processes.
During those years, we began working on a data-configuration system to cross-reference the map codes of different manufacturers.
In the 1990s, the use of this system was limited to a few large companies: RENFE, CAF, GEC, ALSTHOM. Over time and with the involvement of many more companies it has become a formidable tool that allows us to apply the know-how we have accumulated over many years to a changing market reality in which large manufacturers are moving toward standardisation in areas of joint responsibility.
First, it was the demanding RENFE supplier classification system that posed a real challenge for MGN internally. Later, the challenge for the company was to maintain the maximum rating of Category A supplier.
In the mid-1990s, MGN invested heavily in technical equipment. We adapted our production means and incorporated technical resources capable of meeting new demands and requirements. Our own streamlining objectives, the growing need to design and manufacture products that would meet various quality parameters and technical specifications, as well as the guarantees implicit in the railway sector, became the backbone of our investment strategy.
We have shaped our engineering and design department with new methods of control, testing equipment and technical staff, etc. Today, MGN has a test and metrological laboratory and a first-rate technical team.
At the end of the decade, in order to create a brand image, we shortened the original company name to its initials: MGN, promoting corporate communication that reflects our evolution.
The capacity to create a configuration system that includes the engine, manufacturer, model, type of bogie, component, registration and drawings for all manufacturers and operators on the market is a major asset that allows the placement of all of our parts, and above all maximizes the efficiency of customer consultations. Once the relationship between product, needs, process and customer is established, the configuration system simplifies two-way consultation at any stage.
Quality and service audit
RENFE management hired a consultant from the Basque Country to evaluate the capacity of its suppliers.
The country's political situation was delicate. The distribution of markets, new industries and regional identity all began to grow in importance. For the majority of the suppliers, the results of the audit were influenced by all of these factors beyond the merely technical aspects.
As in other periods of our history, we were able to see opportunities in the crisis, and once it was determined which part of the unfavourable results were real, the people in charge at the time went to work in the spirit of continuous improvement and self-criticism. This initiated a period of change and adaptation, of research and a constant search for support, technical advice and training, so that all of the processes could be improved.
Our Socratic motto is: To grow and innovate, we only know that we know nothing.
In 1997, the company underwent definitive changes involving both management and the organisational structure.
The objectives were aimed at attaining ISO 9000 certification. There were new collaborators on marketing matters, there was a new catalogue, a new brand image, and changes to the management bodies, moving from a vertical to a horizontal structure and a new teamwork philosophy based on human capital.