A COMPREHENSIVE STUDY OF ON=PREMISE BAKERY
OWRATIONS IN SUPER MARKETS

Thesis Po: the Degree of M A.
MICHIGAN STATE UNIVERSITY
Bruce E. Chapman
1961

 

LIBRARY

Michigan Stan:
University

 

ABSTRACT

A COMPREHENSIVE STUDY OF ON-PFEMISE BAKERY OPERATIONS
IN SUPER MARKETS

by Bruce E. Chapman

The purpose of this thesis was to partially meet food retailers'
desire and need for information on installation and nanagement of a
complete 'hofi' bakery plant and sales area on super market premises.

Since little has been written on the subject, nost of the data
and information herein presented was secured through personal inter-
views with super narket owners, bakery managers and engineers, and
representatives, both technical and sales, of ingredient and equip-
nent suppliers.

While this study shows by actual operating statistics that an
on-prenise bakery is profitable in some super markets with total
weekly sales of $20,000, no one can guarantee that in every instance
it will produce desirable results. Success depends, to a large ex-
tent, on nanagenent's ability to harmoniously balance operating
facets covered in this thesis: financial analysis, equipment, layout
and construction, personnel, production and quality control, packag-

ing, displaying, advertising and promotion, future potentialities.

Bruce E. Chapman

To alleviate retailer concern as to equipment requirements and
initial investment, and to minimize equipment selection and installa-
tion errors, the essential pieces are described briefly and their
costs analyzed through itemized lists of equipment actually purchased
by three different size superilarket bakeries. Precautions to be
taken by those interested in used equipment are also noted.

This study shows that approximately 1200 square feet are needed
for a bakery with $2000 to $3000 weekly sales; approximately 2h00
square feet for bakeries with sales of $h000 to $6000 weekly; 1100 to
1200 square feet for a minimum size bakery (81000 per week). 500
square feet of this space are utilized for equipment, the balance for
‘walking, working and product movement. Five existing layouts are
pictured, with product flow lines to exemplify the variation of pro-
duction‘layout from market to market.

Since no resolute specifications could be found for bakery area
construction, basic recommendations with regard to floors, walls,
doors, lighting, temperature and humidity are presented, to improve
operating efficiency, general appearance and product quality.

The subject of personnel is covered in detail because of its
importance to success. The following phases are examined: determi-
nation of personnel needs; qualifications of a good bakery manager;
authority of the bakery manager; job descriptions for essential perb

sonnel; work scheduling, remuneration; sources of personnel; training.

Bruce E. Chapman

No attempt has been made to research the highly technical aSpects
of production and quality control. Information on the following sub-
jects was assembled, however, and is presented to give retailers suf-
ficient knowledge for management guidance: basic types of bakery
products; production scheduling; major ingredient needs; storage of
ingredients; sources of ingredients; ingredient purchasing; baking
formulas; freezing of bakery products; control of stales; government
regulations.

Opinions differ on whether bakery goods should be sold serviCe
or self-service. Because of an indicated trend to self-service, how-
ever, considerable emphasis is given to types of available packaging
materials. Sources of materials, types of packages used, and pack-
aging methods are also discussed.

Research seems to indicate there are no uniform standards for
displaying bakery products, but principles of good display which are
applied by successful operators are presented, as well as a proven
method for measuring display effectiveness.

Operators promote their bakeries and products in various ways,
and some areas examined are: psychological attraction; individual-
ised products; tie-in displays; special promotions; pricing; adver-
tising.

In conclusion, the need for research on ingredient mixes, equip-
ment, packaging, displaying and records is indicated. It is also
noted that some forecasters predict that by 1965, 90% of all bakery

products will be sold in super markets.

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by

Bruce E. Chapman

A THESIS

:jflmuitted to
the School of Business and Public Service of
Lichigan State University
of Agriculture and Applied Science
in partial fulfillment of the requirements
for the degree of

hflSTER 0F ARTd

Department of General Business

Curriculum in Food Distribution

1961

0/572)
o/,,/w

CHAPTER

1.

II.

III.

TABLE OF CONTENTS

INTRODEJCTIOIJOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO

r‘

Purpose of Study....................................
Value of Study to Retailers.........................
Definition of On-Premise Fakery.....................
Scope of Study......................................
Sources of Information for This Study...............

Supplementary Sources of Information................

12:35;qu STATUS or Uri-PREMIER BAKERY OPERATIONS........

b .

Gross Profit........................................
Sales Mix (Distribution)............................
Labor Costs.........................................
Packaging Supply Costs..............................
Other Direct Expenses...............................
Contribution to Overhead (CTO)......................
Bakery Operating Profit.............................
Records.............................................

Store Sales Needed to Support a Bakery..............

BQL‘IWEZNTOOOOOOOCOOOOOOOOO0.0.0.9...OOOOOOQOOOOOOOOOCO

St'()mge AmEQOOOOOOOIOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
ang ArEBOOOOOO0.000000..00....OOOOOOOOOOOOOOOOOOC
Ma}:e-up [11.880000O...OOOOOOOOOOOOOOOOCOOOOOOOOOOOOOCO

Intermediate Holding Area...........................

ii

'5)
PX‘I

CDC‘U'IC'wUJ

10
13
13
1h
16
19
19
21
22
22
25
27

CHAPTER PAGE

Baking Area......................................... 28
Finishing Area...................................... 29
Packaging Area...................................... 30
Display Area........................................ 31
Other Essential Equipment........................... 32

Important Miscellaneous Equipment, Tools

and Incidental Utensils........................... 32
Major Optional Equipment...................o.....o.o 32
Equipment Investment................................ 33

Buying Equipment.........oo..o...................oo. hé
Used Equipmento..........................o.......... hé

IV. LAYOUT AND CONSTRUCTION............................... he

Space Requirements.................................. h8
Product Flow........................................ 50
Layout of Production area........................... 50
Bakery Area Construction............................ 56

V. BAniHY PERSObIN-EILOOOOO0.0OOOOOOOOOOOOOOOOOOOOOO.0...... 58

Determining Personnel Needs......................... 58
Qualifications of the Bakery Manager.........1...... 6O
Authority of the Bakery Manager..................... 62
Purpose of Job Descriptions......................... 6L
Job Description for Bakery Manager.................. 65
Job Description for Bakery Foreman.................. 66
Job Description for Journeyman Baker................ 66
Job Description for Apprentice Baker................ 67

iii

CHAPTER PAGE

Job Pescription for Bakery Wrapper.................. 67
Job Description for Display Personnel............... 68
Job Description for Porter.......................... 68
‘Hork Scheduling.............................}....... 68
‘Wages Paid Bakery Personnel......................... 73
Incentive Programs.................................. 76
Bakers Unions....................................... 76
Sources of Personnel................................ 76
Training............................................ 78

VI. PRODUCTION AND QUALITY CONTROL........................ 8h
Types of Bakery Products............................ 8h
Bakery Production Schedules......................... 85
Customer as Judge of Quality........................ 86

Baking IngredientSOOOOOOOOOOOOOOOOOOOIOOO0.00.0.0... 86

Storage of Ingredients.............................. 90
Sources of Ingredients.............................. 91
Ingredient Cost Control............................. 92
Formulas for Bakery Goods........................... 9h
Freezing Bakery Products............................ 9h
Control of Stales................................... 99
Government Regulations.............................. 102

VII. PLACKAGING BA‘KEEK-Y PROBLECTSOOOOOOOOCOOOOOOOOOCOOOCOOOQOO 103

Service or Self-Service............................. 103
PaCkaging MaterialSoooo00000000000.0000000000000000. 1C6
Sources 0f Packaging MaterialsOOOOOOOOOOOOOOO0000000 1C9

iv

CHAPTER
Types of Packages...................................
Packaging Methods...................................
VIII. DISPLAYING BAKERY Pao:UOTs.............;..............
Principles of Good 3isplay..........................
Measuring Display Effectiveness.....................
Display Equipment...................................
IX. ADVERTISING AND PRCMCTION.............................
Bakery Department Location..........................
Promoting Bakery Products...........................
Pricing Bakery Products.............................
Advertising Bakery Products.........................
X. CONCLUSION............................................
The Need for Research...............................

The Future Of on'Premise BakeriRSQO0.000000000000000

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B;BJIL)J:KAPE{YO000000000000.000000900000000000009000009000.0000

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111
11h
117
117
122
12k
125
125

126

131
135
135
137

138

TABLE

7.

9.

10.

11.

15.
16.

LIST OF TABLES

Effect of Bakery on Gross Profit......................
Labor Analysis in S Midwestern Super Market Bakeries..
Direct Expense Budget.................................
Bakery Department CTO Operating Figures...............
CTO Breakdown by Department...........................
Percentage Breakdown -- Profit and Loss

Statement for Bakery Department......................
Comparative Operating Data for 1? On-Premise Bakeries.
Investment Breakdown by Area..........................
Basic Equipment Requirements with Approximate

Costs -- On-Premise Bakery #1 (Planned Capacity
31200 per Week)......................................
Basic Equipment Requirements with Approximate

Costs - On-Premise Bakery #2 (Planned Capacity

32500 per'Week)......................................
Basic Equipment Requirements with Approximate

Costs -- On-Premise Bakery #3 (Planned Capacity
3LSOO per Week)......................................

Minimum Space Requirements for Bakery.................

Daily‘Hork Schedule for Bakery with $1800 Weekly Sales.
Daily‘Hork Schedule for Bakery with $6000 Weekly Sales.
Wage Scale Comparison Chartoooooooooooooooooooooooooooo

Recommended Shelf Life of Bakery Prcducts..............

vi

PAGE

7

11 & 1?
lb

15

16

17
18

33

35

100

FIGURE

1.
2.
3.
h.
S.
6.

LIST OF FIGUBES

Equipment Layout for On-Premise Bakery #1................

Equipment Layout for On-Premise Bakery #2................

Equipment Layout for On-Premise Bakery #3................

Bakery
Bakery
Bakery
Bakery
Bakery

Use of

LayOUt #1 - 1065 SQ. {taco-coo00000000009000.0000.
Layout #2 - 1290 SQ. ftoooooo00000000000000.000000

1270 Sq. ftOOOOOOOOOOOOOI0.0.9.0000...

Layout #3
Layout #h - 2500 sq. rte-o.ooooooooooooooooooooooo
Layout #5 - LSOO sq. ftoooooooooo00000000000000...

Traffic Pattern Results to Increase Sales.........

vii

APPENDIX

A.

LIST OF APPENDICES

Retail Bakery Operating Cost
Percentages for 195900.00...OOOOOOOOOOOIOOOOO

Bakery Packaging Film Guide...................

Packaging Supplies Used in
Super Ehrket Bakeries........................

Packaging Specifications......................

viii

PAGE

141—144

145

146-149

150-153

QMMERI

INTRODUCTION

 

Purpose of Study

Early in the.l950's super market operators began to search in
earnest for ways to offset rising costs and diminishing gross profits,
brought on by increased labor costs and stiff price competition. They
took action in many ways. Pricing policies and philosophies were ad-
justed and balanced with improved merchandising techniques to strength—
en profit patterns. Bettcr work methods were utilized, and improved
labor saving devices and machines were installed in an effort to re—
duce labor costs. Shelf Space was scientifically allocated, and new
products were added to replace slow movers only if they showed prom-
ise of profitable turnover.

Among food store innovations which promised good profit were
nonfood items, and these were added with varying degrees of success.
Failure in a nonfood venture was often attributed to retailer's lack
of knowledge about such merchandise and his reluctance to destroy the
food image on which he had built success.

To maintain a food image while increasing sales and profits,
super market operators have devoted more and more attention to on-
premise manufacturing in both bakery and delicatessen. But even

these operations present a challenge, since they, too, are foreign

to the average retailer's background and experience. In Spite of
apparent risks, on~premise manufacturing continues to appear in
super markets and, as a result, the need for up-to-date information
about such operations continues to grow.

The purpose of this thesis is to partially meet this industry
need by compiling much of the available information concerning on-
premise bakery operations, so interested retailers may survey the
potentialities before deciding to undertake such a project.
value of Study to Retailers

In addition to aiding retailers considering installation of a
bakery, information offered here may be used by others for compari-
son to improve their present in-store baking programs.

hhasure of value received will depend on individual desires,
operating philosophies, extent to which information is modified
and adjusted to personal whims, and motivating forces which guide
interested retailers.

To exemplify this variance in value eXpected or received, one
must understand why retailers currently devote so much attention to
on-premise bakery operations. Here are some of the more important

reasons given by progressive super market owners: l/

 

l/ These comments were made by food retailers contacted when

researching material for this thesis.

1. One way to meet price competition.

2. An opportunity to take full advantage of established
store traffic, especially early in the week.

3. A new source of profit, since most quality bakery gowds
are impulse by nature and not normally ”footballed”.

4. A chance to serve customers better in a one-stop
shopping atmosphere.

I

5. A real opportunity to build and maintain community
prestige and a quality image.

6. A realistic endeavor to reach a happy combination of
higher earnings with increased volume.

Definition g£_On-Premise Bakery

 

There are numerous types of bakery operations existing in modern
day super markets. Some of these are leased departments over which
the food store owner exercises no management or financial control.
Others offer the owner partial financial participation and limited
Operational control. The type detailed here consists of a complete
"hot" bakery production plant and sales area on the premises, with
sole management and financial control resting with the super market
owner.

SC ope of <tudx

 

This thesis is designed to serve as a management decision guide.
It covers practical, and useful data and information in the following
major areas:
1. Financial Analysis
2. Bakery Equipment
3. Bakery Layout

4. Bakery Area Construction

5. Personnel Control and Programming
6. Production and Quality Control

7. Bakery Packaging

8. DiSplay Principles and lbthods

9. Advertising and Promotion

10. Future Potentialities and Research

This extensive coverage is not intended to replace experience,
experimentation, training, product deve10pment, reputation building,
or independent enthusiasm for success. In other words, it is imper-
ative that all information be supplemented by individual analysis,
since every successful super market enterprise is personalized by
adjustments to meet its own particular needs, circumstances, and
desires of its customers.

Nor is information presented herein to be construed as an argu-
ment to substantiate one type of bakery Operation over another. In-
dividuals interested in comparative analysis should thoroughly inves—
tigate other systems before attempting an intelligent contrast.

Sources of Information for This Study

 

Knowledge imparted in this thesis was gathered frnm
numerous sources representing all segments of the bakery industry.
Most of the practical data was gathered through personal interviews
with super market owners, bakery managers, and bakery engineers in
various geographical areas, and all such information has been supple-
mented and substantiated by articles in bakery and super market trade
publications. In addition, technical and sales personnel representing
ingredient and equipment suppliers added greatly to the wealth of

information assembled on the following pages.

Suoolencntarv flources of Informuflfln
——.A—A——-_....__ __J— '-

— m—o—

 

 

Where limitations of prepared literature on any subject exist,
eSpecially one in an evolutionary state of deve10pnent, it is ad-
visable to consult supplementary sources of up-to—date information
prior to solidifying project plans.

Therefore, in addition to individually contacting the same
sources used in compiling information for this publication, food
retailers will find it advantageous and profitable to survey local
conditions. Histories of community "hot” bakery operations and a
study of local eating habits and consumer preferences, for example,

can produce valuable data for constructive planning.

CI‘IAPTER II
CURRENT STATUS OF ON-PRISL‘LISE BAKL‘IRY OPERATIONS

The question most frequently asked by food retailers contemplat-
ing an on-premise bakery is whether it will prove to be as profitable
venture as it has been for some others. The answer to this question
is not a simple one because so many factors are involved, and a great
deal depends on what the retailer expects and is willing to do. When
he speaks of profit, does he think progressively in terms of total
store profit, or is he primarily concerned with the dollars and cents
that can be derived solely from the bakery operation? If his concept
of profit involves the entire store, he considers the sales volume a
bakery can create for all departments by attracting new customers
and by increasing the number of visits all customers make to the
store each week.

Once the question has been analyzed, an answer can be given only
in terms of potential results. No one can guarantee that, in every
instance, an on-premise bakery will stimulate more traffic, increase
total store sales and gross profit, or satisfy any other motivating
force. Successful results depend on a harmonious balance between
£3uch factors as operating philosophy, policies, Space, equipment,
liayout, personnel, quality control, production efficiencies, pack-

Euging, pricing, advertising and promotion.

- 6 -

NJ

Each of thee is covered in detail later, but a better under—
standing of them can be accomplished if a few basic operating fig-
ures are known. Here, for example, are actual figures to show what
effect an efficiently operated bakery can have on total store gross
profit. 3/ Both of these stores are under the same top management

and operate in the same eneral marketing area.

03

TABLE 1 EFFTCE OF BAKERY UN GROSS PROFIT

 

 

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Department Sales Mix Gross Profit 3ales Mix Gross Profit
Grocery 55% 12.5% 53.0% 12.55
lhat 22% 22.0% 19.3% 22.0:
Produce 10% 32.0% 9.0% 32.0%
Frozen Foods 4n 21.0% 3.5% 21.0%
Nonfoods 9% 35.03 9. % 35.0%
Bakery ____0‘.‘fa L33 6 . 0% {33;}:
TOTA 100% 18.95 100 % 21.7w

Though many operators enthusiastically report that the addition
of their bakery has increased store traffic, with resultant increase
in all departments, the writer knows of no concrete statistics to sub~
stantiate most of these claims. In most instances, when a bakery is
added other changes are made simultaneously which may affect sales and
traffic, thus making it extremely difficult to pinpoint true causes
of results.

However, one case where reasonably accurate figures show the

effect of adding a bakery is offered by Stepherson's Big Star lbrkets

 

2/ Statement by w. T. Dahl, Personal interview.

