ASSIGNMENT #1 Social Work Interest Paper (Competencies 1, 3, 4, 5, 8, 9) DUE: 2/23 Minimum 5 pages (including APA Reference Page) Purposes: To provide you with an opportunity to apply research and other empirical knowledge to inform your understanding and approach to a problem, and to demonstrate your professional presentation skills. Instructions: You will select a specific topic relevant to your interests in the social work field. Topics may be an evidence-based intervention, a particular job in the social work field, or a social issue challenging a particular population. You will provide an overview of the topic, a micro & macro-level analysis of the topic, and explore issues of diversity and social justice related to the topic.

You must incorporate information from four scholarly sources to inform and support your narrative. You must cite your sources using APA format . Your paper must include the following: Brief overview of the topic a. Define the topic b. Offer demographic information c.

Describe the importance, impact, and scope of the topic 10 points Analysis of the micro-level factors and challenges connected to the topic a. biological/medical factors that are most relevant when working with individuals within this topic? b. psychological/emotional factors that are most relevant when working with individuals within this topic? c. social factors that are most relevant when working with individuals within this topic? 15 points Analysis of the macro-level factors and challenges connected to the topic a. What are the legal and political factors that are most relevant when considering this topic? Review any relevant laws and federal/state policies. b. What are the community, systemic, and cultural factors that are most relevant when considering this topic?

15 points Discussion of one micro-level OR one macro-level intervention (successful and/or unsuccessful) that addresses the topic a. Micro intervention: occurs directly with an individual client or family OR b. Macro intervention: provide on a large scale that affects entire communities and/or systems of care 15 points Discussion of how the topic reflects principles of social and economic justice and social work values 10 points Format and quality of writing 10 points 75 Brief overview of the topic · Define the topic · Offer demographic information · Describe the importance, impact, and scope of the topic Analysis of the micro-level factors and challenges connected to the topic · biological/medical factors that are most relevant when working with individuals within this topic? · psychological/emotional factors that are most relevant when working with individuals within this topic? · social factors that are most relevant when working with individuals within this topic?

Analysis of the macro-level factors and challenges connected to the topic · What are the legal and political factors that are most relevant when considering this topic? Review any relevant laws and federal/state policies. · What are the community, systemic, and cultural factors that are most relevant when considering this topic? Discussion of one micro-level OR one macro-level intervention (successful and/or unsuccessful) that addresses the topic · Micro intervention: occurs directly with an individual client or family OR · Macro intervention: provide on a large scale that affects entire communities and/or systems of care Discussion of how the topic reflects principles of social and economic justice and social work values Chapter 5 Make or Buy, Insourcing, and Outsourcing 133 and the rest in overhead, including expenses such as taxes, energy, maintenance, and charges from corporate office.†GREVEN E-COATING Glenn had been approached by an enterprising local ven- dor several months back, inquiring about Rondot’s paint- ing requirements.

Cathy Stirling, representing Greven E-Coating Company (Greven) proposed that she prepare samples for each family of housings and provide cost esti- mates to Glenn. Eager to explore cost savings opportuni- ties, Glenn readily agreed. Electrocoating, or e-coating, uses a system whereby a DC electrical charge is applied to a metal part immersed in a bath of oppositely charged paint particles. The metal part attracts the paint particles, forming an even film over the entire surface, until the coating reaches the desired thickness. E-coating was generally considered more cost efficient compared to traditional wet paint systems.

Samples from Greven were sent to Rondot’s quality control department for testing and the results seemed encouraging. The tests indicated that parts for five of the six families of housings, representing approximately 60 percent of the Jackson plant’s housing volume, could be converted to e-coating using Greven at a cost of 15¢ each. One family of housings failed the tests because of problems with the method of adhering a magnet to the housing. Rondot’s assembly process required a magnet to be attached to the top inner portion of each housing using either a cold or hot bonding adhesion process. The use of either method was dependent on product design, and engineering specified the adhesion method used.

The one family of housings that used a cold-bond adhesion process had failed the test, while the other five fami- lies, which used a hot-bond process, passed the testing process. As part of the data-gathering process for this project, Glenn also talked to Betty McKinley, from production planning, and John Underwood, in manufacturing engi- neering. Betty figured that she would need to add another two weeks’ worth of inventory if painting operations were to be outsourced. She reminded Glenn to expect to pay 3¢ per part for transportation and packaging. John was delighted at the prospects of eliminating the paint line, indicating: “In the not-too-distant future, we are going to have to spend some money to upgrade our sys- tem or pull the line out completely.

