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50 years of precision grinding for a range of industrial sectors

We grind mechanical components and assemblies for the hydraulic, agricultural, automotive and medical sectors. In the hydraulic sector, we are the only benchmark for finished products. We aim to improve the technical and quality aspects of grinding inside and outside diameters and finishing treatments. We invest in 4.0 systems and robots, with more than 40 in total, and in continuing education for all personnel. Out PLUS points:


The Motor Valley and development of mechanical engineering and fluid dynamics

There are as many as 400,000 businesses operating in our region, making it one of the most important in the country for productivity and turnover. This is where the Motor Valley developed in the last century, thanks to the Ferrari, Maserati, Lamborghini, Ducati, Dallara, Pagani, Tazzari EV, De Tomaso… brands of cars and sports motorbikes, which testify to the area’s fervent vocation for mechanics, electromechanics, fluid dynamics, and much more. Other production hubs have emerged to exploit the logistics infrastructure and broad multi-disciplinary know-how: outstanding districts with entire sub-supply chains with a high specialisation index. We are referring to electronics, medical, plastics, food and beverage, packaging, fashion, energy, etc. Today, Emilia Romagna boasts a widespread and extensive production web and is very attractive to multinationals, many of which have strategically settled here.

In 1974, while the Motor Valley was booming, brothers Alberto, Enrico and Giovanni Corghi and their wives founded their family-run business in Novellara di Reggio Emilia. Like so many in the area, RETTIFICA FRATELLI CORGHI also became a small to medium-sized enterprise, following the evolution of a very common and typically Italian business model that is still the backbone of our economy. The constant characteristics of an economic and social phenomenon such as SMEs can be found in the work culture and ability to socially unite with local communities that are often far removed from the services and identity of major urban centres. So, by aiming at outstanding machining and services, the company soon became a partner to large local businesses and multinationals while weaving its relational heritage, both through association and representation and with local institutions, in a mutual dialogue and recognition of roles.

At the turn of the 2000s, the founders’ children joined while the founders were still active in the various departments, making it a very fruitful integration of resources and skills for the organisation rather than a “generational transition”. In addition to the three brothers’ innate competitive strength, they adhered to an internationally recognised business model that includes, for example, the Toyota method, the PDCA cycle, and continuous improvement processes. The result is an organisation with a solid 50-year technical heritage that is constantly passed on to new resources, as well as an ability to respond promptly to market challenges. In fact, the new management plans strategies aimed at production and service flexibility and continuous technological and digital modernisation.

Lo staff dirigente

Responsabile commerciale

Annalisa Corghi

Responsabile amministrazione

F. B.

Responsabile risorse umane

Annalisa Corghi

Responsabile qualità

E. M.

R. tecnologie e manutenzione

Davide Corghi

Responsabile produzione

Stefano Corghi

Mosaic Business Model

Il “Mosaic Business Model” è quello che maggiormente ci rappresenta poiché valorizza la visione, il sistema di valori, le relazioni interne ed esterne, nei 6 building blocks seguenti.


La nostra visione si fonda, in primis, sull’ascolto del cliente al fine di fornire soluzioni personalizzate e innovative, che presuppongono capacità di problem solving e assoluta precisione, indispensabile per rettifiche d’eccellenza.


Centralità al cliente, fiducia nei rapporti con fornitori e istituzioni, benessere nelle relazioni, gestione degli errori per crescere (metodo PDCA).


Valorizzazione delle risorse, formazione continua e aggiornamento tecnologico. Nuovo assetto di governance centrato sui figli dei fondatori.


L’organizzazione è soggetto attivo nello sviluppo di network: nel 2012 fonda, infatti, PRECISIONET, rete d’imprese di subfornitura in ambito meccanico-elettronico, coinvolgendo diverse imprese storiche del territorio. L’obiettivo è mettersi in sinergia e aprirsi ai mercati internazionali.
Dal 2021 Annalisa Corghi è presidente di CIS, la Business School di Unindustria Reggio Emilia. Inoltre coltiva i rapporti con le istituzioni locali e scolastiche.


Innovazione tecnologica, robotizzazione e approccio intelligenza artificiale, costanti controlli di qualità.


Formazione continua a tutti i livelli, partnership con CIS Business Schools di Confindustria Reggio Emilia e con centri di formazione per produzione, con confronto soggetti locali.