'~1

in thmphis, lennessee. / tr. kenneth stepherson reports average

I w

sale per customer was increased 75¢, from $3.85 to $4.60, during the
first 17 weeks of operation. In addition, at the time of his report,
44» of the customers were buying bakery products, 74¢ was the average

1.5

if:

(.0
’

bakery sale per customer and bakery sales per square foot were
compared with $3.65 per square foot for the entire store.

Another question often asked is what effect an in-store bakery
can have on total store sales early in the week. Again, this is dif-
ficult to answer without qualifications. It is not uncommon to find
bakery sales distribution as high as 10 to 14% on Monday, Tuesday and
wednesday, because many housewives make a bakery purchase every day,
but the same is not necessarily true for other food lines. There are
reported instances where early in the week distribution has been sub-
stantially higher, but in most cases the increase was due to special
promotional efforts. Generally, experienced retailers agree that on-
premise bakeries are a tremendous ”drawing card" and are particularly
useful for creating early in the week business, especially when effec—
tively promoted.

On—premise bakery Operating figures of common interest to food
retailers are:
Gross Profit

While gross profit usually falls between 60 and 70% of retail
sales, it can be controlled within this range to some degree by
prudent ingredient buying, restraining ingredient and finished prod—
uct waste, careful production schedules, and exercising sound promo—

tional and pricing poliCi s.

 

2/ Statement by Kenneth dtepherson, Personal interview.

The type of items sold can also affect gross profit. 5/ For ex—
ample, if large quantities of bread, buns and sweet rolls are produced,
ingredient costs will be lower and, therefore, gross profit higher (o4
to 72$), because these products are made primarily from flour, a less
eXpensive ingredient. But if cakes and fancy pastries are featured
predominantly, gross profit will be lower (56 to 64%) because of higher
ingredient costs, even though higher selling prices partially offset
the more eXpensive contents.

Once a definite gross pattern has been established, it should re-
main constant. If it deviates without being engineered or for no ap-
parent reason, an experienced operator will check for increased stales,
spoilage, errors in pricing, dishonesty, and/or inventory figures.

Sales Nix (Distribution)

 

Sales mix figures can be misleading to an "outsider” due to the
possible presence of other featured departments such as nonfoods and
liquor, or inclusion of commercial bakery sales with in-store baked
items; but they are of real value to the operator since they indicate
departmental improvement or deterioration on a period to period basis.
Even though distribution figures are reported in a wide range, from
3.3 to 9.31}, they are one of the few performance ratings considered
when comparing similar operations.

Reports show that sales mix will go up or down as quality and
variety move likewise. At times sales mix can also reflect product
pricing policies. Bakery sales can be low when prices are out of
line with competition or when prices are higher than the average

customer can afford. 5/

 

4/ Statement by T. R. Freer, Personal interview.

5/ 1:0 i<l_.

labor C0323

 

Wages paid bakery personnel vary with locality, as shown on
pages 74 and 75 but, as a rule, wage costs are higher in urban areas
and somewhat lower in rural areas. These variations are usually re—
flected in retail prices, higher in urban areas and lower in rural
areas. 9/

Total labor costs range from 30 to 40% of sales, but better
operators often split it between sales and production in order to
ascertain where excessive labor or lack of productivity occurs. When
divided into these categories, labor costs average 25 to 30% in pro-
duction and S to 9% in sales, depending on whether service or self-
service merchandising methods are used. 1/

High labor costs are often a direct result of poor management
and/or improper selection, evaluation and training of personnel. If,
for example, the bakery manager takes a laekadaisical attitude toward
his responsibilities and personnel working for him, or lacks manage-
ment skill in general, he should be replaced. Then, too, some indi-
viduals are more adept than others in baking, finishing, wrapping,
displaying or meeting the public. Iherefore, inasmuch as any saving
in labor increases net profit, every employee should be evaluated on
the job to determine if replacement, further training, or trial in

another job is best.

 

2/ I'D if} 0

Z/ Thomas R. Freer, ”Blueprint for On-the—Premise Bakery”
NARGUs‘ BULLETIN, KLVI (April 1959), p. ()8.

 

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Paelxagirvt 7uiu11y (lists

 

Packaging supply cost figures kept by most Operators usually
represent all material eXpenses other than basic ingredients, and
include such items as wrapping films, boards, trays, boxes, bags,
and other miscellaneous paper and packaging items used throughout
the bakery department. Reported figures range from 1.8% of sales
in high volume service operations to 8.1% in medium volume bakeries
packaging 10 a of goods produced. As a rule, this cost averages
about 6.5» where sales are 100» self-service, and 2 to 3% lower in
service bakeries. lé/

Regardless of whether service or self—servi e, packaging supply
costs can be minimized in several ways. Care should be taken to buy
supplies in economical quantities from a competitive supplier who
can deliver them as needed. Waste can be prevented if packaging
Specifications are drawn up for each item produced, if personnel is
trained to use materials in a frugal manner, if good storage faei1«
ities are provided, and if careful inventory controls are used to

insure suitable rotation.

Other Direct Expenses

 

In most instances, this figure is simply the difference between
total Operating expenses and the aggregate of labor and supply costs.
Though operators sometimes disagree on what expenses are direct and
indirect, direct expenses usually include rent, depreciation, util—
ities, insurance, interest, laundry, repair and maintenance, adver—
tising and taxes, some of which are not controllable by the bakery

manager.

 

12/ Ihomas R. Freer, Op. Cit.

(me operator budgets his other direct expenses as follows: 14/

TABLE 3 mas-:0: mantra: RITEWGE'I'

 

“Gilt 2. )m
Depreciation 2.0%
Vtilities 1.0%
Insurance .6m
Interest .4»
Laundry . 6::
Repair Q fiaintenance .Sn
Taxes 1.5»
Other (Advertising & Promotion) _l;flfi

10.0;

Contribution to Overhead (CFO)

 

Some retailers Operate their stores by the contribution to
overhead accounting system, which fundamentally means each depart—
ment is evaluated on the basis Of its contribution in dollars to
pay for non-controllable expenses. In other words, CTO stands for
gross profit less xpenses such as labor and packaging supplies,
which are controllable by the bakery department manager.

Jere are some self explanatory Operating figures submitted
by a retailer using the CTO concept. In this particular case, they
show how important an on—premise bakery can be to a store's gross

profit picture. 12/

 

14/ Jtatenent by George Goedert, Personal interview.

15// 2;. T. D8111, Op. Cit.

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i-JJUS 5 CELT- Bl‘._:i.'t‘fil(li~.7fl BY Phil-IITLILTT'

1 Period 2 Period 3 Periol w of

5 Weeks 4_Egpks 4;:55231_ Total Total (WC)
Groceries $12,991.43 20»
Meat $7,654.93 $5,840.82 35,211.22 18,706.97 29;.

Frozen Food

& Produce 3,991.69 2,829.04 4,753.31 11,574.04 13o
Bakery 3,042.47 2,511.61 2,592.54 8,146.42 12%
Drugs 15,742.43 213
Terra. CEO BOMB $65,161.29 16m.

NCOETROLLABLE EXPEHJEJ

AVERAGE PER QUARTER 40,664.31
OVERAGE $24,496.98

BAKERY DEER TING PKOEIT (often called Net Profit)

 

While this figure is somewhat misnamed since it does not usually
indicate true profit as defined by most accountants, it is one many
Operators use for comparison and internal expense control purposes.
One should never rely heavily on figures of this nature, unless a
thorough investigation is made to learn how they are determined.

The following profit and loss statement shows how one retailer
determines his bakery Operating profit. In this )articular instance,
the figure is fairly accurate because more than the average number

of cost factors have been accounted for. lg/

 

16/ Statement by Edwin A. Borrall, Personal interview.

T 8L3 6

 

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INGRZ 'DIEUT C63:

GR033 PRCFIF

C‘IITROLI. \3 EU": ;. E53
Advertising 1.01
Promotion 1.41
Delivery .03
Freight .04
Fuel .24
Laundry .55
Water, Poser & Light 1.10
Parking Lot Maintenance .17
Repairs .3
labor 29.35
Supplies 7.04
Sundry .08
Payroll Taxes 1.69
Telephone .06
Travel .06
Trading Stamps 1.32
I—COI‘ITR 0.1.1 \}31. . EXPEN m.)
Accounting 07
Real Estate Taxes .26
Depreciation .02
Insurance .25
Interest .33
Janitor Service 1.55
Store Rent 1.22
Fixture Rent 1.75
Taxes .21
Professional Services .02

Total Cperating EXpenses
Cperating Profit
33 Disc Int & Comm

Bakery Operating Profit

ssion EXpense

*\

 

5.68

50.1g

21.53
6.52

15.01%

Operating figures collected from 12 midwestern super markets are

prusenteg

understanding of information in the balance of this thesis.

in the following (table 7, page 18) to promote a better

It should

also be valuable as a guide to improving existing operations, eval-

uating progress and setting Operational goals.

A

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.96. 5...: $3555. 355...?qu a ma;

While the amount of records kept by bakery ope‘ators may vary,
from practically none to a vast quantity of complicated forms and fig-
ures, investigation indicates that certain essential records can en-
hance the degree of success. Without good accounting and control
systems, little can be done to pinpoint problems, maximize pr fit, or
measure effectiveness of changes in operating techniques, policies and
philoSOphies. lherefore, better Operators design record forms to fit
their individual needs in controlling inventory, cost of ingredients
and supplies, labor, production to meet customer demand, display for
maximum sales, Special orders, and quality.

Additional operating figures are given in Appendix A.

lbst bakery Specialists and experienced operators agree $20,000
to $25,000 weekly store volume is essential to support an on-prcmise

manufacturing Operation. Their analysis is based on the following

data:
Total Store Sales $20,000 weekly
Average Bakery Sales Mix 5%
Bakery Sales 1,000 weekly
Labor Cost (34 %) $340.00
Ingredient Cost (33 %) 330.00
Supply Cost ( 6.5%) 65.00
Other Direct Expenses (11.5%) 115202 $ 850.00

Bakery Operating Profit $ 150.00 weekly
Less Indirect EXpenses (5%) 50.00

Net Profit $ 100.00 weekly

Average Inves nent $25,000
Yearly Return on Investment 5,200 (20.8%)

These same experts stress, however, that store volume alone will
not guarantee a fair return on investment. They point out the im~
portance of sound operating policies and philOSOphies which, when com-
bined with volume prerequisites, can lead to success.

While Operating policies and philosophies differ slightly between
stores, successful operators generally agree that initial emphasis
should always be placed on quality and variety at competitive prices.
Once the bakery is firmly established and sales have leveled off,
attention can then be given to improving Operational efficiency.

Under no circumstances, however, should changes ever be made which

will degrade quality or diminish variety offered.

CZLXPTER I I I

UT. P133 NT

   

One important key to an efficient bakery Operation is proper
equipment. tbny food retailers planning on—premise bakeries are

perplexed with the vast array of available equipment and the mul-

tiple opinions Offered on the subject. Further complicating the

situation are memories of past eXperiences in setting up other
unfamiliar departments and the potential costly mistakes that can
be caused by ignorance or lack of preliminary investigation.

To partially offset excessive confusion, to minimize initial
.investment, and make certain fewer errors occur, some retailers
Supend considerable time studying equipment needs before deciding
CH1 purchases, while others delegate this responsibility to key
twikery personnel who, because of training and experience, are often

““311 qualified to handle the job.

As a guide for those in the planning stage, a list of equip—
"uarrt commonly found in super market bakeries is given. Grouping is

b}’ axes" and brief comments are added to promote clarity and under-

3 tanding . 17/

\__

 

l / Statements by O. L. Green, Personal interview.

*

-21..

T?

“‘:1‘..j!‘ . " - "r\r - " " -'*“v"‘
H Q») 1‘“:- L lA‘XIJ Sal‘13‘1 .11. ‘2')1.‘ I t).-1_ .\'1
A

 

ST(_.)RAG E AP. if A

 

Skids and Pallets

 

Some type of movable platform is needed to facilitate
rotation, good sanitary conditions, and efficient handling
of bulky ingredients such as flour, sugar and shortening.
Best sanitary conditions can be maintained and adequate ven-
tilation is possible when platform is several inches above
floor level. Standard 38” x 52” flour pallets can be used
if space permits, or movable wooden skids can be constructed
by a local carpenter to fit available Space. Two-wheeled
30" x 60” semi-live skids are popular, since they stack well
‘when not in use and can be loaded at delivery truck before
moving into storage with the aid of a two-wheeled jack.
Shelves

Wooden or easy—to-clean metal shelves for storage of
pie fruit, spices, paper supplies, and other light weight
ingredients should be constructed 18" to 24” in depth. F —
imum Space utilization will result when first shelf above
floor level is high enough to permit placement of loaded
skids below it and top shelf is close to ceiling.

Handling Equipment

 

A two—wheeled hand truck provides for easy and efficient
handling of heavy items and lessens chance of personnel
injury.

fjoor Lfixers

 

Luxers, the ”pacesetter” of the bakery, can be purchased

in a variety of sizes and types to accommodate volume and
kinds of goods produced. For example, a 51200 weekly vol—
ume bakery producing a balanced assortment of items can,

in most instances, begin Operating with one 80 quart verti—
cal floor mixer; but if heavy bread volume is anticipated,
a 140 quart size should be considered. A 140 quart mixer
can be adapted to use 80, 60, 40 and 30 quart bowls.

Regardless of what size mixer is installed, Space should
be reserved to permit the addition of a second mixer as
volume grows.

As a general rule, an 80 quart vertical mixer is adequate
for mixing small quantities of bread and cake doughs, or is
often considered satisfactory as a mate for a 140 quart machine.

Bakeries producing large quantities of yeast products some-
times use an Artofex type as a second mixer. Its two arms
simulate a hand folding or kneading action and, therefore, is
ideally suited for bread doughs but not for cake batters.

Bench Mixers

 

The ”chore boy” of a bakery is the 20 quart bench mixer.
Located on one end of the scaling bench, close to ingredient
containers, it can easily be put to use mixing most of the
icings and fillings, as well as small quantities of batter.

§caling Bench

 

tbst scaling benches are 3' x 10' in size. Work surface
can be constructed of steel, 2” maple, or hard plastic lam—
inated to plywood. lbple top is best when cramped Space nec-

essitates that the bench be used as an auxiliary mahe-up bench,

tqhich is often the case in super markets.

Spice and Ingredient Storage Faeilitics

 

Galvanized metal drawer units placed on top and to the
rear of scaling bench can serve as storage containers for
spices and small quantities of other day to day ingredient
needs. ”hese units come in 6', 8', 10', 12' and 14' lenghts.

Easier to clean, less expensive steel shelving can sub—
stitute for drawer frame, provided uniform, eye appealing
containers can be found to replace drawers.

Ingredient Bins

 

Large rectangular storage bins on casters are available
for storage of bulky ingredients such as corn sugar, bread
flour, granulated sugar, salt, milk powder, powdered sugar,
pastry flour, cake flour, brown sugar and corn starch. They
come in three major sizes — 120?, 159# and 195#. Three small
and four large size bins can be conveniently rolled beneath
most 3' x 10' scaling benches. Space permitting, stock size
No. 3 cans (200# capacity) on casters can substitute for, or
supplement, rectangular bins.

Troughs

After bread dough has been mixed, it is usually placed in
a container and allowed to rise before final kneading, form-
ing and panning. Four foot steel troughs on casters, de-
signed Specifically for this purpose, hold bread dough from
two 80 quart mixer bowls. A 6' trough is needed to handle
dough from an Artofex type mixer.

gefrigerator

 

One refrigerator should be situated in mixing area for

storage of perishable ingredients such as yeast, eggs, butter,
\J

and reconstituted dry milk. The size is usually related to
delivery schedule and sales volume. A large new or used
household refrigerator may be useful.

Scale

 

All bakeries, regardless of size, need a scale for weigh-

ing ingredients prior to mixing. A simple balance scale i

(,3

adequate, but some eXperts say a 7b# capacity dial type will
save time and facilitate accuracy.

Bink

 

hhny unnecessary steps can be saved if mixing area contains
a sink to supply water for m'xing purposes. dink shoull be
large enough to allow filling of gallon or ten quart containers.

E'LLK F— UP All .SA

 

lbke—uo Bench

 

Experienced bakers recommend 3” maple tsp tables as make—
up benches, since other types will not stand up under the
harsh treatment and daily scraping. 4' x 12', 5' x 10' and
9' x 12' are sizes commonly found in super market bakeries,
but may be cut any size to fit volume and Space. aquipment
experts agree that regardless of bakery volume, make-up bench
should not be shorter than 10'; and if personnel are to work
on both sides, the 5' width is necessary.

Sheeter-kbulder

 

Essentially, the sheeter-moulder replaces the old style

.-

rolling pin. Interchangeable pressure boards (plates) permit
the basic machine to perform a number of functions, most im~

portant of which are: rolling out pie dough, rolling out

and sheeting roll dough prior to cutting, and moulding hread.

Besides increasing productivity over costly, laborious hand
methods, the sheeter-nouldcr consistently praduces products
of uniform size and shape.

Although most super market bakeries cannot afford then,
fully automatic accessories can be tied in with some types
and sizes of sheeter-moulders to form a continuing straight
line production setup which will sheet, roll in, cross roll,
form, fill, deposit cinnamon, apply egg wash, water and oil,

size and cut, faster than 100 hands. Retailers investigatin

on

equipment needs should be cognizant of these accessories and
consider their future application.

Bun Divider—dounder

 

Host cost conscious Operators would not attempt to cut
dough for buns by hand, when they can use a low cost (approx-
imately $300) 36 part bench bun divider, but they might con-
sider rounding cuts manually, rather than purchase a $1400
bun divider—rounder which will both cut and round.