These old wet-based systems are less efficient compared to other technologies available today, in terms of both cost and environmental performance.†PREPARING FOR THE MEETING Glenn was aware that Terry Gibson and Dick Taylor were under significant pressure to reduce costs at the Jackson plant and he felt that outsourcing painting operations rep- resented a good opportunity. However, this was his first major project and Glenn wanted to make sure that he had taken all the necessary issues into account and developed a strong case for his recommendations before his meeting the following week. Case 5–3 Alicia Wong Alicia Wong, Corporate Supply Manager, Thain Foods Limited, wanted to prepare a proposal to manufacture mustard in-house.

Mustard, an important ingredient in many of the company’s products, was currently purchased from an outside supplier. She hoped a comprehensive proposal could be prepared in one-month’s time for the CEO’s approval. GENERAL COMPANY BACKGROUND Thain Foods Limited (TFL) had been in business for more than 30 years. Its products included a wide range of syrups, fudges, cone dips, sauces, mayonnaise, and salad dressings. Its customers were major food chains, hotels, and restaurants in North America and Europe.

TFL believed in continuous improvement to its operations. Over the last two years, it invested more than

Assignment 1 Social Work Interest Papercompetencies 1 3 4 5 8 9

ASSIGNMENT #1 Social Work Interest Paper (Competencies 1, 3, 4, 5, 8, 9) DUE: 2/23 Minimum 5 pages (including APA Reference Page) Purposes: To provide you with an opportunity to apply research and other empirical knowledge to inform your understanding and approach to a problem, and to demonstrate your professional presentation skills. Instructions: You will select a specific topic relevant to your interests in the social work field. Topics may be an evidence-based intervention, a particular job in the social work field, or a social issue challenging a particular population. You will provide an overview of the topic, a micro & macro-level analysis of the topic, and explore issues of diversity and social justice related to the topic.

You must incorporate information from four scholarly sources to inform and support your narrative. You must cite your sources using APA format . Your paper must include the following: Brief overview of the topic a. Define the topic b. Offer demographic information c.

Describe the importance, impact, and scope of the topic 10 points Analysis of the micro-level factors and challenges connected to the topic a. biological/medical factors that are most relevant when working with individuals within this topic? b. psychological/emotional factors that are most relevant when working with individuals within this topic? c. social factors that are most relevant when working with individuals within this topic? 15 points Analysis of the macro-level factors and challenges connected to the topic a. What are the legal and political factors that are most relevant when considering this topic? Review any relevant laws and federal/state policies. b. What are the community, systemic, and cultural factors that are most relevant when considering this topic?

15 points Discussion of one micro-level OR one macro-level intervention (successful and/or unsuccessful) that addresses the topic a. Micro intervention: occurs directly with an individual client or family OR b. Macro intervention: provide on a large scale that affects entire communities and/or systems of care 15 points Discussion of how the topic reflects principles of social and economic justice and social work values 10 points Format and quality of writing 10 points 75 Brief overview of the topic · Define the topic · Offer demographic information · Describe the importance, impact, and scope of the topic Analysis of the micro-level factors and challenges connected to the topic · biological/medical factors that are most relevant when working with individuals within this topic? · psychological/emotional factors that are most relevant when working with individuals within this topic? · social factors that are most relevant when working with individuals within this topic?

Analysis of the macro-level factors and challenges connected to the topic · What are the legal and political factors that are most relevant when considering this topic? Review any relevant laws and federal/state policies. · What are the community, systemic, and cultural factors that are most relevant when considering this topic? Discussion of one micro-level OR one macro-level intervention (successful and/or unsuccessful) that addresses the topic · Micro intervention: occurs directly with an individual client or family OR · Macro intervention: provide on a large scale that affects entire communities and/or systems of care Discussion of how the topic reflects principles of social and economic justice and social work values Chapter 5 Make or Buy, Insourcing, and Outsourcing 133 and the rest in overhead, including expenses such as taxes, energy, maintenance, and charges from corporate office.†GREVEN E-COATING Glenn had been approached by an enterprising local ven- dor several months back, inquiring about Rondot’s paint- ing requirements.

