Quality in manufacturing isn’t just a technical benchmark, it’s a strategic differentiator. For foundries, the ability to communicate quality effectively is essential to attracting and retaining customers. 

In a recent AFS webinar, Ted Schorn, vice president of quality and technology at AFS Corporate Member Enkei America, shared a practical framework for how to effectively market quality. Schorn drew on his more than three decades of experience across automotive, aerospace, and medical sectors to offer actionable guidance for aligning foundry messaging with modern customer expectations.

From Inspection to Prevention

Historically, foundries have leaned on inspection-heavy narratives to signal quality. “Twenty or thirty years ago,” he explained, “it was common to tout how good our inspectors were, how much inspection we did, what fancy equipment we had.” 

But, according to Schorn, this approach is no longer effective. 

“Inspection is a non-value-added activity,” he said. “We have it because we don’t trust that we made all good parts, all conforming articles.”

Today’s customers want to see evidence of defect prevention, process control, and proactive quality planning. In sectors like automotive, expectations are high. When Schorn’s employer supplied Subaru with equipment, a single defective part among 70,000 monthly shipments could jeopardize the supplier’s quality score. 

“I could not get a full score on my quality rating for any given month unless I had zero PPM, (parts per million)” he emphasized. “Product conformity is the absolute minimum expectation of customers today.”

The Customer’s Perspective

Conformity, however, is only the beginning of the list. Schorn also outlined a comprehensive list of customer expectations that go beyond that. These include:

·    Field reliability and durability.
·    100% on-time delivery.
·    Accurate packaging and labeling.
·    Collaborative design support.
·    Responsiveness to change.
·    Awareness of emerging technologies.

Foundries that address these expectations directly in their marketing materials are more likely to build trust and win business. 
“Your messaging must reflect what customers actually care about,” Schorn said. “Not just specs, but the full experience.”

What is Quality?

To promote quality effectively, foundries must first define what it means. During the webinar, Schorn explained it this way: Quality means meeting all the necessary requirements and doing so at a cost that customers see as worthwhile. In other words, quality isn’t just about hitting technical specs, it’s also about delivering value in a cost-effective, competitive way.

“Rework might get you to conformance,” he noted, “but it won’t win you customers. It’s expensive, inefficient, and unsustainable.” 
Instead, foundries must demonstrate that they can meet requirements consistently, with minimal waste, and in a way that supports the customer’s bottom line.

Marketing Versus Sales

Another sticking point for many foundries is the conflation between marketing and sales, Schorn said. Operators often treat them as interchangeable functions, but in reality, they serve completely distinct and complementary roles.

Marketing, he explained, is about identifying potential customers and aligning foundry capabilities with their needs. It’s about identifying the relevance. Sales, on the other hand, is the tactical follow-through. Once interest is sparked, sales professionals step in to negotiate terms, clarify expectations, and finalize the business relationship. It’s a detail-oriented process that depends on the groundwork laid by marketing.

“Marketing comes first,” he said. “It’s about advertising, storytelling, and making the connection. Sales is about working out the business relationship once that connection is made.” 

This distinction is vital for foundries that want to grow strategically rather than reactively. Advertising should reflect real capabilities and speak to customer pain points—not just promote generic claims.

For foundries aiming to grow deliberately, rather than just chase every lead, this distinction is critical. Reactive growth often leads to misaligned projects, strained operations, and disappointed customers. Strategic growth, by contrast, begins with marketing that filters and attracts the right kind of interest. It’s about speaking directly to customer pain points and showing how the foundry’s capabilities solve real problems.

Perfecting the Pitch

Understanding how the pieces play together won’t take you to the finish line, however. To market quality, foundries must translate those ideas into actionable advertising. That means translating technical excellence into messages that resonate with customers. 
According to Schorn, quality must be made visible and credible, not just claimed. Below are several strategies he outlined for how to do this.