Balance Scale

 

To gain maximum productivity, each person working at a
make—up bench should have access to a 15? capacity balance
scale. However, if this is not practical, at least one
should be placed on each side of the bench, if both sides
are used.

Pan Washing 3ink

 

Investment in pans can be minimized if washing facility
is designed to maintain a Steady flow of clean pans to ma e—
Up area. A double sink, required by most sanitation laws,

increases efficiency when one side is used for washing and

,.
-'_.

r“

('7)

><¢
,p

‘1

the other for rinsing. fihenever possible, sink should be

equipped with lever drains to permit pan dry ng in sink well.

. ‘ “..",\ ‘7; '-~‘ -‘ ‘,
\ .;‘.'.)L-.i.'. :14..:L!)ln'{_v ~‘LRR‘.A

 

Retardgg

The retarder is simply a refrigerator operated at about
400 F. and about 90k humidity. It is used chiefly to retard
dough fermentation between actual mixing and baking process.
It allows preparation of sweet yeast doughs and Danish (or
items made up from these doughs) up to 72 hours in advance
of baking, thus giving flexibility in scheduling production.
dome bakers use retarders successfully to maintain freshness
of both iced and un-iced cakes for 24 to 43 hours prior to
selling.
Freezer

Freezer cabinets, which maintain a recommended air tem—
perature Of 00 F., are available in various sizes and types
to fit most any Shep needs. Before selecting a freezer unit,
Operators should thoroughly analyze Operating conditions,
baking capacity and available personnel, then balance these
factors against initial costs. Care should be taken not to
underestimate size or capacity, for too often more freezer
space is needed than anticipated. This is especially true
in super market bakeries where production must be geared to
meet Thursday, Friday and Saturday sales peaks. Insufficient
freezer space can, to some extent, nullify benefits freezers
provide.

TWO trends of thought prevail regarding retarder and

freezer space requirements. some bakery managers say they

J

need equal amounts or both, while o;hers plan up to rule

much free

N

or capacity.

D"

T},l"T‘, fl -
uteri; in”:
m

u-—

Jelection of an oven, the heart of the baker‘, should be
made carefully, with the aid of an exnert, since it not only
represents the largest single item in total investment, but
can radically influence the quality and quantity of goods
produced.

Numerous kinds and sizes are manufactured, but direct and
semi-indirect gas fired revolving tray ovens are considered
most suitable. Twelve pan capacity units are frequently found
in bakeries doing less than $1500 weekly and as a second oven
in larger operations; however, some small bakeries install a
20 pan oven initially to permit a smooth eXpansion process.

Since bread is usually baked at 3300 to AOOOF., cakes at
320° to 3800 F., and pies at 4000 F., whenever possible, two
ovens should be purchased to permit baking of two products at
one time. however, it is often amazing how much product can
be run through one oven, with proper planning and good man-
agement.

Proof Box

Every bakery must have a proof box, where temperature and
humidity are controlled for the leavening process. [he size
unit installed will depend on baking capacity. Generally,
most single oven bakeries, with either a 12 pan or 20 pan unit,

need one proof box large enough to hold one bread rack or two

bun racks, while dual oven operations may require a proof box

for each even, if maximum productivity is to be attained.

Proof boxes are available to meet almost all conceivable
circumstances. Selection should be made carefully and, if
possible, with the guidance of a reliable equipment Special-
ist.

Oven Wrgblknch

 

This mobile bench, positioned adjacent to oven doors, plays
an essential part of the baking process. Without its use as
an all purpose utility table, an oven man‘s efficiency would

be greatly handi-apped. Space and volume will dictate the

Bread Racks

 

Volume of bread produced and space available will deter-
mine the number of bread racks required for cooling and han-
dling purposes. Every shop should have at least one, but two
or more can often increase labor productivity and product
output.

Wing and Pan Slide Racks

 

Standard wing racks are constructed to hold 36 18” x 28”
bun pans, while most pan slide racks have room for 20 pans.
Lany bakers prefer wing racks because they better utilize
floor space and permit pan insertion from three sides. Number
purchased is governed by volume and Space.

FINISHING AREA

 

v‘

Finishingglable

 

This table, used primarily for icing and decorating, is
usually purchased or built to accommodate volume and Space.

V.

lne nature of its use makes it imperative that work surface

be constructed of easy—to—clean material. if table is to be

‘ v
hilt“),

(3
O
<
r:
‘3
r-fi
:3.
*1
O
('9
H)
r’)
(b
re.

),

and

placed against a wall, it should not
but if finishers are to work on both sides, it should be at
least five feet in width.

Bread Slicer

 

High capacity gravity-feed slicers are best suited to
self-service bakeries where a greater volume of bread is
sliced at one time immediately before packaging. In service
type Operations, where bread is more often sliced as purchased,
less expensive push or spring-fed slicers are usable. Some
slicers are equipped with attached semi-automatic wrapping
table on which bread can be wrapped as it is sliced.

Sink

 

A small sink should be close to finishing table so worker's
hands, mixing bowls, spatulas and other utensils can be washed
quickly, with little motion and time loss.

Pfl CFCAG I EGG AR EA

 

Packaging Table

 

Most packaging tables are custom built to fit space allo—
cated and to conform to the packaging methods used. However,
standard size tables are manufactured which may meet the needs
of a particular Operation. If wrappers are to work independ-
ently at individual tables, each table should be constructed
so all tasks can be completed with minimum of effort and move-
ment. If team wrapping is contemplated, at any time, a long
table with several completely outfitted work stations is best.
Regardless of wrapping system used, tools and materials should

always be located within easy reach, and work surface should

be about 38" hijh for the average wrwp er.
dealin" ”ools

Few, if any, heat seals are as}: vr‘x a hand iron on
bakery packages, but it is wise to h.vc at least one iron
available, for tacking loose film ends and for sealing odd
es. lbst packages can be sealed easier and
faster with a hot plate flush with work surface. When so»
lecting hot plates, pwy close attention to terperature range
and accuracy of heat control, particularly when planning use
of Saran or Vitafilm.
Label Ipprintgr

Some kind of label imprinter will be needed, unless pre—
printed labels are used. Numerous types of imprintcrs are
leased or sold for use in super market bakeries, and retail~
ers should thoroughly investigate these machines as a prelim—
inary planning step. Lbst label salesmen can supply informa-
tion on them and, in some instances, they are equipped to
demonstrate machines designed especially for their labels.

liscellaneous Eguipment

 

These three pieces of equipment are recommended for in—
creasing packaging productivity:

Bread Loading Funnel

 

Bag Sealer—Tape Dispenser

 

Lanual Box Sealer—Tape Dispenser

 

DI SPLAY AP. TL".

 

See information on diSplay fixtures on page 12“-

 

 

 

4’-,v*1‘1 V - w~ w‘ y‘." . , - 7- ‘ ~~. r

.I T. ._ 4, . . 3‘ ,1

t.-sll,u~ E é‘3-4.u1 Jill: 'I. ' fini-
m

I‘
l
---.—‘*——.

Gas Fired Canfiy Stove

 

For cooking 1c ngs, fillings, candies, etc.

Steam Boiler

 

To produce steam for ovens, proof box and steam kettle.
Fryer and Accessories

1

For doughnut production.

 

IIll’OR'fz“llll‘._i1_Io.3‘_(,‘l_§_lllj\lJEOUS Ellal‘IPii'rINT, 1001.5 ma; INCUEI-EL‘AL 11172311135

Cake filler Ball bearing rolling pins

PaStry bags Bench, sink and pastry brushes
Can Opener 3” plain and doughnut cutters
Bench scrapers Glazed basing screens - 18” x 26”
Oven mitts 1% 1b. glazed bread pans -

Crimp loaf pans 5 pans strapped together

Wire qu whipper 1 1b. glazed bread pans —

Cup cake frames 5 pans strapped together

wood pie pins Aluminum bun pans -

Pot and pan rack 16 gauge - 8” x 26"

Bismarck pump filler Exhaust fan -

4” pastry wheels for even heat removal

2” jaqner pastry wheels Wire doughnut proofing screens
Angel food cake pans Food grinder attachment

Maryann cake pans for bench mixer

24” sieves Ventilator hood and exhaust fan
Ingredient sc00ps for exhausting doughnut

Floor scraper frying odors, smoke, etc.

33” wood stirring paddle Doughnut fat filter and

Portable can Collies cleaning supplies

Round grease brushes Star and plain shaped pastry tubes
7” x 1%” round cake pans Candy and dough thermometers

8” x 1%" round cake pans Slicing, icing, palette and

9" x 1%" round cake pans Vienna knives

10” x 2 " round cake pans 1 gal., 2 qt., and 1 qt. measures
12" x 2 " round cake pans 30” x 36” canvas cookie cloths
18” x 20" icing screens 31" steel hand mixing bowls

Cake decorating tube set 12” stainless steel bowls
Scalloped and plain cutters with flared sides

MAJOR OPTIONAL EQUIPMENT

 

Pan Washer

 

Though eXpensive, it can increase large Shep efficiency
and minimize investment in pans. Small operations may wisely

reserve space and provide rough plumbing for future installation.

This provides accurate heat control for cooking pie
fillings, custards, icings, etc.; however, the candy
stove can be used for the same purpose, but requires more
supervision to prevent burning. lbst bakeries with a
steam boiler also have a steam kettle.

EUUIPHEHT INVES'HEN'

 

Although total investment will always vary relative to size,
volume and personal preferences, the following chart is presented
to show approximate total equipment costs for a bakery outfitted
for $1000 to $1500 weekly sales: lg/

TABLE 8 IE‘RW'ZS'RESNI ERR-RECOGNI'I I‘fi’ ARSA

 

:si‘omcE 9.1an $ 200.00
lll‘Kl-ZJG AREA 5,000.00
{LAKE—UP seem 3,500.00
INTERIEICD'IATE 11010123 3,500.00
HIKE-JG 13A 7,200.00
FIrrIsnInG AREA 1,000.00
PACKAGIt-IG mum 1,000.00
DISPLAY ARE 3|0z:)0.00

$25,200.00

Plumbing and electrical costs, as well as freight charges,

will add from $1000 to $3000 to this estimated total, de—

pending on locality.

To show how equipment requirements actually differ between op—
erations, the following data was compiled from studies made in three
midwestern super market bakeries. Note how equipment size, quantity
and COSt are directly related to volume and Space. Item numbers cor-

respond with circled nxmhers on layouts.

 

H -—--‘-

18/ Statement by T. R. Freer, Personal interview.

 

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Unit
Description Price
Aw “d

 

Heavy duty semi—direct gas fired
revolving tray oven, 4 trays

26” x 60”. 12 bun pan capacity. All
motors, controls, safety devices and
items standard. 220 volt, 3 phase. $4,058.00
Steaming equipment in oven with
sump and trap. 169.00
lhn to supervise installation. Pur-
chaser to furnish all necessary help
to install and to connect all gas,
electric and steam lines to the oven. 430.00
Proof box. All electric with auto-
matic controls and air conditioner.
Capacity one bread rack or two double
wing racks. 220 volt, single phase. 1,424.00
Dough retarder with 1/2 hp. conden—
sing unit, air cooled, 3 sections,
6 doors. Capacity 144 bun pans.
Motor: 220 volt, 60 cycle single
phase.

H

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be)

3.00

Freezer with 1 hp. condensing unit,
air cooled. 3 sections, 6 doors, 133
bun pan capacity. hbtor: 220/208
volts, 50 cycle, single phase. 1,727.00
26" x 18" fryer with folding drain
board, safety pilotstat, automatic
thermostat, 3 screens, drain valve,
plain steel pot and all items
standard.

Doughnut frying and proofing screens,
size 17” x 25”.

Detachable handles for screens, 3.15

12/ Zander's Buper barket, Rantoul, Illinois.

1‘ I _ A ' I“.
‘_..TCC('.I1.'1\)I,‘,

3é,053.00

109.00

43H.00

1,424,U0

496.00

10

11

14C

15

16

17

17A

17B

Ix)

Doufihnut machine, column mounted on
fryer with one plain plunger of
needed size.

Doughnut plunger of proper size.
Gas candy furnace with burner only.
Oven and utility bench.
Roll-sheeter and moulder with motor
110 volts, 3 pressure plates for
moulding and all items standard.
110 qt. mixer with 3 hp. 208/220
volts, 6O cycle, 3 phase motor,
timer, auxiliary drive for attach-
ment; 110 qt. bowl dough hook
(Spiral), dolly truck; 36 qt. bowl,

flat beater, wire whip, adapter ring.

20 qt. bench mixer with 20 qt. bowl,
beater, wire whip. lbtor: 110 volts.

36 part bench bun divider.
Stand for item 12.

Double tub sink, each tub
30” x 30" x 10" deep.

Lever drains for above sink.
bhple table top 3' x 10' x 2".

3' x 10' table frame with bin guide
stops and adjustable legs.

Ingredient bins.
Ingredient bins.
Shelf unit 6' long.

Steel table with shelf under (for
icing and finishing).

lbple table top 5' x 10' x 3”.
3' x 10' frame adjustable legs.
Shelf under.

Tool drawers.

21“.LS
58,00
70,00

6?).20

810.00

2,124.00

600.00
313.00

25.65

190.25
17.00

112.99

30.00

b1.00

162.00
213.00
103.90

99,00

25,00

70,00

06.30

600.00

313.00

25.05

190.25

34.00

112.95

97.90

138.75

60.00

51.00

l”

19

31icer with 11? volt motor,

sugail (less flasher). 3 490.00
0 uble portable wing rack with

textolite sheels. 80.90
18 pan slide rack with textolite

wheels. 68.30
Midget bread rack with composition

casters. 80.00
Rise. tools, pans, cutters, and

all incidental utensils — estimated.

(This item will vary with the number

and type of pans used.) 1 200,00

TOTAL

3&K&.00

50,31)

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-- 4.31.1299.

$17,029.06

 

 

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1 heavy duty semi-indirect gas fired

revolving tray oven, 5

trays, 26" x 90”,

2b bun pan capacity, all motors, con—

trols,
all items standard.
phase 3, cycles 60.

Steam injectors, valves and traps.

lhn to supervise installation.

blowers, safety devices, and
Voltage'220,

39,978.00
177.00

Pur-

chaser to furnish all necessary help
to install oven and to connect all
gas, electric, and steam lines of

correct size to oven.

1 Proof box complete with humidifier,
all electric control, and all items

standard.
down.

This item shipped knocked
Any mechanic can build.

1,599.00

1 Dough retarder, with 1/2 hp. air
cooled condensing unit, 3 sections,

6 doors,
lbtor: 220 volts,
single phase.

144 bun pan capacity.
60 cycle,

1,125.00

1 Freezer, with 1—1/2 hp. air cooled
condensing unit. 4 sections, 8 doors.

184 bun pan capacity. bbtor:
volts, 60 cycle, single phase.

220
2,327.00

1 140 qt. mixer complete with 140 qt.
bowl, dough hook, bowl dolly, 80 qt.
bowl, flat beater, wire ship,

adapter ring. lbtor:

volts, 3 phase.

5 hp., 220

2,858.00

1 Vertical mixer complete with 80 qt.

bowl, dough hook, beater,

dolly

truck, 36 qt. howl, flat beater,

wire whip, adapter ring.
2 hp., 220 volt, 3 phase.

 

Motor:
1,989.00

20/ Pakeel's tarket, Nheaton, Illinois

1‘2: CCTV: 1.071
C ‘“m ‘i-

F.—

$5,978.00

975.00

1,599.00

1,125.00

2,050.00

1 ' ‘/)\:J.‘.) 9 UL;

\J

10

10A

108

11

11A

13

13A

14

14A

143

[Q
4;.

o

VJYtLCul bench miter coanlcfe with
20 qt. bowl, beater, wire whip,

1/2 hp. 110 V011; Imi‘atOt‘. if ’--0'J.‘.‘U
Skeeter_moulder, complete pith 110

volt motor, variable Speei drive

and 3 mould ng pressure plates,

size 10", 12", 16”. 905.'
36-part bun divider with stand. 333.63
Bun divider complete with motor,

3 pallets and all items standard.

Model semi-automatic. 1,400.00
24” x 34" fryer arranged for

natural grr, complete with all

items standard. Plain steel pot. 678.00
Proofing and frying screens,

size 23” x 33”. 0.48
Detachable handles. 3.15
Doughnut machine, column mounted on

fryer with one plain No. 7 plunger. 210.66
Doughnut plunger same size as above

plain plunger. 8.00
Candy stove with burner only. 70.00
Double tub sink, each tub

30” x 30” x 16”. L. H. drainboard. 190.25
lever waste drains. 17.00
Single tub sink, tub size

24" x 36” x 12”. No drainboard. 80.1b
Lever waste. 17.00
lhple table top 3' x 10' x 2”. 112.95
3' x 10' table frame with bin guides

and stOps, adjustable legs. 97.50
Ingredient bins. 27.75
Ingredient Dins, 30.00
Ingredient bins, 30.00

61 shelf unit.

21.00

CIJU . 0Q

1,400.00

55.00

70.00

190.25

0:
J).
C
C

30.19

17.00

229.90

195.00
138.75
120.00
120.00

al.00

15

15B

150

16

17

18

19

20

21

22

23

24

23

‘ffiu- r1 - w r. ' e ' ‘P 7
L'Lil’le tf'ble t‘)ij J 4(- 12 C‘- J”-

5' x 12' table frame with
adjustable legs.

Half shelf under.
Too 1 drawers .
Slicer—wrapper-sealer on stand.

Steel packaging table with 1 shelf
12" clearance.

Oven and utility beach on casters.

Double portable wing racks with
textolite wheels.

18 pan slide racks with textolite
wheels.

Bread rack with composition casters.

50 gallon stainless steel steam
cooker.