Cathy Stirling, representing Greven E-Coating Company (Greven) proposed that she prepare samples for each family of housings and provide cost esti- mates to Glenn. Eager to explore cost savings opportuni- ties, Glenn readily agreed. Electrocoating, or e-coating, uses a system whereby a DC electrical charge is applied to a metal part immersed in a bath of oppositely charged paint particles. The metal part attracts the paint particles, forming an even film over the entire surface, until the coating reaches the desired thickness. E-coating was generally considered more cost efficient compared to traditional wet paint systems.

Samples from Greven were sent to Rondot’s quality control department for testing and the results seemed encouraging. The tests indicated that parts for five of the six families of housings, representing approximately 60 percent of the Jackson plant’s housing volume, could be converted to e-coating using Greven at a cost of 15¢ each. One family of housings failed the tests because of problems with the method of adhering a magnet to the housing. Rondot’s assembly process required a magnet to be attached to the top inner portion of each housing using either a cold or hot bonding adhesion process. The use of either method was dependent on product design, and engineering specified the adhesion method used.

The one family of housings that used a cold-bond adhesion process had failed the test, while the other five fami- lies, which used a hot-bond process, passed the testing process. As part of the data-gathering process for this project, Glenn also talked to Betty McKinley, from production planning, and John Underwood, in manufacturing engi- neering. Betty figured that she would need to add another two weeks’ worth of inventory if painting operations were to be outsourced. She reminded Glenn to expect to pay 3¢ per part for transportation and packaging. John was delighted at the prospects of eliminating the paint line, indicating: “In the not-too-distant future, we are going to have to spend some money to upgrade our sys- tem or pull the line out completely.

These old wet-based systems are less efficient compared to other technologies available today, in terms of both cost and environmental performance.†PREPARING FOR THE MEETING Glenn was aware that Terry Gibson and Dick Taylor were under significant pressure to reduce costs at the Jackson plant and he felt that outsourcing painting operations rep- resented a good opportunity. However, this was his first major project and Glenn wanted to make sure that he had taken all the necessary issues into account and developed a strong case for his recommendations before his meeting the following week. Case 5–3 Alicia Wong Alicia Wong, Corporate Supply Manager, Thain Foods Limited, wanted to prepare a proposal to manufacture mustard in-house.

Mustard, an important ingredient in many of the company’s products, was currently purchased from an outside supplier. She hoped a comprehensive proposal could be prepared in one-month’s time for the CEO’s approval. GENERAL COMPANY BACKGROUND Thain Foods Limited (TFL) had been in business for more than 30 years. Its products included a wide range of syrups, fudges, cone dips, sauces, mayonnaise, and salad dressings. Its customers were major food chains, hotels, and restaurants in North America and Europe.

TFL believed in continuous improvement to its operations. Over the last two years, it invested more than $2 million in plant facilities, the bulk of it new, state-of- the-art process equipment and process control. All pro- duction and process control functions were computerized for maximum efficiency. TFL employed about 120 people. It had a corporate structure of CEO; president; executive vice president, domestic sales; and national account manager and used a network of food brokers who sold and promoted its products. joh77899_ch05_.indd 133 6/9/10 9:13 PM 134 Purchasing and Supply Management THE SUPPLY AREA Alicia was responsible for supply and reported directly to the CEO.

She had an inventory control officer, a buyer and a receiver under her supervision. Purchases could be clas- sified into five different types: labels, packaging, raw ma- terials, commodities and MRO supplies. Mustard was an important raw material used in many of TFL’s products. CURRENT PRACTICE: PURCHASING MUSTARD EXTERNALLY Whenever mustard was required, the buyer e-mailed the supplier and requested that it prepare the appropriate amount to be picked up by a truck from TFL. The pur- chase order would be prepared before the truck left for the supplier, normally the next day.

The mustard supplier used mustard seed as its raw material and blended in the other ingredients after the seed had been reduced to mus- tard flour. Every month TFL purchased 500 drums, or 100,000 liters, of mustard. The cost of the mustard itself was $64 per drum. Freight costs were borne by TFL and amounted to about $8 per drum. TFL operated three eight- hour shifts, five days a week.

Each worker was paid about $20 per hour. It took about 10 minutes of a worker’s time to handle each drum. This included pouring the mustard into the processing kettle, making sure other added ingre- dients mixed well, and rinsing the drums. The drums were bulky and because they could not be used in the plant for other purposes, had to be rinsed for a contractor who took them away. The costs of disposing of the drums in this manner were negligible.

