The trend of reclining operating profit margin despite good capacity utilization in the profit center “foundry” caused the management of MFL to initiate an improvement program. Bad Quality Costs were found as a major factor for result improvement. Investment into additional methods of quality management was the found key for success by the analysis, which was even underpinned by statistic survey. First of all Process Management was introduced in the foundry as both, as a management tool as well as a basic instrument for process oriented quality management. Processes were sharply marked out of each other, entirely directed towards the demands of intern and extern customers and made transparent by additional key numbers according their achievement. Fact is: What can’t be measured can’t be improved. The work of the process owner will by now significantly be rated by quality oriented key numbers. That for the acquisition of the relevant bad quality costs key figures was worked out, although with more obstacles than expected primarily. As a mighty strategy for the quality improvement Continuous Improvement Process (CIP) was chosen over Six Sigma and already two characteristics of this approach. Namely of the staff driven CIP as a forthcoming of the employee suggestion system and the management driven CIP as a systematic and project-oriented improvement instrument for larger topics were introduced in the foundry. Rather high potential improvement was found in the present practiced form of audit approach, particularly concerning the measure management for elimination of defects. Besides the intensified operation of process- and product audits also in this document specifically elaborated micro audit will be a decisive contribution for the permanent improvement of quality performance. Furthermore product specific information flyers will be handed out regularly to the associates for reinforcement of quality awareness. Building the framework requirement for the described methods and the practical introduction of it called for many more additional tasks. Management capacity was therefore extended well-directed however measured. MFL is convinced that the investment in human capital will sum up in the medium term. The key data of the next foundry-based operating profit will have to prove the pursued course.