6 hp. steam boiler with all items
standard.

Sheet pan trucks 5" rubber wheels.
Screen drain

Estimated price of all tools,
cutters, pans and incidental uten-
sils. (This item will vary in
price depending on type of pan and
whether aluminum or tim.)

TO’ 1" A 1.

255.00

22.50

690.00

80.50

68.50

127.75

674.00

958.00

42.00

90.00

2,000.00

255.00

168.75

21.00

45. 00

690.00

102.00

65.50

161.00

074.00

953.00

120.00

90.00

_},00§.00

$28,191.23

 

 

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lmscription

 

1A

 

heavy duty semi-indirect gas fired
revolving tray oven, 5 trays
26” x 76", 20 bun pan capacity. All
motors, controls, blowers, safety
devices and all items stancard.

Voltage 220, phase 3, cycle 60.
3team injectors, valves and trap.

ran to supervise installation. Pur—

chaser to furnish all necessary help

to install oven and to connect all
gas, electric and steam lines of
correct size to oven(s).

Heavy duty semi-indirect gas fired
revolving tray oven, 4 trays

26” x 60”, 12 bun pan capacity, all
motors, controls, blowers, safety
devices and all items standard.

Proof boxes, complete with humidi-
fier, manual control, and all items
standard. this item ShipDed knocked
down. Any mechanic can build.

Dough retarder, with 3/4 hp. air
cooled condensing unit, 4 sections,
8 doors, 192 bun pan capacity.
Ibtor: 220 volts, 60 cycle,

single phase.

Freezers, with 1 hp. air cooled con-
densing unit, 3 sections, 6 doors,
138 bun pan capacity. lbtor: 220
volts, 60 cycle, single phase.

Small cooler for ingredients com-
plete with self contained condenser

 

and all items standard. thor:
110 volts, single phase.
2 / Gromer‘s Super lerkct, Elgin, Illinois

I

/

’3

Unit
Price

850.00

1,034.00

p—A

¢
U]
H
CO
(.
C

419.95

Extension

55,300.00

171.70

2,008.00

1;]

1.

10.00

3,450.00

419.95

10

10A

11

11A

118

12

12A

13

14

15

16

IV

R)

Vertical mixer complete with 8} qt.
bowl, dough hook, beater, dolly
truck, 40 qt. bowl, flat heater,
wire whip, adapter ring. lhtor:

0'

2 hp., 220 volt, a phase.

Vertical bench mixer complete with
20 qt. bowl, beater, wire whip.
1/2 hp., 110 volt motor,

Artotex mixer complete with 2 hp.
motor and bowl on dolly truck.
thor: 220 volts, 3 phase.

Sheeter—moulder complete with 110
volt motor, variable Speed drive
and 3 moulding pressure plates.
36-part bench divider with stand.
Bun divider complete with motor,

3 pallets, and all items standard.
indel semi—automatic. thor:

220 volt.

24" x 34" fryer arranged for
natural gas, complete with all

items standard plain steel pot.

Proofing and frying screens,
size 23" x 35".

tetachable handles.

Doufhnut machine, column mounted on
fryer with one plain No. 7 plunger.

Doughnut plunger, same size as
above plain plunger.

Candy stove with burner only.

Double tub sink, each tub
30” x 30" x 16". Double drainboard.

lever waste drains.

Single tub sink, tub size
24" x 36" x 12”. No drainboard.

Lever waste.

Single tub sink, tub size
24" x 30" x 12".

lever drain.

$2,001.00

600.00

2,950.00

995.00

338.00

678.00

6.43

.15

U1

210.06

58.00

98.00

219.00

17.00

86.00

17.00

31.70

000.00

2,93C.UJ

995.00

353.00

678.00

219.00

3A.00

CO
C‘\
0

O
C

17.00

17B

18

19

20

2 0A

22

23

24

2b

26

27

28

29

30

31

NO

Lise.

Imple table top 3' X 10’ x 2".

’ x 10' tab.

3 1
guides and 3t
Inuredient bi
Ingredient b
Ingredient bi
Plain No. 5 stock cans on casters.
6' shelf unit.

lfiple table tops 5' X 12' X 3”.

b' x 12' table frame with adjust—
able legs.

1/2 shelf under.
Tool drawers.
Slicer-wrapper-sealer on stand.

Stainless steel packaging tables
with 1 shelf.

Oven and utility bench on casters.

Double portable wing racks with
textolite wheels.

20—18 pan slide racks with textolite
wheels.

Bread racks with composition casters.
30 gal. stainless steel steam cooker.

6 hp. steam boiler complete with
all items standard.

Sheet pan truck 5" rubber wheel.

Finishing table constructed by
local carpenter.

Screen drain.

Estimated price of all tools, cutters,

pans and incidental utensils. (This
item will vary in price depending on
type of pan and whether aluminum or
tin. For retarding and freezing
aluminum is recommended.)

TOTAL

11:.aw

690.00

162.00

66.50

80.50

C1
(:1
0

V1
C

127.75

674.00

958.00

42.00

-.——.—-

"' .r'
ill—:gj-J

97.50
130.7}

0"}.Q1l

30.00

90.00

090.00

330.00

66.50

1‘.)
4;.
1....)
c

K I
(D

bistakes are made easily when purchasing equipment. All too
often retailers find, after putting a machine into operation, that
it is too small or too large to handle the task for which it was
intended. Therefore, before buying any equipment it is wise to
investigate thoroughly and, if possible, observe it in Operation.
In any case, retailers should seek the advice of an eXpert before
making a final decision, and beware of so-called ”bargains", since,
as a general rule, one gets what he pays for. Extra care and time
should be taken to eliminate costly mistakes and, whenever in doubt,
turn to good quality standard equipment supplied by a reliable firm.

When getting started, be sure to buy the essential pieces of
equipment to insure an uninterrupted flow of quality products. Also,
be certain to select pieces which will permit a smooth eXpansion
program. Always project future sales volume in the planning stage
anl, if possible, be prepared to handle this volume with initial
equipment. However, if funds are low, reserve Space and provide
rough plumbing and wiring so future installations can be made at
minimal cost.

lhny bakery specialists do not advise that used equipment be
purchased except in special circumstances or unless a low budget
makes it necessary. They point out that success depends almost
entirely on a bakery’s ability to offer fresh products daily and,
therefore, cannot afford work stoppage caused by faulty used equip-
ment. If, however, circumstances and budget warrant purchasing used

equipment, certain precautions should be taken: 23/

 

.12/ O. L. Green, Op. Cit.

_ a? _

1. Contact manufacturer to ascertain if spare parts
are readily available.

2. have equipment inapeeted by a reliable eXpert to
determine true value and condition.

3. lake a complete cost analysis, being certain to
include dismantling, transportation and reassembling
charges.

4. Check to determine if repair service is easily
available.

Particular care should be exercised when buying used ovens,

proof boxes, sheeter-moulders, mixers, scales and bread slicers,
since breakdown of any one of these can seriously affect product

flow.

(311:1 P TIZR l V

BUCZ‘RY L‘CJGUT AND cornuwnn‘xcqu

 

Basic bahery layout will depend largely on the amount and shape
of space available, as well as anticipated sales volume. While num-
erous estimates are available as to amount of space reguired, these
are of little value apart from serving as a guide. For example.
there are successful super market bakeries operating in scarcely
enough Space for eruipment alone. But, as a general rule, profit
can be increased .nd Space requirements minimized with careful layout.

The average bakery production area varies from 1,200 to 2,£00
square feet. Approximately 1,200 square feet is considered adequate
for operations with $2,000 to $3,000 weekly bakery sales, while close
to 2,400 Square feet is required for bakeries with sales of 54,000 to
$6,000 per week. 22/

A study of existing plans Shows that rectangular layouts are
most acceptable to the average operator. Exocrienced Operators agree
that the best dimensions for a 1.200 Square foot layout are 50' x 24'.

and for a 2,400 Square foot area, 75‘ x 32’. 24/

 

23/ ’tatencnt by T. R. Freer, Personal interview.

’ ”L‘J
LL‘l/ 1.11....
H‘ M

Incorporated, has set minimum sauce standards by determining act:

area needed for equipment, working, walking, and movement of produ t.

Ba

Square

bakery, but also leaves room for future expansion that may requirz

(5
Q

T. R. Freer, Director

’2

additional equipment.

EX

C‘

0

IC E

"- '!-.l—. ~ .f-.n 7' ‘
‘;L {Jridy‘71‘y .)‘.3 r\ l..(\"2\) 1. -li

REQIII‘lilf-ii‘h-JT FUR

 

TABLE 12 MINIHUQ SPACE
SSIEITL'IAL EQUIPIZNT

 

Doughnut Fryer

Gas sandy Furnace
Sink
Floor Mixer

Scaling Bench
Lake-up Bench
Sheeter-Moulder
Bun Divider
Retard Box
Freezer

Proof B x

Oven

Oven l'hnnp Bench
2 Bread Racks

2 Bun Racks
Ingredient Storage
Bread Slicer
Packaging Table
Finishing Table

Aporox. total space needed

Doughnut and Sink
Scaling

Lake-up

Uve n

Cooling

Approx. total space needed

3 \1‘ ii if 1‘

a "‘T V
Enthrfi

 

“Tl

La
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O ‘5

2 x 1-1/2’

I 2'
3' 1+!
3' x 10'
4' x 12'
3‘ x 5’
2' x 2'
3' x 6‘
3' x 8'
3' x 8'
8' x 10'
3' x 4'
3' x 5-1/2' ea.

2-1/4' x 4' ea.
10' x 10'

2' x 2-1/2'

3‘ x 8'

3' x 8'

510.1. sex .'2 magn-

Valu

ed on the data presented in table 12, he feels 1,100 to 1,200

teet not only provides sufficient space for a minimum Sig

 

r) .2? ’.‘l"‘
12 Sq.
2 I!
14 ”

5 "
z. "
l8 ,.

20 "
100

s
24 "
21. '-

 

 

 

Eor stationary equipt. 500 Sq.
SPACE REQUIRED FUR WCH’iZIDKJ,
{MIXING & PRUDUCT :~10\r:-:2zl§_;._':_

6' x 12' 72 Sq.
6! x 12' 72 u
10' x 20' 200 ”
12' x 20' 240 ”
8' x 12' 96 ”

630 Sq.

l

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lbt: total (3f tluase tin) fiffizres (Jyguirrunlt :fir
equals 1,189 Square feet. 1:. Freer states, ”Anything less than
this will result in crowded working conlitions, thus tending to
decrease proiuctivity and efficiency.”

Labor is a major cost in baking; therefore, in laying out a
bakery it is advisable to locate equipment for a straight—line
operation. "Backtracking” or unnecessary steps should be avoided.

The bakery manufacturing process starts at storage area. From
here, ingredients are transferred as needed to the mixing area where
they are individually weighed according to specific formula, mixed
in large vertical-action floor mixers, and made ready for the make—
up area. In make-up area, dough is mechanicaIly or manually shaped
and panned or manipulated before passing to one or several of four
units:

1. Retard box, for temporary holding and later baking:

2. Freezer, for holding over a longer period of time;

3. Proof fox, where yeast dough is permitted to ”rise”

before baking:

4. Direct to oven for baking as in the case of cakes,

cookies and similar products.

From the oven, baked goods move to an adjacent cooling area for
about 1% hours before freezing, finishing or wrapping and final dis—
play. In the case of doughnuts and other deep fat fried products,
doughs move directly from mixing to the fryer, and on to finishing
and packaging before displaying.

To exemplify layout variation, five drawings of existing super
market bakery layouts are included. Product flow lines have been
included on each to show how items move through the entire manufac—

turing process in one general direction, with little ”backtracking

and a minimum of unnecessary steps.

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‘ There are no resolute specifications to follow in bakery area
construction, but attention give. a few basic recomhendations ca:
improve Operating efficiency and general apnearance. Efl/

Floors should be easy to clean and keep clean. It is important
that they be smooth and level throughout, so carts can move freely.
Floor drains are needed to permit frequent flushing. With concrete
floors, a good sealer will protect against acids and grease. Though
more expensive, hard wood flooring has merit, since it is a noncon~
ductor of heat and when prOperly sealed, cuts down "gunning” caused
by mixture of flour and moisture. Wood f10ors also minimize person—
nel fatigue, because they are easier to walk and stand on.

Walls should be covered with a smooth material which can be
cleaned easily. If painted, a good quality paint should be used to
permit frequent washing, and an attractive color selected that will
be easy on workers' eyes. When constructing a new building, consider
covering walls with commercial glazed tile.

Doors should be wide enough for mobile equipment to pass through
readily. One entrance should be at least 4' wide and 7—1/2” high to
allow large equipment to be moved in or out of the proluction area.
lbtal plates on doors prevent unnecessary damage caused by mobile
equipment.

Lighting is important for good appearance as well as quality
control. Finished product color looks best under daylight; but since

natural lighting is not always possible, incandescent lights are

preferred over fluorescent.

0/ statements by O. L. Green, Personal interview.

“now-n

DI

Temperature and humidity should be regulated for personnel
comfort and quality maintenance. If too hifih or too low, proces~
sing will be adve sely affected and personnel less productive. A
high temperature will cause yeast dough to ferment faster, but it
too low, yeast action is slowed, thus affecting proofing and baking
time. Crust forms on unbaked dough, and baked items dry out, when
humidity is too low. Air movement should be minimized, for it
causes crusting and dehydration. An ideal temperature for the

production area is about 800 F., while humidity should be held

between 60 and 75%.

Clix PTER V

BAR ERY PEI-1 3 07337413 L

~—

 

Two basic methods may be used in determining personnel needs
for on~premise bakery operations. One requires decision on amount
that can be Spent profitably for labor, while the other depends on
productivity of personnel. Actually these two systems were together
as a team, balancing each other for desirable results.

To establish the actual amount to be eXpended for personnel
needs, weekly bakery sales are projected, then management decides
what percentage of sales is to be used for wages. Simple mathematics
will give total amount allowable for labor.

The productivity method involves two projections on management's
part -- weekly bakery sales, and sales per man—hour. The most accu—
rate way to project sales per man-hour is to study and survey super
market bakeries operating under conditions similar to those expected
in the planned Operation.

A practical application of these two methods is shown below: él/

Projected weekly bakery sales $1,50fi.OU

Labor cost allocation (35% of bakery sales)

Dollars that can be Spent for labor (35% x 51,500.00) 525.00

Projected sales per man—hour 5.2a
(estimated from survey of similar Operations)

Hours that can be spent for labor 289

 

31/ Statement by T. R. Freer, Personal interview.

_ >8 -

The next step is to determine how 5525.00 and 239 hours can be
spent for sufficient labor to provide a smooth runninfi bakery manu—
facturing and sales organization. The following chart shows how
these dollars and hours can be manipulated to dete mine profitable

personnel needs: 23/

 

 

 

 

Total Hours Average

Personnel Hourly Wage _per Week Weekly wane
lakery lhnager Salary 48 $125.00
Baker $1.875 48 90.00
Baker 1.37% 48 90.00
Finisher & Decorator 1.64E 40 05.00
2 wrapper—Displayers 1.90 80 120,00
Porter 1.00 28 _28.00
292 $318.00

It should be enohasized at this point that determination of per—
sonnel needs is not always as simple as indicated here. wage rates,
individual capabilities, equipment, production area layout and cos-
tomer shopping habits, for example, are factors which may directly
influence personnel requirements. Therefore, it is advisable for
management to use the above methods as guideposts, then follow up
with a thorough analysis of all local and physical conditions before
setting definite personnel patterns and policies.

Usually it is preferable to employ males for the heavier work
of mixing, make—up and baking. Female employees are used for finish—
ing, packaging, diaplaying and other lighter tasks, as they often have
more aptitude and skill for this type of work. Too, they are fre—
quently available on a part-time basis; and since hourly wage rates

are normally lower than for men, there is a possible savings in

labor cos 3.

 

3?/ Ibid.

Juier Valu itarCS. luv. Duke use of several bench markers tor
settinfi personnel needs in bakery operations. They recommend one
baker for every sbuo worth of baked product at retail, but specify
that at least two men are required for even the smallest full scale
bakery. However, this rule does not amply to packaging or janitor
service. Therefore, on ~uper Valu's basis, $2,000 weekly bakery
sales would require four male bakers and 1% to two female bakery
assistants. 33/

.nce versoniel re tirements are budgeted within the framework
of prOjBCEGd sales vciume and labor productivity, and are adjusted
for uncontrollable factors, management must decide what job functions
are to be performed by each individual in order to operate success—
fully. On the surface, it would appear relatively easy to aSSiTn
the various tasks, but eXperienced Operators know that sound person-
nel management hinges on the sunervisory ability of the bakery
manager.

A topnotch bakery manager might fit the following description: 23/

A superior craft baker (sometimes called a bakery engineer

or bakery chemist), with management ability, 3 c00perative

attitude and super market exnerience who can build and main-

tain a quality image by exoressing his experience, skill and
personality in the way he prepares, twists, fills, shapes,
bakes and merchandises a vast array of bakery products.

Bakery managers fitting this ideal description are difficult to

find in most labor markets and almost impossible in some areas; bnt

 

 

 

there is clear evidence in the industry that when such an individual
is found, application of his abilities produces outstanding results.

Because of the scarcity of highly qualified super market bakery
managers, eXperienced retailers have placed different values on the
more desirable characteristics. Most agree that a manager's ability
to create and maintain quality is essential. However, some think
management capabilities should take precedence, but these same re—
tailers often acknowledge that ability to manage bakery personnel
and production requires initial skill in producing quality products.
Essentially, therefore, the two characteristics night be considered
inseparable.