Other costs and overhead of pur- chasing were $0.02 per liter. SUGGESTED CHANGE: MANUFACTURING MUSTARD IN-HOUSE The mustard to be produced at TFL would be composed of roughly 60 percent solid, 20 percent water, and 20 percent vinegar. The solid portion was a spice blend, consisting es- sentially of mustard flour, salt, and other spices that could be readily bought. Water was not a problem because the city provided a reliable supply. Vinegar was already a raw material that TFL ordered in bulk regularly from suppli- ers.

Alicia therefore believed that it was a simple matter for TFL to make the mustard for its own use. TFL only needed to buy the spice blend and add water and vinegar in the right proportions. She approached a supplier who indicated that it could make the spice blend at a delivered price of $0.15 per liter for TFL, including freight. However, it needed time for tests to ensure that the blend would be of the right quality for TFL’s use. Vinegar cost TFL $0.1875 per liter delivered in 15,000 liter lots.

And TFL was paying $0.025 per liter for water. Alicia also checked whether production had the time and equipment to make the mustard. Production felt that the change would not be too drastic and no additional workers would be necessary. However, it would use up more of the existing workers’ time. Production calculated that the change would entail a total labor and overhead cost of about $0.105 per liter of mustard using standard cost accounting for labor time and overhead charges.

Alicia organized an information gathering and dis- cussion session involving supply, production, quality as- surance, and distribution to discuss the proposed change. The workers were keen on the idea because this meant that they would no longer have to haul and rinse the bulky drums (water and vinegar could be easily chan- neled to the mixing containers using existing pipes). However, quality assurance expressed concern about the quality of mustard if produced in-house. Because the mustard was an ingredient in many of TLF’s products, such a change might adversely affect the quality and taste of these products. Alicia wanted her proposal for in-house manufacture of mustard to be in the company’s best interest and won- dered how to proceed next. joh77899_ch05_.indd 134 6/9/10 9:13 PM

million in plant facilities, the bulk of it new, state-of- the-art process equipment and process control. All pro- duction and process control functions were computerized for maximum efficiency. TFL employed about 120 people. It had a corporate structure of CEO; president; executive vice president, domestic sales; and national account manager and used a network of food brokers who sold and promoted its products. joh77899_ch05_.indd 133 6/9/10 9:13 PM 134 Purchasing and Supply Management THE SUPPLY AREA Alicia was responsible for supply and reported directly to the CEO.

She had an inventory control officer, a buyer and a receiver under her supervision. Purchases could be clas- sified into five different types: labels, packaging, raw ma- terials, commodities and MRO supplies. Mustard was an important raw material used in many of TFL’s products. CURRENT PRACTICE: PURCHASING MUSTARD EXTERNALLY Whenever mustard was required, the buyer e-mailed the supplier and requested that it prepare the appropriate amount to be picked up by a truck from TFL. The pur- chase order would be prepared before the truck left for the supplier, normally the next day.

The mustard supplier used mustard seed as its raw material and blended in the other ingredients after the seed had been reduced to mus- tard flour. Every month TFL purchased 500 drums, or 100,000 liters, of mustard. The cost of the mustard itself was per drum. Freight costs were borne by TFL and amounted to about per drum. TFL operated three eight- hour shifts, five days a week.

Each worker was paid about per hour. It took about 10 minutes of a worker’s time to handle each drum. This included pouring the mustard into the processing kettle, making sure other added ingre- dients mixed well, and rinsing the drums. The drums were bulky and because they could not be used in the plant for other purposes, had to be rinsed for a contractor who took them away. The costs of disposing of the drums in this manner were negligible.

Other costs and overhead of pur- chasing were

Assignment 1 Social Work Interest Papercompetencies 1 3 4 5 8 9

ASSIGNMENT #1 Social Work Interest Paper (Competencies 1, 3, 4, 5, 8, 9) DUE: 2/23 Minimum 5 pages (including APA Reference Page) Purposes: To provide you with an opportunity to apply research and other empirical knowledge to inform your understanding and approach to a problem, and to demonstrate your professional presentation skills. Instructions: You will select a specific topic relevant to your interests in the social work field. Topics may be an evidence-based intervention, a particular job in the social work field, or a social issue challenging a particular population. You will provide an overview of the topic, a micro & macro-level analysis of the topic, and explore issues of diversity and social justice related to the topic.