Case Studies. Case studies allow foundries to tell a story, highlighting how they solved a customer’s problem, met challenging specs, or accelerated product launch. 

“Highlighting the accomplishments that were achieved and having the perspective of the advertisement be in the words of that happy customer is an excellent approach,” Schorn said. It allows new customers to see themselves in a previous success.
Verifiable Metrics. Hard data builds credibility. If a foundry can include verifiable metrics in marketing materials, that provides customers with evidence of the quality being pitched. 

For example, Schorn highlighted how Enkei America has never missed a delivery. That’s held true since the company entered the U.S. market in 1985. Other useful metrics could include development timing, tooling capabilities, and safety records. 
But, he warned, “you want to make sure that you’re absolutely factually correct in your claims,” because customers will check. 
People Behind the Product. Foundry personnel are a unique asset. “No one else has your people,” Schorn said. “That’s an enduring advantage.”

Highlight the competency and skill of the individuals who support your foundry’s capabilities and show they’re up for any challenge presented to them. Allow customers to develop a first layer of trust with the team behind the products. 

Testimonials and Recognition. Third-party validation builds trust by offering independent confirmation of a foundry’s capabilities. While internal metrics and marketing claims are important, they’re inherently self-reported. What customers often look for is external proof, signals that others have vetted and valued the work. This is where testimonials, certifications, and industry awards become powerful tools.

When a buyer hears directly from another company—especially one with similar challenges or standard—it creates a sense of relatability and reassurance. These stories can highlight responsiveness, technical problem-solving, or long-term reliability in ways that raw data cannot.

Certifications and awards can also add another layer of credibility. They show that the foundry meets recognized standards or has been evaluated by respected organizations. 

If an OEM gives you an award, use that to build credibility with other OEMs. Such endorsements aren’t just accolades, they’re strategic assets. They signal to prospective customers that the foundry operates at a level trusted by industry leaders.

Innovation. Customers expect suppliers to stay ahead of the curve—not just in technology, but in mindset. For foundries, this means demonstrating a commitment to continuous improvement and forward-looking innovation. Quality isn’t just about what you deliver today; it’s about how you’re preparing to meet tomorrow’s challenges.

Schorn said foundries should actively highlight their investments in research and development, process optimization, and sustainability. Whether it’s adopting advanced simulation tools, refining casting techniques, or reducing energy consumption, each initiative tells a story about the foundry’s priorities and capabilities.

Don’t stop at praising your foundry, however. Schorn advises pointing out how those innovations directly benefit the customer, whether that’s faster turnaround or alignment with ESG goals.

Common Pitfalls

While many foundries are eager to promote their capabilities, Schorn cautioned that some marketing habits can backfire and undermine credibility rather than building it.

One such common mistake is relying on generic claims like: “We make quality castings.” While technically true, this statement lacks specificity and differentiation. It doesn’t tell the customer anything about how quality is achieved or why it matters. 
“That message doesn’t resonate,” Schorn said. 

Another pitfall is overemphasizing inspection equipment. While advanced tools are important, leading with them can send the wrong message. It suggests that quality is something verified after the fact, rather than built into the process. Customers are more interested in design reviews, process controls, and team expertise that prevent defects before they occur.

Messaging that focuses solely on open capacity is also problematic. “We have room on the floor” doesn’t speak to the customer’s pain points or project goals. Instead, foundries should frame capacity as enabling responsiveness, flexibility, or faster turnaround.
Finally, using outdated visuals and vague slogans can dilute the message. Marketing materials that haven’t been refreshed in years may no longer reflect the foundry’s current capabilities or strategic direction.

Effective marketing requires specificity, relevance, and a clear demonstration of value.

Blueprint for Trust

Marketing is more than just pitching your products and services, Schorn said. It’s a blueprint for building trust with your current and future customers. By reframing quality as conformance plus value and crafting messages that resonate with customer expectations, foundries can position themselves not just as suppliers, but as strategic partners.