A cooperative attitude is usually slaced next in order of im—
portance. Its high rating is primarily a result of current trends
in super market management, which call for store image uniformity
and planned departmental contribution to a common profit goal for
the entire store.

Most retailers would consider themselves very fortunate to ac-
quire a bakery manager with previous super market experience, and
eSpecially one adept in modern merchandising techniques. Although
these attributes are highly desirable, they are not considered essen—
tial to success, since a retailer's past eXperience in other perish-
able departments usually qualifies him to advise or supervise per-
sonnel inGXperienced in these areas.

highly skilled bakery tradesmen are often noted for their sensi-
tive temperaments and eccentric attitudes. Although these character~
istics are commonamong personnel in other industries, they do cause

some concern among those interested or active in on-premise bakery

Operations. lhny retailers who have dealt with this problem in the

past say that even thatch these idiosyncrasies from time to time
cause problems, nwnexistent in other departments, they do have some
beneficial value in the akery area. This value is exemplified by
the statement that it recuires an artistic temperament to produce
an eye-appealing high-quality bakery product.

There are different opinions in the industry relative to degree
of authority that should be granted to the bakery manager. In some
operations he is nivvn complete control over all bakery department
functions. In others he may be reaponsible for production only; and
in some instances. the manager is accountable for all bakery areas
except frvnf en} disclay.

The amount of authority given an on-premise bakery manager
usually depends on his past experience and degree of participation
by others in the store at management level. Normally, bakery managers
who have had considerable experience and are exceptionally well qual—
ified otherwise, are given full authority over the bakery department.
provided the owner or store manager does not find it advantageous to
retain control over certain more familiar non-technical bakery func—
tions.

Those retailers exercising authority in the bakery department
usually have good reason. Some of the more important reasons offered
are: 22/

1. A good baker has the know—how to produce a quality

product, but often lacks experience to effectively
cope with modern super market merchandising tecnhiques.

5/ These reasons were given by retailers interviewed for
this thesis.

2. iince a high quality image is so vital to on—premise
bakery success, the manager should socnd his entire
time and efforts in the production area where his
talents can best be utilized.

3. Bakery personnel turnover is often unavoidable
under normal conditions; but, as demand and competi~
tion for qualified bakers increase, the situation
will become more critical. Active participation by
top management tends to make the bakery less vulner—
able to personnel loss.

Several bakery management functions are frequently performed by
store owners or managers. In a number of Operations they negotiate
contracts with suppliers for basic volume ingredients, such as eggs,
milk, shortening, flour, etc. In addition to controlling basic in-
gredient requirements, top management is in a position to seek price
advantages by consolidating purchases of bakery paper and packafiing
supplies with similar needs of other departments in the store. These
buying arrangements save the time a bakery manager would normally
Spend with supplier representatives, and tend to assure a more con-
stant cost level for raw ingredients and supplies.

Super market pricing methods are considered complicated by many,
both inside and outside the food distribution industry. This condi-
tion is readily apparent when one considers that sound retail food
pricing requires proper balancing and correlation between all depart~
ments in the store, as well as all commodities within each department.
In many efficient independent super market operations, top management
has sufficient record data to determine and assign departmental gross
profit goals for a particular accounting period, while competent de—
partment heads, in turn, have the responsibility for setting indi—

vidual product prices to reach these goals. Bakery managers often

lack the knowledge and super market experience necessary to

effectively follow this procedure. Thereftre, in some instances,
store owners or managers assume the bakery department pricing
function.

since promotional policies are so closely associated with
modern pricine methods, and their successful application is so de~
pendent upon c00peration between all departments, they tee may fall
under the direct authority of tOp management. Retailers following
this course of action say they are better able to choose Specials,
select tie—in items and determine special display locations that
fit the overall store theme. However, these same retailers are
quick to point out that they frequently seek the advice and counsel
of the bakery manager on such matters.

that bakery managers have had little training or experience in
effective super market methods of packaging and displaying, while
most owners or store managers have had considerable experience in
diaplayin; and packaging meat and produce items. As a result, some
retailers assume this reaponsibility in the bakery department, at
least until the bakery manager gains adequate experience to assure
the duty.

Food store operators differ in their opinions as to the value
of written job descriptions for their employees. Some have found
them very useful, while others have never considered them practical.

However, those Operators who make the fullest use of job deocrio'ions

\

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apply them for the following purpos

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36/ Statement by Robert H. Tait, Personal interview.

———.

D—I

, Selecting personnel for Specific john;

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Cbnsolidatinfi all job tasks for accomnlishment by

a minimum of personnel;

4. Setting job tasks in writinfi for employee edifica-
tion, thereby minimizing possibility of unfair
handling of grievances.

The purpose of presenting the following sample job descriptions
for bakery personnel is not to prove any thesis or support any par—
ticular course of action. They are published with the hope that
they may be useful in specific instances or as general background
personnel knowledge. It is important that they be considered purely
as guides for use in preparing job descriptions to fit individual
needs.

Jon Damnation FOR BAKERY 1N “.NAGPR _3_>_'{_/

 

l. Supervise and coordinate all personnel and functions of the
bakery department.

2. Act as department personnel director by selecting, orientatinfi
and trainin: all personnel.

3. Order all infredients and supplies, according to needs, keeping
inventories at profitable minimum.

4. Plan and schedule bakery production.

5. thintain superior sanitary conditions throughout entire bakery
area.

6. Establish and maintain product quality standards.

 

EZ/ Ibi‘qo

10

Kn

0\

Recommend sell‘nf nricos to store mane emvnt.

issist in any onsition when needed to maintain 3m0nth
product filo”.

Establish and suyervise equipment maintenance program.
Supervise disolays according to policies and practices as
determined bv store management.

Work on development of new bakery items.

Advise top management regarding new equipment and chances
in physical facilities.

Ji‘IB H7? #CRIP'CTV'N PCP. BXKERY l?'7:l€37'.‘fii 33/

 

Act as bakery manager when he is absent.

Phintain product flow according to prolnction schedule set
by manafier.

Coordinate all operations in mixing, make-up, baking and
finishinfi ireas.

Work closely with bakery manager in determining bakery work

schedule.

Assist in any rea where needed to maintain smooth product

EIQJ.
Ibintain sugeriar sanitary conditions in mixinf, make‘un,

baking and finishing area.
observe all rules for best quality maintenance.

JOB I‘JESGZIP‘FIF‘N FUR Jfll,'7‘?i"".‘{fi'\."-l BXI'ER 39

-_.~-—._-.- ————

 

Follow pro—set schedule of production in mixing and makemun area.

Receive all deliveries, checkinfi count and quality —— rejecting

HI

nferior quality.

 

 

3. dupervise FiFO rotation of inirodicnts.

A. reintain record of ingredients on hand and advise bakery manader
of possible shortages.

5. Observe all rules for best quality maintenance.

6. leintain superior sanitary conditions in assigned work area.

ion D‘ZSCRlP’i‘lmi Fen Apeuatrrr’icza‘. Bursa 40/

 

1. Follow prewset schedule of production in doudhnnt production area.
2. Help out when needed in make-up, finishing and baking areas.
3. lbintain adequate quantities of bakery supplies in specifically

designated locations within easy reach of users.

‘5

Follow training program schedule as determined by bakery manager.

5, Perform assigned tasks under equipment maintenance program and
record when tasks are completed.

6. laintain superior sanitary conditions in assigned work area.

JOB DESCRIPTION FOR BAKERY WRAPPER él/

 

1. Follow daily wrapqing schedule set by bakery manager.

2. Wrap bakery items according to standards established by bakery

manager.

3. Price all packaged merchandise accurately.

4. lbintain adequate supplies of packajing materials within easy
reach at all wrapnin: stations.

5. Keep wrapoine areas clean and neat, every item in its desig-

nated place.

6. Assist when necessary in bakery display area.

 

62/ Ibi_‘i -

{fl/Ibid.

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1. Display bakery products according to store policy snl directions
received from bakery manager.

2. Pbintain FIFO rotation system and remove all merchandise immedi—
ately as it goes out of code.

3. Make certain 711 packages are clearly price marked and labeled.

A. thintain highest degree of cleanliness in display area and in
personal appearance.

2. Re courteous, helpful and diplomatically friendly with all
customer at all times.

6. Display only merchandise you would buy yourself!

JOB nosrrnlwioiz Fora PORTER 43/

 

1. Carefully follow all sanitation rules, cleaning procedures and
schedules set forth by bakery manager. Never leave scheduled
work undone without first reporting reason to bakery manager.

2; Irmediately advise bakery manager of all conditions adversely

affecting sanitation control and product quality maintenance.

. thintain a high defree of personal cleanliness at all times.

4. Observe all store policies regarding customer contacts.
Today's high labor costs demand that considerable attention be

given to minimizing the personnel required to perform the various

job functions. The first step in labor control is to clearly de-
fine what jobs are to be accomplished. Qualified employees can
then be selected for designated jobs and trained for highest decree

of proficiency. These preliminary steps may be wasted if work and

 

93/ Ibid,

 

QS/ Ibid.

——-..- __

people are not ultimately coordinated.

Acheduling production and personnel would be relatively easy
but for other factors which cannot always be controlled. For ex-
ample, department layout may be such that two individuals are needed
to perform a job which, under ideal layout conditions, could be per-
formed by one. Workers also vary in their capabilities, and fre—
quently have quirks which must be considered when combining people
with jobs.

(M—premise bakery manufacturing operations have peculiarities
nonexistent in other departments in super markets. lMch of the work
must be done at night to be ready for business the following day,
and certain bakery products require conditioning time before they
can be finished. Some bakery items have extended shelf life, while
others must be produced daily for greatest customer satisfaction.
Accurate nlanning is reauired to prepare highly perishable items
early in the week and hold them in semi or finished condition for
display during peak business periods later in the week. These and
many other more technical factors require careful planning and
scheduling in bakery operations.

The following sample work schedules are presented to show how
skilled bakery managers coordinate their personnel with job functions

in typical super market bakery manufacturing operations.

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A study of the sample work schedule in Table 13 will show how

carefully all important details have been covered. Briefly, Some

of txese

H
0

details are as follows: 33/

Most baking has been completed and many items have
had an Opportunity to cool for finishing and pack—
aging, prior to arrival of finisher and first
wrapper.

Bakery manager regularly arrives before bakers leave,
to work out any production problems and to check com-
pletion of production schedule. he is also on hand
most of the day to meet customers, handle special
orders, supervise semi-skilled personnel, and plan
for the next day's business. Note he is also avail-
able at any time during Operating periods.

Bakers come in earlier on Friday and Saturday so more
finished goods will be available when heavy customer
traffic starts the following morning.

Bakers' lunch periods are staggered so one of them
will be on duty at all times to control quality.

Finisher reports for work early enough to have goods
ready for packaging and ultimate diSplay by the time
store opens at 9:00 a. m. and works only half days
on slow traffic days -- Tuesday and Wednesday.

The hours for the two combination wrapper-displayers
are staggered so one will always be on hand early
for packaging and di5p1aying prior to store opening.
The other comes to work later, to help with heavy
packaging duties in mid-morning, except on the low
volume days -— Tuesday and Wednesday -— when one
leaves as the other reports for work.

The porter comes to work when all others in bakery
production have finished their daily tasks and area
is cleared for complete cleanup. Friday and Saturday
porter reports at noon to wash extra pans used for
heavy production loads and to give entire bakery area
a thorough cleaning at week's end.

 

44/ Statement by Herman T. Lbkeel, Personal interview.

. 1 f ' i *g- '
T; .‘ .7 11:;

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.3- _a_...- k‘mm_

 

 

 

 

 

P’l‘ETT 77'" 3‘} 9"“N—T' 7-1477 . TRUE-9‘5. F t."- . 91“ T.
Mixer- 8: 00 p.m. 8:00 p.m. 7:( 00 p.m. 7:00 p.m.
Oven Man 5:00 a.m. 5:00 a.m. h: 00 a.m. bz00 a.m.
Production 9:C 0p.m. 9:00 p.m. 8:0 Op.m. 8:00 p.m.
Foreman 6: 00 a.m. 6:00 a.m. Sfl a.m. 5:00 a.m.
Products 10:00 p.m. 10:00 p.m. 9:00 p.m. 9:00 p.m.
Make-up 7:00 a.m. 7:00 a.m. 7:00 a.m. 7:00 a.m.
Cakes and 3:00 a.m. 3:00 a.m. 3:00 a.m. 2:00 a.m.
Pastries 12 Noon 12 Noon 12 Noon 11:00 a.m.
Oven 3:00 a.m. 3:00 a.m. 3:00 a.m. 3:00 a.m.
Finisher 12 Noon 12 Noon 12 Noon .12 Noon
Frying 3:00 a.m. 3:00 a.m. 2:00 a.m. 2:00 a.m.
Stock Clerk 11:00 a.m. 11:00 a.m. 10:00 a.m. 10:00 a.m.
Finisher & 7:30 a.m. 7:30 a.m. 7: 30 a.m. 7:30 a.m.
Merchandiser 2:30 p.m. 2:30 p.m. 2: 30 p.m. 2:30 p.m.
(Off Wed.)
Finisher & 8:30 a.m. 8:30 a.m. 8:00 a.m. 8:00 a.m.
Decorator 3:30 p.m. 3:30 p.m. 3:00 p.m. 3:00 p.m.
(Off Tm: .)
Finisher 8:30 a.m. OFF 8:00 a.m. 8:00 a.m.
2:30 p.m. 3:00 p m. 3:00 p.m.
(Off Mon.)
Shop and 11:00 a.m. 11:00 a.m. 11:00 a.m. 11:00 a.m.
Equip. San. h:00 p.m. h:00 p.r. h:00 p.m. b:00 p.m.
Equipment h:00 p.m. b:0) p m. h:00 p.m. 11:00 a.m.
Cleaning 8:30 p.m. 8:30 p.m. 8:30 p.m. 6:00 p.m.
Packaging & 2:00 p.m. 2:00 p.m. 12 Noon 12 Noon
Shop Main. 6:00 p.m. 6:00 p.m. 8:00 p.m. 8:00 p.m.
Packaging h200 a.m. h200 a.m. h:00 a.m. L:00 a.m.
Supervisor 12 Noon 12 Noon 12 Noon 12 Noon
Packaging 6:00 a.m. 6:00 a.m. 6:00 a.m. 6:00 a.m.
Forelady 2:30 p.m. 2:30 p.m. 2:30 p.m. 2:30 p.m.
(orr Wed.)
Packaging 6:00 a.m. 6:00 a.m. 6:00 a.m. 6:00 a.m.
Line (h) 2:30 p.m. 2:30 p.m. 2:30 p.m. 2:30 p.m.

Notice how personnel timing is coordinated with product flow
in this schedule (Table 14) which was designed for a super market
with approximately $6,000 weekly sales. The mixer reports for work
first to start mixing doughs for high volume items —— bread, rolls
and buns. The production foreman arrives one hour later to make
any needed adjustments in work planning before balance of crew comes
in; and as prepared dough builds up, is conditioned, and equipment
bec0mes available, full baker complement swings into action. Fin-
ishers, wrappers and cleanup men come to work as needed and in di-
rect relation to volume of product flowing through the Operation.
tbst bakery personnel arrive for unrk one hour earlier on Friday and
Saturday to cope with increased sales volume on these days.

Some bakery managers attempt to set up complicated Schedules
in their heads, but better operators prepare them on paper to relieve
their minds for essential creative thinking.

Wages for bakery production workers rank among the highest in
the food industry -- a factor which has a cautioning influence on
food retailers who are considering bakeries for their markets. Jus-
tifiably, these retailers are seriously concerned about the effect
paying these high wages would have on the balance of their employees.
Those who have dealt with this problem, however, say it is over-
emphasized. EXperienced retailers point up that good bakers are
skilled technicians whose background, training and ability call for
remuneration comparable to that of skilled tradesmen in other indus—
tries, and that profit producing bakers are entitled to income on a
level with that received by well paid, experienced and efficient

meat, produce and grocery managers.

jages for bakery personnel vary over the country, with differences
related directly to local labor conditions.

The chart below indicates wages currently paid in several geograph-
ical areas by large commercial bakeries to bakers in the highest paid
category -- lixer-Oven lhn. Since this caliber of baker is most desir—
able for hand shOp Operations, wages presented may be useful in esti-
mating the scale a retailer might offer when seeking competent bakers
for his on-premise program.

The two entries for the State of Georgia demonstrate how wages
can vary between areas in close proximity to each other. High labor
costs in areas like California are usually offset by higher retail

prices. For example, bread sells for approximately 27¢ per pound in

California, while in Albany, New York, 19¢ is the going price.

 

 

CITY , 3:. 3 ENE HOURLY moss FOR z-rx...;1m-ovszg_gg
* Los ingeles, California $3.223

Akron, Ohio 2.52

Albany, New York 2.455

Atlanta, Georgia 2.25

Albany, Georgia 1.77

Minneapolis, Linnesota 2.60

Dallas, Texas 2.09

New York City 2.575

lénphis, Tennessee 2.195

* This figure represents hourly wage rate for a fiVe day, 35 hour
week. All other figures are for a five day, 40 hour weel.

(1

Less skilled bakers in the benchman and helper categories can
often be hired at a lower cost and with satisfactory results. For
example, in the Minneapolis area, bakers of this caliber may be em-
ployed at a starting rate as low as $1.85 per hour, with a sched-
uled increase to $1.90 after five weeks on the job.

Table 15 showing actual wages paid to super market bakery per-
sonnel in major geographical areas should further clarify the remun-

eration factor.

, )

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-76..

Some bakcry managers are offered a monetary bonus in addition
to salary as incentive to produce more profitable results, but few
plans are exactly alike. Investigation shows, however, that two
basic bonus systems are most acceptable to top management.