You must incorporate information from four scholarly sources to inform and support your narrative. You must cite your sources using APA format . Your paper must include the following: Brief overview of the topic a. Define the topic b. Offer demographic information c.

Describe the importance, impact, and scope of the topic 10 points Analysis of the micro-level factors and challenges connected to the topic a. biological/medical factors that are most relevant when working with individuals within this topic? b. psychological/emotional factors that are most relevant when working with individuals within this topic? c. social factors that are most relevant when working with individuals within this topic? 15 points Analysis of the macro-level factors and challenges connected to the topic a. What are the legal and political factors that are most relevant when considering this topic? Review any relevant laws and federal/state policies. b. What are the community, systemic, and cultural factors that are most relevant when considering this topic?

15 points Discussion of one micro-level OR one macro-level intervention (successful and/or unsuccessful) that addresses the topic a. Micro intervention: occurs directly with an individual client or family OR b. Macro intervention: provide on a large scale that affects entire communities and/or systems of care 15 points Discussion of how the topic reflects principles of social and economic justice and social work values 10 points Format and quality of writing 10 points 75 Brief overview of the topic · Define the topic · Offer demographic information · Describe the importance, impact, and scope of the topic Analysis of the micro-level factors and challenges connected to the topic · biological/medical factors that are most relevant when working with individuals within this topic? · psychological/emotional factors that are most relevant when working with individuals within this topic? · social factors that are most relevant when working with individuals within this topic?

Analysis of the macro-level factors and challenges connected to the topic · What are the legal and political factors that are most relevant when considering this topic? Review any relevant laws and federal/state policies. · What are the community, systemic, and cultural factors that are most relevant when considering this topic? Discussion of one micro-level OR one macro-level intervention (successful and/or unsuccessful) that addresses the topic · Micro intervention: occurs directly with an individual client or family OR · Macro intervention: provide on a large scale that affects entire communities and/or systems of care Discussion of how the topic reflects principles of social and economic justice and social work values Chapter 5 Make or Buy, Insourcing, and Outsourcing 133 and the rest in overhead, including expenses such as taxes, energy, maintenance, and charges from corporate office.†GREVEN E-COATING Glenn had been approached by an enterprising local ven- dor several months back, inquiring about Rondot’s paint- ing requirements.

Cathy Stirling, representing Greven E-Coating Company (Greven) proposed that she prepare samples for each family of housings and provide cost esti- mates to Glenn. Eager to explore cost savings opportuni- ties, Glenn readily agreed. Electrocoating, or e-coating, uses a system whereby a DC electrical charge is applied to a metal part immersed in a bath of oppositely charged paint particles. The metal part attracts the paint particles, forming an even film over the entire surface, until the coating reaches the desired thickness. E-coating was generally considered more cost efficient compared to traditional wet paint systems.

Samples from Greven were sent to Rondot’s quality control department for testing and the results seemed encouraging. The tests indicated that parts for five of the six families of housings, representing approximately 60 percent of the Jackson plant’s housing volume, could be converted to e-coating using Greven at a cost of 15¢ each. One family of housings failed the tests because of problems with the method of adhering a magnet to the housing. Rondot’s assembly process required a magnet to be attached to the top inner portion of each housing using either a cold or hot bonding adhesion process. The use of either method was dependent on product design, and engineering specified the adhesion method used.

The one family of housings that used a cold-bond adhesion process had failed the test, while the other five fami- lies, which used a hot-bond process, passed the testing process. As part of the data-gathering process for this project, Glenn also talked to Betty McKinley, from production planning, and John Underwood, in manufacturing engi- neering. Betty figured that she would need to add another two weeks’ worth of inventory if painting operations were to be outsourced. She reminded Glenn to expect to pay 3¢ per part for transportation and packaging. John was delighted at the prospects of eliminating the paint line, indicating: “In the not-too-distant future, we are going to have to spend some money to upgrade our sys- tem or pull the line out completely.

These old wet-based systems are less efficient compared to other technologies available today, in terms of both cost and environmental performance.†PREPARING FOR THE MEETING Glenn was aware that Terry Gibson and Dick Taylor were under significant pressure to reduce costs at the Jackson plant and he felt that outsourcing painting operations rep- resented a good opportunity. However, this was his first major project and Glenn wanted to make sure that he had taken all the necessary issues into account and developed a strong case for his recommendations before his meeting the following week. Case 5–3 Alicia Wong Alicia Wong, Corporate Supply Manager, Thain Foods Limited, wanted to prepare a proposal to manufacture mustard in-house.

