We currently work on projects focused on improving communication and services for our customers, increasing the concrete business profitability, developing constructive systems, generating solutions to improve our distribution network in the United States, making it more flexible, and the development of cement products aimed at reducing our carbon footprint.
R&D started activities in 1999And ever since, our team has been providing friendly, specialized consulting both inside and outside the organization, to meet and exceed our customers’ demands for resistance, duration and applicability of our products, among other characteristics. R&D also collaborates with other business units to offer our customers tailored services and contribute to the company’s competitiveness and permanence.
Product Development and Technological Heritage
In 1992, GCC adopted the National Total Quality Model as a guideline to develop our High-Performance System for all the productive units in the Company.
Throughout this time we have achieved:
- A high-performance, team work, continuous improvement and self-control culture.
- Homologating the management of the several business units.
- Focusing the organization’s efforts on customer service.
- Enhancing the sense of belonging and pride among our employees.
- Achieving profitability and growth results.
From the top management to the operating positions, GCC’s labor structure is consolidated on high-performance work teams, which involves and empowers our full staff for facts and data-based decision-making.
For the effective execution of the high-performance working system and the team work we have six support systems that provide for processes improvement:
- Continuous Improvement System
- Brainstorming System
- Team Meetings System
- 5´S System
- Information System
- Employee Recognition System
Each employee thus belongs to management teams, with members united by common purposes, self-control, systemic approach, team work, continuous improvement and professional development.