Under one of these systems, the bakery manager is simply paid a
specific percentage of bakery sales, the exact amount usually varying
according to base salary and extent of responsibility and authority
given. leports from retailers indicate that bonuses of this nature
fall in a range between 1/4 and 2% of bakery sales. Those using this
setup say it is important that store management control retail prices!

The other more widely used bonus system ties the bakery Operation
more closely to other departments in the store by applying a "contri-
bution to overhead" concept. In other words, this method is a team
effort, with the amount of bonus received by the bakery manager de-
pending not only on how adept he is in controlling CTO in his depart-
ment, but also on the ability of the store manager and other depart-
ment heads to do the same in their areas.

Unions play an important role in the baking industry. In some
areas they are stronger than in others, but regardless of strength,
investigation shows that where non-union super market bakers exist
they usually receive union scale, or above, and receive equal or
bette fringe benefits than called for in most union contracts. The
American Bakery and Confectionery Workers International Union AFL—CIO,
and Bakery and Confectionery Workers International Union are two
rivals who control the union element in the U. 3. baking industry.

The big problem confronting many super market bakery operators

is that of finding suitable personnel. Operators in some areas have

- 77 _

had little trouble finding qualified people but, as a general rule,
the entire baking industry suffers from a lack of trained workers,
and there seems to be a reluctance on the part of young men to enter
the baking field. The American Bakers Association says there are
over 10,000 openings in the baking industry each year.

One of the best sources of skilled bakery personnel is another
bakery. Large commercial bakeries, for example, often employ bakers
well qualified for hand operations who for, some logical reason, can—
not progress beyond their station or who seek greater recognition for
their creative abilities. These bakers are frequently available and
usually fit well in super market bakery programs. Good bakers may
also be acquired from small bake shops going out of business or mak-
ing personnel adjustments. Then, too, there have been instances re-
ported where an entire production crew has been obtained through a
local baking establishment that has ceased operations.

Bakery schools are continually graduating students who are look—
ing for positions where they can excell in their newly acquired trade.
Since these young men can be a real asset to a growing organization,
some food retailers have taken advantage of the output of these edu—
cational institutions by asking that they be informed when promising
graduates are available.

Former bakers who have turned to other means of livelihood have
been known to accept bakery positions under certain conditions. Often
retailers have found former highly skilled bakers living close by,
waiting for an opportunity, and willing to practice their trade in
the communit".

Some operators have been fortunate in finding promising young

men within their organizations or in their marketing area who are
looking for a chance to learn a trade. Given the proper type orien-
tation and training on the job, they can develop into top quality
bakers.

Women hold approximately 20% of the jobs in today's baki g in-

ze as finishers or in

P“

dustry; and even though most of them special
other skills light in nature, some are excellent bakers. Women
bakers are more frequently found in the institutional field, but

they should not be overlooked as potential super market bakers.

One of the best training grounds for skilled bakers is in the
small hand bakery, where close supervision is possible, and where
trainees have an opportunity to assist in carrying on a large part
of the baking operation. however, few food store bakeries have made
any effort to set up any organized training program for their per—
sonnel.

bbst formal training in baking science and technology is offered
by the following accredited schools: 45/

l. The American Institute of Baking, 400 East Ontario,
Chicago, Illinois, offers a 20 week course in baking
science and technology, and special short courses
planned to meet specific needs of the industry. These
courses are available to eXperienced bakers and men
from allied industries. In addition, there are
scholarships for promising individuals who have not
had baking experience.

 

2. Arlington State College, The Baking Department,
Arlington, chas. This is a junior college that offers
a two-year course, stressing the practical side of
baking. High school graduation preferred but not
required.

 

 

45/ Anonymous, There's a Future for You in the Baking industry,

an- -~--

American Bakers Association (1960), p. 21.

 

3. Floriia State iniversity, Departlent of Baking science
and Lanagement, iallahassee, Florida, offers the only
comprehensive four year educational prograu of college
grade in Baking Jcience and lanagement in the country.
The course leads to a B. 3. degree. High school grad-
uates with satisfactory records are eligible.

 

 

A. klahoma Agricultural and Lechanical College, Okmulgee,
Oklahoma, offers a three semester or 48 week course
and also two 16 week courses in cake and pastry, and
variety bread and roll production. High school educa—
is not required.

William hood Dunwoody Industrial Institute, The Baking
Department, 818 wayzata Boulevard, Minneapolis, Minne—
sota, offers two 16 week courses, one in production

of bread and rolls, the other in production of cakes
and pastries. Complete high school education is not
required, but a minimum of six months' baking ex-
perience is desirable background.

U1
0

In addition to these schools, there are a number of local voca-
tional schools offering courses in baking science and technology.

The following bakery operator training guide is presented to
help those interested in setting up their own in-store training
program.

BAKLRY OPERATOR TRAINING GUIDE 46/

 

I. Planning the Program

 

dvery effective training program is planned in advance. here
are planning steps in the order they should be carried out:

1. Select the trainer.

 

Usually the bakery manager is best qualified to assume
this task. Other personnel may be designated as in-
structors on specific subjects.

2. List all job functions in the bakery operation.
From this list, prepare job descriptions and decide what

jobs trainee needs to know -- skills recuired by a com»
petent baker.

 

 

46/ Anonymous, Operator Training Guide, The Procter and
Gamble Company, Bakery dervice (1960), pp, 1-4,

II.

3.

- .7} U ..

Jet job standards.

*‘-‘———. — c—‘-

Fetermine hnw well each job must be performed.

 

 

 

 

 

 

 

4. Determine seguence of training.
Decide order of subject coverage, set thw: schedule for
each phase of training, and plan time for trainee to
practice each required skill.

5. Prepare written training assignments.
Write short questionnaire assignments for each area of
coverage to augment manual training procedures.

6. Assemble training aids.
Search out, make arrangements for, and use all pertinent
outside training aids. Filmstrips, booklets, photo-
graphs, models and other training materials are avail-
able from numerous sources.

7. Prepare trainind manual.
Provide trainee with looseleaf notebook containing ut—
line notes on each phase of training. Supplement notes
with worth while material from outside sources. Hake
certain manual is up—to—date and be sure it is in
usable form.

8. Review final plans and materials.
Discuss training plans and.materials with training
Specialists and other interested parties. lake con-
structive changes as they may be recommended.

9. Adjust program for trainee.
Fit training procedure to what trainee already knows -—
experience and previous performance.

Instructing

1. Orient the trainee.

 

Before instruction begins, give trainee an overall
picture of his responsibilities. Discuss purpose of
training and what results are eXpected upon completion.
Outline training aids, schedule, and assignments. 18-
sue copy of training manual. Tour department, point—
ing out safety and sanitary practices, products made
and equipment. Introduce to other employees and ex-
plain relationship of bakery department to other de-
partments in the store. Familiarize trainee with

remuneration schedule, fringe benefits and incentive
program.

LL

Proceed with instruction praira .

 

Instruct trainee and allow sufficient time to practice
duties and responsibilities as each is taught. Cover
job operations, such as start-up, normal Operation,
shut-down, equipment function and care, sampling, weigh-
ing and reporting, record keeping, clean-up, etc. Be
sure to explain why each step is performed. Point out
operating control of quality, limits, taste, what to do
if product is out of limits. Pinpoint exact procedures
in case of fire, explosion, injury or equipment failure.
Clarify operating relations with other personnel and
departments. EXplain why highest quality must be main-
tained and importance of following manufacturing stand—
ards, formula cards, sampling and recording procedures
to maintain quality control. Emphasize cost control
through equipment care and maintenance, preventing de—
gradings, reducing waste, controlling inventory and
prOper use of utilities. EXplain the theory behind
each process and equipment so trainee learns to use
reasoning in operating steps.

Ninimize guidance.

 

Towards the end of the training period, have trainee
take over entire job, with minimum guidance from
trainer.

IEI. Follow-up

1.

Check trainee's_proeress.

 

Contact trainee regularly to evaluate knowledge and
skill gained. Determine trainee's progress by de-
tailed questioning. Ask why as well as what,yflg§l,
whggg and how, Observe and evaluate trainee as he
performs duties and check use of training materials
and information.

Lake training revisions.

 

As needed to fit trainee, add to or revise training
material and adjust training time.

 

Conduct final qualification analysis.

After training is completed and before trainee is allowed
independent action, determine his knowledge and level of

1
CD
Ix)

I

skill in each area. Arrange a meeting in a quiet
place. Put trainee at ease and explain purpose of
meeting. Determine trainee’s understanding of each
phase of training by posing problem questions and
“why" questions. When possible, develop and give
job qualification tests.

2. Provide further training if necessaqy.

 

Arrange for additional assignment, or more training
time if trainee does not measure up to standards.

3. Conduct_job reviews.

 

At least once each year requalify all employees to
ascertain if they are maintaining standards.

inch has been covered about bakery personnel on the preceding
pages; and if this information is modified and applied for individ—
ual usefulness, it can be of real value to the super market on-
prenise bakery movement.

Perhaps the best way to sum up this personnel section would be
to quote an excerpt from a Speech made by Kenneth Stepherson of
Stepherson's Big Star bbrket, bbmphis, Tennessee, at the 60th Annual
NARGUS Convention: 31/

"Finding trained bakery people is a real problem and should

not be minimized. Bakers are scarce and good ones more so.

For those staffing a new bakery Operation, there are a few

recommendations I would make. First, offer a top salary.

It stands to reason that you cannot attract a top man with-

out it. By putting a high price on the job the top man

will gravitate to it. Of those who apply, select the one

who is Open minded and seems most likely to adapt to super

market thinking. It is more important to have a man who

 

47/ Anonymous, ”N11 US Convention Report”, NARGUS BULLETIN,
volume XLVl No. 7 kJuly 1959), p. 20.

will work with you, than one who has had the most experience
but is set in his ways. dork with him and help him develop
in the direction you want him to go. When your top man is
set, help him build a crew. Building a crew takes time.

It is not done quickly. It will be a good long while before
a crew can be developed that will produce the consistent

quality, variety and service you want. Be prepared to go

through this development process."

GIAPTER Vi

PPODL’CL‘IUN ANL) QUALIFY CONTR 0L

 

Eypes of Bakery Products

 

Bakery products fall into three general categories. 48/

1.

Fermented products which depend upon yeast for leaven-

 

ing or ”lightness”. This group is subdivided into three
products: bread, buns and sweet rolls, each of which
differs in richness or quality depending on sugar con-
tent, shortening and/or eggs. Bread is the least rich
of the three, followed by buns and then sweet rolls.

All are similar in that each must at some time pass
through the proof box for raising before baking.

Chemically leavened products which depend entirely on

 

baking powder for lightness. Cakes, cookies, muffins
and similar goods fall in this group which require
baking as soon as possible after panning.

hanipulated_produc£§_which depend on the skill of the

 

baker as he deve10ps a physical condition that raises

the dough to make it light and palatable. In this

 

48/ Statement by T. R. Freer, Personal interview.

-34..

group are turnovers, pastry shells, pie dough, and
some types of Danish pastry.

Bakery Production Schedules

 

Production work schedules should be planned for each day, as
well as for a full week ahead. An experienced bakery manager will
time mixing schedules to maintain a steady flow of mixed dough to
make-up areas. Each day's schedule bedins with fermented doughs, as
one to two hours are needed between mixing and make—up. During this
waiting period, chemically leavened products are usually mixed for
immediate make-Up. Mixing must also be scheduled according to batch
size, which is governed by oven capacity.

Poor scheduling can result in "off-quality" if the bench ma
has to process doughs that have stood too long and become ”sour” or
over-fermented. Poor quality may also result when scheduling causes
product to be held in the freezer for an extended period. Best sched-
uling will be accomplished when freezer is cleared of goods at week—
end closing.

Heavy demand for baked goods late in the week requires that prod—
ucts be stockpiled to assure week—end variety in sufficient quantity.
A good manager will plan his schedule ahead, baking those products
that are adaptable to freezing or retarding, during slack periods
the first part of the week.

Adequate movement record and actual experience go hand in hand

3 essential requisites for setting most suitable production schedules.

to

uccessful bakery operators say there is no substitute for written

U.‘

records that clearly show how each standard stock item is selling,

how promoted goods are moving, and what effect they have on over-all

sales. Only through application of information from such records
can a manager competently lay out his baking schedules to meet
customer demand.

Poor schedulin“

()0

or complete lack of it, often results in higher
labor costs. Workers forced to ”look” for things to do while waiting
for doughs or products to reach their work areas are not as produc-
tive as those working steadily on an assembly line basis. Managers
faced with soaring labor costs check frequently to determine if daily
production schedules are being prepared and carried out in every
detail.

Customer as Judge of Quality

 

Onstomers are the best judge of quality. Initially Lbs. Consumer
judges quality bakery merchandise by appearance. If an item is ap-
pealing, she will buy it to please herself and her family. However,
if her opinion is altered upon tasting, she will be reluctant to buy
again. She can usually be fooled only once. Repeat sales are built
on freshness, good workmanship and quality ingredients.

Baking Ingredients

 

Every experienced baker acknowledges that top quality ingred-
ients are needed to produce top quality finished products, but few
agree on the details of ingredient formulation. For example, when
producing what appears to be identical items from a layman's stand-
point, one baker might add a touch of lemon juice and mix ingredients
in a particular order, while another equally competent baker will
follow a totally different mixing procedure, eliminate the lemon

juice, cut Sugar content and still produce an equally acceptable

finished product.

fore

Q
l

sugar, eggs and milk are the major ones and adore—

constitute the greatest portion of ingredient cost and tonnage.

Yeast, soda, flavoring, spices, fillings, pie fruits and other mis-

cellaneous items make up the balance of ingredient inventory.

How-

ever, since each bakery manager has his own idea regarding exact

formulation, few bakeries carry identical ingredient stocks.

'he following list of ingredients was compiled from a physical

inventory taken in the storage area of a midwestern super market

bakery, It is

to manufacture

clear evidence of the vast array of ingredients needed

a wide variety of bakery products. 49/

SL‘PVSR BURKE! BAKSRY RAW I‘L’XTERL‘XL II‘IV‘II‘EL‘URY

 

AGAR
ALMONU PASEZ
LACAROON PASTE
All: K); TIA
BAKING POWDER
Pill-1 I L-{G SODA
BEAZOATS OF SODA
BUIWHEISCUIIHI FUIK}3 EVLiS
CH. 23.3.33
Baker‘s
Grated
Pizza
CKUCOLATE
Chips
>a t ing
Liquor
COCOA
Cocoa
Cocoa
COCONUT
Frozen
Long Thread
thcaroon
Shredded
Who le
CREAM OF'LUKle

Paste
l7 owde r

 

49/ Groner's Super hhrket #2,

MO NA R C11 (3'71 53AM

EGGS
Frozen whites
Frozen wholes
Frozen Yolks
Shell

EX ERA CES 8.: F LAVURLS
Almond Emulsion

Anise Oil
Black Walnut maulsion
Coconut Flavoring
lemon Emulsion
Lemon Juice
Lemon Juice (Powder)
haple
Mint Emulsion
Orange Emul sion
Orange Juice
Rose Emulsion
Rum Flavoring
Vanilla

FLOUR . . . CAKE 3: PASTRY
Cake
Cake Doughnut Mix
Cracker teal
Pastry

Elgin, Illinois.

FLOUR...BREAU FTP;
Eran
Cornmeal
lst Clear
Gluten
Potato Doughnut Mix
Pumpernickel
Rice
Rye
White
Whole Wheat
FLOUR...MISCBLLANEOUS
Oatmeal
FOOD COLORS
Black
Blue
Caramel
Green
Orange
Pink
Flame Red
Poster Red
Raspberry Red
Violet
Autumn Yellow
Golden Yellow
Lemon Yellow
FRUITS...CANNED
Apples
Apricots
Apricot Pulp
Cherries
Cherries (Deer)
Cherries (Marc)
Dates
Figs
Minceneat
Peaches
Pineapple
Pumpkin
Raisins
FRUITS...FROZEN
Apples
Blueberries
Cherries
Peaches
Rhubarb
Strawberries
FRUITS...DRIED
Currants
Dates
Figs
Raisins

.4

.55 -

FRUI 1'3 it Pu‘rllfi - CAZ‘IIJIED
Angelique
Cherry Pieces
Citron
Lemon Peel
Mixed Fruit
Mixed Peel
Orange - Crushed
Orange Peel
Pineapple Pieces
GELNFIN
GUI-l ARABIC
ICINGS
Fondant - Chocolate
Fondant - lbple
Fondant — White
JAMS & JELLIES
Blackberry
Date
Fruit Pectin
Pineapple
Piping Jelly
Raspberry
Strawberry
LHLK
Green
Fresh Milk
Powdered Buttermilk
Powdered lmlted
Powdered Skim
Powdered Whole
Sweetened Condensed
NUTS
Almonds
Brazils
Black Walnuts
Cashews
Filberts
Peanuts
Pecans
Pistachios
Walnuts
PEAEUF BUTPER
SALT
SEEDS
Caraway
Coriander
POPPY
Sesame
SHORTISIJIi-IG
Butter
Cetton Seed Oil
Frying Lard

SHURTETILG (cont'ii) 51‘.xBiLliFR
Lard bl» Hal
Liquid shortening SLRLIS
tmrgarine Corn
Puff Paste Glucose
Roll in ELK Honey
vegetable lmlt
Vegetable — Hi-Ratio holasses
BRIGHT T0“l I- ”G
Allspice Birthday Candy
Cardamom Amocolate Decorettes
Cinnamon Rrunch
Cloves - Ground Non—Pareils
Cloves — Whole silver Dragees
Cinder YEAS'
lace Dry
Nutmeg Salt Rising
ince Blend FISCELLANSOUS
SUGAR ( ot otherwise classified)
Brown Corn Flakes
Corn Dry Icing Base
Granulated
Invert Sugar
Powdered

A reliable industry source estuaatc s that apw>ro inately 6.)» oi
the suner market bakers presently mix their own sweet doughs from
basic ingredients, while the other 354 buy a fully prepared sweet
dough mix. 29/ This same source estirlates that in the future apnrox—

u.ately 753 of the bakers will use prepared mixes for sweet dough,
cake, cake doughnuts, yeast raised doughnuts, French doughnuts, and
pie crusts. Estimates are based on the following assumptions:

1. As a general rule, basic formulas are not passed on to
younger bakers.

2. Young bakers are les: reluctant to accept mixes than
are old-timers.

3. Quality of mixes is constantly being improved through
technology.

4. Increased labor costs have helped to equalize product
cost between doughs prepared from mixes and those for—
mulated from basic ingredients.