Mustard, an important ingredient in many of the company’s products, was currently purchased from an outside supplier. She hoped a comprehensive proposal could be prepared in one-month’s time for the CEO’s approval. GENERAL COMPANY BACKGROUND Thain Foods Limited (TFL) had been in business for more than 30 years. Its products included a wide range of syrups, fudges, cone dips, sauces, mayonnaise, and salad dressings. Its customers were major food chains, hotels, and restaurants in North America and Europe.

TFL believed in continuous improvement to its operations. Over the last two years, it invested more than $2 million in plant facilities, the bulk of it new, state-of- the-art process equipment and process control. All pro- duction and process control functions were computerized for maximum efficiency. TFL employed about 120 people. It had a corporate structure of CEO; president; executive vice president, domestic sales; and national account manager and used a network of food brokers who sold and promoted its products. joh77899_ch05_.indd 133 6/9/10 9:13 PM 134 Purchasing and Supply Management THE SUPPLY AREA Alicia was responsible for supply and reported directly to the CEO.

She had an inventory control officer, a buyer and a receiver under her supervision. Purchases could be clas- sified into five different types: labels, packaging, raw ma- terials, commodities and MRO supplies. Mustard was an important raw material used in many of TFL’s products. CURRENT PRACTICE: PURCHASING MUSTARD EXTERNALLY Whenever mustard was required, the buyer e-mailed the supplier and requested that it prepare the appropriate amount to be picked up by a truck from TFL. The pur- chase order would be prepared before the truck left for the supplier, normally the next day.

The mustard supplier used mustard seed as its raw material and blended in the other ingredients after the seed had been reduced to mus- tard flour. Every month TFL purchased 500 drums, or 100,000 liters, of mustard. The cost of the mustard itself was $64 per drum. Freight costs were borne by TFL and amounted to about $8 per drum. TFL operated three eight- hour shifts, five days a week.

Each worker was paid about $20 per hour. It took about 10 minutes of a worker’s time to handle each drum. This included pouring the mustard into the processing kettle, making sure other added ingre- dients mixed well, and rinsing the drums. The drums were bulky and because they could not be used in the plant for other purposes, had to be rinsed for a contractor who took them away. The costs of disposing of the drums in this manner were negligible.

Other costs and overhead of pur- chasing were $0.02 per liter. SUGGESTED CHANGE: MANUFACTURING MUSTARD IN-HOUSE The mustard to be produced at TFL would be composed of roughly 60 percent solid, 20 percent water, and 20 percent vinegar. The solid portion was a spice blend, consisting es- sentially of mustard flour, salt, and other spices that could be readily bought. Water was not a problem because the city provided a reliable supply. Vinegar was already a raw material that TFL ordered in bulk regularly from suppli- ers.

Alicia therefore believed that it was a simple matter for TFL to make the mustard for its own use. TFL only needed to buy the spice blend and add water and vinegar in the right proportions. She approached a supplier who indicated that it could make the spice blend at a delivered price of $0.15 per liter for TFL, including freight. However, it needed time for tests to ensure that the blend would be of the right quality for TFL’s use. Vinegar cost TFL $0.1875 per liter delivered in 15,000 liter lots.

And TFL was paying $0.025 per liter for water. Alicia also checked whether production had the time and equipment to make the mustard. Production felt that the change would not be too drastic and no additional workers would be necessary. However, it would use up more of the existing workers’ time. Production calculated that the change would entail a total labor and overhead cost of about $0.105 per liter of mustard using standard cost accounting for labor time and overhead charges.

Alicia organized an information gathering and dis- cussion session involving supply, production, quality as- surance, and distribution to discuss the proposed change. The workers were keen on the idea because this meant that they would no longer have to haul and rinse the bulky drums (water and vinegar could be easily chan- neled to the mixing containers using existing pipes). However, quality assurance expressed concern about the quality of mustard if produced in-house. Because the mustard was an ingredient in many of TLF’s products, such a change might adversely affect the quality and taste of these products. Alicia wanted her proposal for in-house manufacture of mustard to be in the company’s best interest and won- dered how to proceed next. joh77899_ch05_.indd 134 6/9/10 9:13 PM