 

30/ Statement by Donald Snyder, Personal interview.

.. 9U ..

5. that mixes are mildly flavored so bakers can add own
flavors for individuality.

Advocates of mixes say dough is the same, whether using prepared
mix or basic ingredients, and that quality competition can still be
maintained, since greatest quality differences are created in flavor-
ing, baking and finishing. For example, they state a distinct
flavor differential can be detected between two items from the same
dough batch baked at different temperatures.

Host bakery ingredients are perishable and therefore require
proper storage and sanitary conditions. Some of them attract insects,
or act as food for bacteria under certain conditions of temperature
and humidity. In addition, proper control of ingredient temperature
can help prevent quality problems due to warm batters.

The following storage conditions are best for bakery ingred-
ients: 21/

Flour and Jugs

 

Store in skids or flats to facilitate adequate ventila-
tion around bags. Store in coolest part of bakery or stor—
age area. Best storage temperature is 70° to 75° F. Best
humidity is between 65 and 70%.

Shortenigg

(1 . 0 O O . O

safe temperature range is 60 to 80 F., with 70 to

750 F. being most desirable.

gglk and Eggs

 

Keep fresh milk and fresh eggs under 40° F. refrigera-

tion until needed. Keep froZen eggs in frozen condition,

 

51/ Anonymous, Eliminating Warm Weather Production Problem ,
The Procter and Gamble Company, Bakery Jervice Bulletin 24 (1950).

“P. 1-3,

_ 91 _

hawing only when they are to be used. lhawed eggs should
be held in refrigerator to p*event flavor deterioration
and spoilage. During warmer summer months, reconstituted
nonfat dry milk solids should be cooled in refrigerator to
help keep batter temperature down within best working
tolerance.

Yeast and Nutmeats

 

Keep under refrigeration until needed.

As a general rule, ingredients not preserved by canning or freez-
ing should be used within 10 to 18 days. Ingredients left in Open
cans should be used as quickly as possible, and all ingredients, re-
gardless of character, should be handled on a first in, first out,
basis. 2g/

Bakery ingredients can be purchased from the following
sources: 22/

Bakery_8upplypnouse

 

All necessary ingredients are usually available from
this single source. In addition to ingredients, bakery sup-
ply houses frequently offer valuable consulting service on
layout, quality control and sales promotion; and, in some
instances they act as bakery equipment jobbers. Some bakery
supply houses have been cnown to completely engineer, equip,
supply and arrange financing for an entire super market

bakery.

 

22/ Donald Snyder, 0p. cit.

22/ T. R. Freer, Op cit.

ingredient Phntfacturers

 

In addition to supplying their own brands of ingredients,
many manufacturers of flour, shortening and yeast provide
technical information and managerial assistance through their
sales representatives and bakery specialists. Booklets, bro—
chures and bulletins published and distributed by some in-
gredient manufacturers furnish excellent infomnation and data
on a broad range of essential bakery subjects.

Grocery Warehouses

 

Some cooperative, voluntary group and wholesale grocery
warehouses stock bakery ingredients for immediate delivery
to retail stores with regular grocery orders. host of them
stock only large volume items which can be combined with
other shipments from manufacturers of consumer packaged goods.
Sunar, salt, flour and shortening, for example, are ingred-
ients that can normally be ordered from grocery warehouses
without difficulty.

As the number of on-premise bakeries increases, many
grocery warehouse operations will follow the lead taken by
Super Valu 3tores, Inc. In addition to offering expert
technical assistance and a complete line of bakery packaging
supplies, Super Valu stocks many of the major ingredients
used by the more than 50 bakeries in their members' stores.
Ingredients used in smaller quantities and not stocked can
be ordered on a special Super Valu form for direct shipment

from the manufacturer to the ordering store.

All bakers agree that quality deterioration can result when an

attempt is made to cheapen a product's ingredient content, without

a thorough understanding of the technical and chemical factors in-
volved. One measure of a baker's knowledge is his ability to maintain
high quality standards at lowest possible ingredient cost. Continual
formula analysis can produce improved quality at a reduced ingredient
cost.

Ingredient cost control is best maintained by combining sound
management practices with bakery technology. An efficient bakery
manager will keep accurate records of all ingredient costs and quan-
tities used during a particular period. Adequate records will also
show formula cost for every item manufactured. Only through applica-
tion of such records can ingredient inventory be held at a profitable
level.

Another way bakers keep ingredient costs down is contracting to
buy 30, 60 or 90 day needs of large volume ingredients such as flour,
eggs, shortening and pecans. For xample, a supplier might have a
single bag price of $17.75 per 100 pounds of cake doughnut flour, but
quote $17.00 per bag on orders for SuOO pounds. If a baker's records
show he uses 50 bags every 90 days, 1e would save 75¢ per bag by con—
tracting with a supplier to buy the entire quantity at one time and
have flour delivered as he needs it over the 90 day period. In
addition to this monetary cost reduction, saving would also be made
relative to interest on investment and cost of stora e. These con-
tract arrangements are not usually binding on the buyer, but in most
instances where accurate records are kept contracts are fulfilled.
Contracts of this nature guarantee prices over the agreement period

and, therefore, allow bakers to meet their gross profit goals.

Ingredient costs are also minimized when care is taken to
promptly process all invoices, to take advantage of cash discount

terns. And there is no better way to lower ingredient costs than

 

applying measures to prevent Spoilage. Proper stock rotation, good

 

sanitary practices, and careful processing and baking procedures

all add up to decreased cost of ingredients.

 

Formulas for Bakery Goods

Bakery sales can be increased by displaying a wider variety of
finished goods. ”his basic merchandising rule causes bakers to con-
stantly seek formulas for new and different products. Besides Spend-
ing considerable time developing formulas of their own, bakers acquire
them from ingredient suppliers, other bakers, bakery associations,
schools, and industry trade journals.

thny bakers say product formulas are purely tools of the baking
trade and that they should not be considered a guarantee of finished
product quality. The best formulas are useless unless they are com-
bined with the skill that only an eXperienced, well-seasoned baker
can apply. lbst formulas need modification to fit each individual
bakery. Formula alteration is easily achieved through ciaxges in
mixing and make-up technique, fermentation time, baking temperature,
and/or finishing method.

Freezing Bakery ?rodvcts

 

Although some bakery Operators minimize the importance of

{7/

freezers in bakeries, others enthusiastically use them to produce: ii/

1. Completely finished bakery products that are held in

 

 

54/ Statement by Robert Wert, Personal interview.

\K‘
V1
l

a frOzen state for eventual sale in defrosted or

frozen form.

 

 

2. PartifillKHQEDP~Ct91 bakery products that are baked and
held frozen, and then finished after bringing to room
temperature.

3. Unhaked products, such as Danish pastries or pies, which
are held in freezer until needed.

Lbs” of the advantages for freezing, at the present time, lie in

bakery production. Some of the reported advantages are: 55/

1.

4_\

Whil

Elimination of shortages of varieties in baked goods
during heavy volume days.

Reduction of night work and heavy week-end schedules.
Minimizing stales. For example, on ”bad weather days”
items can be held over by freezing in baked or unbaked
form.

Standardization of batch sizes and use of larger, more
e'fective ones. Small batches, run particularly at

m rgency times, are not only costly from a time element
but often produce poor quality.

e many bakers utilize freezers to simplify production sched~

ules and methods, there appears to be a growing interest in selling

frozen baked goods direct to the consumer. The increasing number of

home freezers has stimulated interest in this market.

Certain bakery products lend tnemselves to the freezing process

tntter than others.

 

22/ Ibid.

Here are a few pointers which may be helpful in

deciding

1.

what to freeze: 56/

91593.? Icings

Cakes of all types, shortened, sponge, angel
food, fruit, etc., are generally frozen in baked,
un-iced fora. Cream iced cakes can be frozen in
finished form; however. fondants, fudges or marsh—
mallow icings are best applied to thawed cakes, since
these icings do not seem to freeze well. Some bakers
report that fondant or fudge ieings tend to ”sweat”
or lose their gloss on defrosting. while marshmallow
types Show evidence of breaking down in the freezing
process. Whipped cream and whipued tOpping cakes
can be frozen, although there is a tendency for these
finishes to dry and crack unless cakes are wrapoed to
prevent moisture loss.

Cookies may be frozen either baked or unbaked.

Pies

 

Pies generally can be frozen either baked or un—
baked, with the exception of custard pies, which do
not seem to lend themselves particularly to low tem-
perature storage. An *xample of a freezer's use in
pie production is the baking and freezing of pumpkin
pies ahead of the Thanksgiving rush.

Sweet Yeast Dough and Danish

 

 

By and large the best success with sweet yeast dough

 

56/

Ibid.

hm

and Danish is to freeze unbaked pieces, usually in
made-up form. Frozen baked dinner rolls, sweet rolls
and coffee cakes seem to dry out excessively unless
wrapped. The handling of frozen unbaked sweet yeast
goods is quite similar to the usual method of retard—
ing, except that a longer tire is necessary for frozen
dough to return to room temperature, either for make-
up or proofing.

5. Doughnuts

Fried cake doughnuts can be frozen successfully.
Fried unglazed doughnuts can also be held in the
freezer. If glazed yeast raised doughnuts are to be
frozen, the best glaze is the fondant type, since
other glazes appear to IOSe their gloss and flake off
excessively. Sugared yeast raised doughnuts can be
successfully frozen.

Frozen goods can be held in baked or unbaked stage in the freezer
for three or four days, with little danger of excessive drying out.
If they are to remain in the freezer for longer periods, they should
be wrapped in moisture proof materials to insure maximum freshness
when removed from freezer, thawed, and placed on sale or finished
off, depending on how the baker is utilizing the freezer.

There are several recommended ways frozen bated goods can be
handled after removal from freezer units: 21/

1. Items may be allowed to thaw at room temperature

 

22/ 13111-

before placing them on sale. Yuawing operation
usually requires several hours.

2. When delivery systems are operating, frozen bakery
products can be allowed to defrost enroute, and de-
livery times scheduled so merchandise will arrive at
customers' homes in a thawed condition.

5. Where Speed of defrosting is essential, frozen items

can be placed in an oven operating at about 2000 F.

for a few minutes to accelerate the defrosting process.
Products treated in this manner must still be given
some tile at room temperature to thoroughly defrost.
This practice is not particularly recommended and
bakers using it should exercise great care, for even
under the best conditions some dehydration will result.

4. Unbaked frozen items can be thawed, then baked in normal

way, f'nished off, and placed on sale.

5. Finished items can be sold in a frozen state to con—

sumers who plan to re-store in home freezers, or use
within a relatively short time. items handled in this
way should contain complete instructions on proper han—
dling for t.e housewife.

A baker can capitalize on the excellent advantages the freezer
offers, but should guard against instances in which it can be abused
to further his own progress. The flexibility of freezers invites
some abuses. For example, it is poor practice to freeze left-over
baked goods which have once been frozen. In addition, imprOper ro—

tation of frozen baked or unbaked items can lead to substandard quality.

Some bakers report resistance by morning trade to previously
defrosted frozen baked goods. Cust m-rs easily recognize the flavor~
ful aroma of freshly baked goods and are reluctant to buy without
this psychological bupulse. Afternoon trade is usually not so aware
of ”oven freshness”.

Control of Stale:

 

Stales control is a subject on which opinions differ. Some
stores endeavor to maintain a certain percentage of stale products
to insure that display shelves are filled to capacity at all times.
with a wide assortment of goods, while others seek to minimize them
to gain maximum gross profit on every sale. Those who have studied

nd correlated the effect of stales on sales report that sales are
highest when stale: fall between 25% and 4% of total bakery sales. 22/
Unfortunately, however, few operators keep enough records to accurate—
ly substantiate claims for or against their stales policy.

Knowing the shelf life for every item produced not only will help
hold stales at a profitable level, but will act as a guide to produc—
tion planning, as well as an aid to satisfying customers’ desire for
freshness. A good baker will determine the shelf life for each of
his own products, since he knows they will differ from similar fin—
ished goods produced by another baker with practically the same bak-
ing facilities.

The following chart was prepared by a super market bakery man-
ager to assist his diSplay personnel in ordering daily needs from

production. 22/

55/ l. K. Freer, Op. Cit.

59/ Herman T. hbkeel Gromer's du>er Larkets El.in, Illinois.
.... . 1 .

ll\Ela§ 115 ‘nldll 31h$LF

l 4‘ . I, 4.
L\|.oJ.L.. '..

 

131%;Zfitll.5
_~ffench, Vienna
All White, Garlic, Barbecue,
Onion, Fruit, Date Nut
All Rye, Pumpernickel, Jhole Ghent
Banana, hut, dalt Rising
Jewish
Bl'N'i' U131?! . 2{"j)l.l,8
hard Rolls
hamburger, Hot Dog, ButterKrust,
Parker House, Cloverleaf, Uotato,
30ft Seed Dinner dolls
DAHIJH SNJET ROLLS
lii‘. I 3 r’ l. '1". o‘
3'“; ROLL;
DALLIE'H Cklr Lot} Quint-3
REG: 1.1K (,(u‘ 1 LE (Li. :3
fi'r’b‘lici
K1151) (30033
Potato DO«ghnuts, Long Johns, Jelly
Biszarks, Open Face Bismarks, Fried
innamon Rolls, Cake Crullers,
trench )ourhn'ts, Apple Fritters
Cr {E DOlCIHN".F
:ugar,

 

 

 

 

 

 

 

.ouder, Chocolate, Plain
CxK:K I’LL;
(Return all packages with broken cookies)
Any loft Cookies, Date Filled Cookies,
Fig Filled Cookies
3g exkts
Petits Fours
Bohemian holatches
Date Snack Brownies
lery Anns
PASTRIES
Slices (Cherry 3 Apple, etc.),
Streudel (Apple or Cherry)
Turnovers
Patty Shells,
FREECH PASLth§_
FlldgfiJ [whidai
C‘lli ‘ 'Z S
""A'i'i' Cup Cakes
Angel Food, Sponge Cake, Jelly Rolls,
Chocolate Rolls
All Other Cakes (‘dat ch carefully)
FRUll‘ PIES
All 30ft Pies
All Fruit Pies
ITT M3 TO BE REFRIGERATED
Custard Bismarks
Cream Puffs
Cream Horns,

 

Cocktail Shells
(if refrigerated

 

 

 

 

 

Eclairs, Whipped Cream Items

.' ’Vv’ A] “"\
L)I\KA\. 3L3 1‘.th

 

UJ

NNUJNMNN

UJUJI—‘LNM wam

U!

k)

U1

wrap-a

day

days
days
days
days
days
days
days

week

days
days
days
week

days
days
week
days
days

 

1 day

1 day

1 day

1 week

[TI‘:*.l(jiix-i3:gl)
._.._.._... _. -_

.. 1;;‘11 ..

Packaged bakery goods are usually coded in some manner to indi-
cate to management and sales personnel the day on which they were
baked. inthod of coding will vary between bakeries, however, as well
as between products within a bakery.

The type of package used for an item will often determine method
of coding. Polyethylene bags, for example, are frequently closed with
a different color pressure sensitive tape every day of the week. The
same tape may be used for coding and securing boxed items. Goods
overwrapped with transparent film require a label on which can be
marked the daily code, or label itself can be so situated on the pack-
age to designate day on which contents were baked. Every quality
minded baker knows method of coding is not as important as the goal
of maintaining customer satisfaction.

Retailers diSpose of stale bakery goods in several ways. Some
reduce them to half price or below and place in a location designated
for such items. But regardless of placement, care should be taken to
insure that customers can easily distinguish between stale and fresh
products. Sometimes stales are donated or sold to institutions, needy
individuals, or employees, to prevent them from affecting fresh sales
or being misinterpreted by customers.

Certain stale products can be converted into salable products.
White bread, cakes, and other sweet goods, for example, can often be
ground up and mixed with fresh ingredients to produce items like
cookies or brownies. Time permitting, better bakers use their abil—
ity to produce profit building, appetizing bakery products from

stales.

-102 ..

Governmen L'al 9971111711 ions

”-

 

In most areas careful consideration must be given to state and
local laws which affect manufacture and sale of bakery products,
These statutes are designed primarily to protect consumers against
receiving unhealthy, adulterated and/or short weight products from
unprincipled bakers who frequently produce products under adverse
sanitary conditions. Bakers interested in long range business tenure
welcome such ordinances and, in most instances, do not find them dif-
ficult to comply with. Local zoning ordinances should also be checked
as a preliminary step in bakery planning. Food retailers with estab-
lished reputations can usually petition to have zoning regulations
changed to permit on-premise bakery manufacturing in their stores.

Most laws governing bakeries follow a definite pattern, but few
are exactly alike. For this reason, it is wise for every Operator to
check all state and local laws which may affect their Operations, and
bakers who manufacture goods for sale across state lines should be
familiar with Federal statutes which govern their operations. Many
retailers retain a competent attorney to study such laws.

it is advisable tha: each of the following agencies be consulted
before bakery Operation begins: QQ/

1. State and local Departments of health, or Food and
Drug officials;

2, Local zoning committees;
3. local and state weights and measures regulating bodies:
4, State Department of Agriculture;

5. Federal Food and Drug Administration (if transportind
finished goods across state lines).

 

60/ Statement by Richard Gromer, Personal interview.

CHAPTER VII

PA CKAG 121G BAKERY PR OUUCTS

 

service or Self—Service

 

Opinions ‘iffer on whether bakery goods should be sold service
or self-service. Those who recommend service say there are advan-
tages which cannot be equalled in self-service merchandising. Some
of these advantages are: gl/

1. Customers are better able to seek answers from sales

personnel who are always available;

2. flew items are more easily introduced;

U!
0

Small quantities of individual items and mixture of

goods are more quickly available to customers;

4. Constant customer contact insures more complete cus-
tomer satisfaction (self-service can become impersonal);

5. Bakery sales can be greater, especially when sales
personnel are prOperly trained;

6. Sales Of profitable Specialty items are higher when
Constantly pushed by sales personnel;

7. Stales are more easily controlled when personnel is

on hand to recommend purchase of slow moving items;

 

91/ Computed from statements by all those interviewed.

- 103 _

8, Supply cost is lower;

9. Greater individuality can he mzintained, and there
is less chance customers will confuse goods with
commercially packaged items.

Those who sell by self-service report they, too, have advantages
which would not be prevalent in service type operations. they point
out these advantages: fig/

1. less sales Space is needed for displays;

2. Investment is lower for display fixtures;

3. Sales labor expense is less because goods can be

wrapped on an assembly-line basis, away from cus—
tomer interference;

4. Sales are greater, especially when goods are properly
packaged and displayed to meet needs and desires Of
Customers (sales increases of 20 to 25% have been
reported on changing from service to self—service); 92/

5. Increased shelf-life on some packaged goods helps in
planning production to meet demand, tnus reducing
stales;

6. More customers can he waited on in a shorter time;

7, Sales per lineal foot of display are greater;

8. less time is needed to set up attractive displays;

9. Quality is maintained over a longer period because

package keeps product fresher;

93/ IP13.

63/ Statement by Richard Gromer, Personal interview.

.- 1h; ..

10. Even though supply costs can increase is to 1003
with the change to self-service, it is usually
ofifset by reduction in total labor cost; 33/

ll. Self—service bakery fits well with self—service
meat and produce;

12. here and more customers, especially younger ones,
prefer self—service.

Every food store operator can state advantages of his chosen
method of merchandising, and some can also point out certain disad-
vantages which cannot be overlooked; but better operators see that
every advantage is fully exploited to produce profitable results.

Reports from on—premise bakeries clearly show there are profit-
able Operations merchandising goods by both service and self-service
methods; but since every bakery is diiferent in some degree, it is
difficult to accurately Compare operating figures. Generally, sales
labor costs for self-service bakeries fall between 5 and 7% and
average about 9% for service type Operations. however, sales person—
nel in service bakeries usually perform duties in the production area
during slack periods; and actually if accounting records were kept
properly, part of these costs would be charged to production. 22/

A recent survey of 968 bakeries, 473 of which were in super
markets, shows that c63 have been successfully converted into packaged.
self-service units. This survey seems to indicate a rapid movement

to selE-service. 66/

Statement by N, T. Dahl, Personal interview.

Statement by Merrill Haughan, Bakery Packaging Council,
Eersonal interview.

64/
65/ statement by T. R. Freer, Personal interview.
66/

— loo -

Packaging Enterlal

 

Lany different materials are used in packaging bakery goods.
Some are used more often than others because their characteristics,
for one reason or another, better fit the needs and desires of users.
For example, transparent film used on bakery packages must have the
following attributes:

Laintainuguglity_from place of packaging to point of
consumption. Composition of some products reauires that
moisture be prevented from leaving the package, while other
goods become unsalable when moisture is permitted to enter.

Such products should be wrapped in highly moisturepronf

ems such as glazed doughnuts must be wrapped in

rr

film. I
film which has medium moisturepr-ofness, since glazing will
liquify if too much moisture is retained in the package.
Yet excessive moisture loss will cause premature dehydra~
tion of doughnuts themselves. Packages containing items
such as pound cake, unfrosted cakes, rum tortes, jelly roll
and fruit cake must retain as much moisture as possible,
but crisp items such as ginger snaps must be wrapped to
keep moisture out to prevent them from becoming soggy.
grggpce narimpmmshelf li£§_for highest profits. Long—
est possible shelf life for every product increases profits,
because of fewer stales, and permits larger batches to be
baked at one time, thus increasing production efficiency.

Enhance sales appeal of the product by creating neat,

 

clean, lustrous packages, which will not deteriorate in

appearance while on display.

Be anonymical from a material cost Ctanlnoint, as
well as facilitate Speed wrappin; to hold down labor

COStS .

Prevent product weight loss, so net weight packaged

 

 

 

will be the same as net weight received by customers.
Prevent odor and flavor transfer between products.
Resistfiattack from shorteninguand oil content of
many products.

Remain pliable and clear, and not become brittle and

Q

 

‘V

crack during reasonable storage perioc.

Have strength enough to prevent puncture and tearing

 

due to customer handling.

Permit good label adhesion.

«n...- ~—

 

Several transparent packaging films that are currently being used
Successfully for wrapping bakery goods are listed in Appendix "8”.
Every operator should test, balance and judge the assets of each avail-
able film before making a final decision on which one produces the
best results for him.

Labels used on bakery packades C'OI‘.‘..‘.F)I'11‘~' fall into '...i‘{3k, major
categories: (1) pressure sensitive- (A) neat seal; {5) insert grease
proof. Each of these is available in either stock print or special
print form. QZ/

Pressure sensitive labels, sometimes called self-sticking, are

just what the name implies. They stick to the package with simple

finger pressure. Heat seal labels require that heat be applied to

 

67/ Anonymous, fipper Pbrket Prepackaginq, Paramount Paper
EToducts Company, Form No. BS-K (1959) pp. 2-16.

- 1(38 _.

activate adhesive backing before applying to packafie or film. Insert
grease proof labels are tasteless and odorlcs" and are designed for
placement directly on the product before package is wrapped.

Stock print labels are described briefly as those which manufac-
turers design, print in basic colors, and have on hand for immediate
delivery in relatively small quantities to users who do not wisn to
have specially designed labels for their exclusive use. they are
usually available in a narrow range of sizes and shapes, and in some
instances are imprinted with standard bakery item names. Some Stock
print labels are also designed to permit ”slug-in” of store name.

Special print labels can be ordered in a wide range of stock
die-cut sizes and shapes, or, if buyer prefers a Special die, can be
made according to his own specifications. Users of these labels de-
termine the color. design and copy that appears on the finished label.
Label manufacturers require that Special print labels be purchased in
minimum quantities of 25 to 50 thousand, with cost diminishing as
quantities increase. When large quantities are ordered, they some-
thnes cost less per thousand than small quantities or stock print
labels; but, of course, investment in label inventory is much greater.

Special print labels produce certain advantages, most important
of which are: 92/

An opportunity for institutional advertising. Every

 

 

package advertises the store when label efLectively fea-
tures store name, emblem, slogan and/or colors.

Builds customer confidence and preference. A quality

 

68/ Richard Gromer, Op. cit.

- 1H9 _

design can go far toward building a quality image and
-clean, clear price marking builds customer confidence.

easy coupliance with labeling laws. It is wise to

 

 

investigate local statutes before ordering. Label man-

ufacturers can usually advise buyers on state and

Federal requirements.

The type of label ordered is frequently governed by the kind of
label imprinting machine used. For example, some machines print all
copy which appears on the label and, therefore, require blank labels.
Another type of machine prints only the item name and price, and in
this case a label is needed on which store name is printed.

Refer to Appendix "C" for a complete list of packaging supplies
used in 6 midwestern super market bakeries.

Sources of Packaging interial

 

Bakery packaging supplies can be purchased from the following
sources:

Grocery Wholesalers 69/

 

lhny of the more progressive voluntary and cooperative
groups and wholesale grocery warehouses stock packaging
supplies for use in self-service neat and produce depart-
ments. Such commonly stocked items as less moistureproof
produce cellophane. polyethylene and cellophane bags,
most boards and trays, pressure sensitive tape, and var-
ious types of bag closures, all can be applied to some

degree in bakery packaging. In an emergency, moistureproof

69/ T. R. Freer, Up. cit.

fresh meat cellophane can also be used on products re—

quiring moisture protection, without affecting quality.
As full scale bakeries become more prevalent in

retail stores, many grocery wholesalers will expand

stocks of packaging supplies to include those useful on
bakery goods. Retailers Operatine on-premise bakeries
should work closely with their affiliated wholesalers

to develop a sound cost savinq packaging supply program.

Paper Jobbers 22/

 

Local paper jobbers normally carry most of the bakery
packaging materials an Operator will need, and better
paper jobbers' salesmen are trained to assist retailers
with their packaging problens. Working closely with a
reliable paper jobber can be beneficial when initiating
a bakery packaging program.

junjlv Specialists 71/

AA I

Distributors and Packaging
Some manufacturers of packaqing material have fran-

chised local distributors to handle their products in

Specific geographical areas. Most of these distributors

specialize in supplying all material needs and frequently

offer valuable technical assistance and information

h their eXperienced packaging Specialists.

throu

ff
0

fianufacturgr§_72/

 

The larger manufacturers of packaging materials exert

 

70/ Statement by H. B. Anderson, Personal interview.
71/ Statement by H. R. McCleary, Personal interview.

72/ B. C. Robbins, Personal interview.

most of their sales efforts with large veluie buyers

in user, wholesaler and distributor catefiories. This
does not mean that manufacturers‘ salesmen or packaginm
Specialists are not available when need d, but it does
indicate that their main function is to see that ade-
quate supplies are available to all at the lowest
possible cost.

Booklets, pamphlets and brochures prepared and pub—
lished by packaging material manufacturers contain a
wealth of constructive information. Such publications
are usually free to those who take time to write for
them.

Types of Packages

 

Every bakery operator must decide what type of package best suits
each item he plans to package. These factors should be considered
when selecting packages:

Adaptability to Wguipment

 

If wrapping machine is used, only certain types of
boxes, trays, and/or films will work properly at effi-
cient speeds.

EX? “ppeal

Successful self-service merchandising depends, to a
great extent, on package appearance. loosely wrapped,
poorly sealed, puckered, wrinkled and unclean appearing
packages do not create impulse sales.

Customer Convenience

 

Surveys snow modern customers are willing to pay for

built-in convenience. Lerchaniise pa ted in attrac-
tive containers suitable for table use, affording
easier headline. and having re-use value sell faster
and often at premium prices.

lToduct Protection

 

Customer handling and mass displaying are apt to
make packafies unsightly and unappetizing. Select pro-
tective materials that insure freshness and prevent
product distortion until ready for use.

finit

_C_.o_._ns ume 1‘

Various package sizes are needed to accommodate
small, medium and large family needs. Small packages
prevail in city areas which have more single people and
childless working couples. Larger packages are needed
for growing families in ”suburbia”. Knowing customer
preferences will help keep packajes large enough to gain
maximum dollars from every sale.

Display Ability

 

oales Space is precious in today's food stores. Lake
use of available Space with standard size packages which
stack properly with a minimum of effort.
Visibilitx

Sales impact is improved. particularly when product
is attractive in its own right. Promote easy product
identification and increased sales with transparent

packages.

£3. 0 l‘ti‘l ’5':

Special print labels, films and boxes serve as
reminders of where quality is available. Tie in
package design with advertising for best results.

Ease of danglinq

Today's high labor costs make it imperative that
packages be selected with an eye on packaging produc-
tivity. Packages which lend themselves to improved
handling methods, Speedy price marking and easy dis-
playing are labor savers.

Economy

Use of most expensive packaging material does not
always guarantee best packages. Management should
investigate all materials and sources, with economy
in mind.

Four basic types of packages are commonly used on bakery prod-
ucts. They are: Zé/

Overwrapped Traykor Roard

 

 

Items such as sweet rolls, cookies and muffins can—
not be economically sold individually packaged. They
must be grouped and held together in consumer accept-
able quantities on trays or boards, before being over-
wrapped with tranSparent film. Products like cinnamon
rolls. which are frequently baked as consumer units in
disposable aluminum trays, do not require consolidation

but do need film overwrap.

_._‘

12/ Richard Gromer, Op cit.

- ll; -

LL'...<‘ ”C. 233;;

Products like French bread and date nut loaf,

which have built-in structural strength and rigidity,

can be sold individually, covered only with tranS»

parent film.

Bass

Sliced and unsliced soft crust bread, hamburger

buns, and similar items can be merchandised effec-

tively in polyethylene or cellophane bags.

Eases.

Cakes and other extremely delicate items are

usually boxed to protect them against distortion and

damage while on diSplay or in transit to customers'

homes.

Better bakery operators know minor savings can be effected in
packaging costs by standardizing to a minimum number of trays and
boards, and particularly by using proper sizes. They know, too, that
unsupervised or poorly trained personnel frequently use excessive
amounts of packaging materials, little realizing how this practice
affects costs. In an effort to reduce these costs, and to standard-
ize packages, many bakery managers set up package specifications for
each item produced. Appendix ”D” shows a typical packaging Specifi-
cation chart.

Packagjng bethods

 

Few self-service super market bakeries have sufficient sales
volume to warrant investment in a wrapping machine. To make even a

lower priced semi-automatic machine (approximately $3000) practical.

a baker; woule need to package most items in overurappcd trays, since
this machine would not effectively handle other kinds of packages.
The more expensive fully automatic machines, similar to those found
in commercial operations, are usually geared for mass production and,
therefore, would have little value in most super market bakeries. In
an effort to increase packaging productivity, many bakeries share meat
or produce department wrapping machines during early morning hours
when they are not normally in use.

inst packaged bakery goods are wrapged manually, by two
methods: 23/

Individual Wrapping System

 

Under this svstem one person works along to complete
the entire packaging process, from start to finish. Wrap-
ping station should be set up with tools and materials
within easy reach, and people operating such Sta-ions
should be properly trained to wrap in an expedient manner.
lhtrained and poorly supervised personnel working at indi-
vidual wrapping stations often seek their own pace, thus
tending to increase labor costs.

Team Wrapping Systmn

 

This system involves individuals working together as
a team, for greater productivity. Teams can be made up
of two or more people, depending on number available, work
load, and space allocated for wrapping. When three indi-

viduals are teamed up, the first person in line usually

23/ Ibid.

- lib -

sets the pace for the other two by trayinfi or board—

ing and making the first seal. Second in line finishes

the sealing process before passing packafie to the third

individual who prices and applies the label.

hbny operators find it necessary to use both of these systems,
because not all products are suited for the team system, and work
load may reruire that several different products be packaged simul-
taneously. thinum benefits from both systems can be attained by
designing a lone wrapping table, which will facilitate changeover

to either system without causing confusion.

HLlPYJR VIII

DISPIAYING BAKERY PRUDI‘CI‘S

 

Unlike groceries, meats and produce, little has been done
industry-wise to study, improve or deve10p super market display tech—
niques for in-store baked products. As a result, there seems to be
no uniform diaplay patterns, ideals or standards. It has been, and
still is, largely a matter of personal opinion: therefore, as indi—
viduals vary from store to store, so do displays.

There are, however, certain principles of good disalay often
applied, sometimes unconsciously, to produce maximum sales and gross
profits. They are: ZE/

Wide Variety

 

One of the greatest advantages of being able to bake
in the store is that variety, one vital key to success,
can be controlled from day to day. In other words, items
offered may be quickly changed, expanded or contracted to
meet customer demand. Wide awake operators know from ex—
perience that customers tire of the same cookies and cakes,
and desire to see and purchase new and different products

each time they shop.

 

75/ These principles were compiled from statements made by
individuals interviewed.

- 117 -

-11.}; _

bmny retailers start out with a small number »i items
and add a few at a time for positive erowtn. dome say they
have little difficulty selecting enough items, but it is not
a simple matter to offer wide variety and maintain maximum
gross profit. It takes adequate records, constant customer
analysis, and good production control to provide a profitable
assortment of items.

A good example of variety growth and diversification is

reported by Gromer Super Markets of Elgin, Illinois, where the

number disolayed went up from 100 on opening day to 235 agter
one year of operation. Zg/

Today, after two years, Gromer's regularly offers the
follaaini 301 different products:

types of bread

types of coffee cake

different sweet rolls

6 sepirate muffin types

25 varieties of cake

60 types of pies and pastries

10 regular types of fried goods

10 variety tywes of fried goods

30 different cookies

5 different tea cakes, etc.

20 dairy case items (whipped and sour cream
products, eclairs, etc.)

5 freezer items (frozen pies, cakes, rolls, pizza)

20 varieties of dinner rolls, buns, etc.

U1 N N
O U U:

In addition, at different times during the year, 100
other Specialties, from peanut brittle to frozen Spumone
cake, are offered. They also regularly take Special orders
for wedding and party cakes.

Adequate Space Location

 

 

It is good practice to give each item the amount of

 

76/ Statement by George Goedert, Personal interview.

Space the sales warrant. his means givin; Volume movers
such as white bread and hamburger buns more Space than

slower moving items like cakes, mufrins, tea cookies, etc.

Proper Product Location

 

that operators know the ”hot Spots” -— the locations
in diSplays where items sell faster. But every store is
different, so each display needs to be treated individually.
Some stores obtain rapid turnover in the center portion of
diSplav, while the ends may be ”slow moving” sections. Others
report an opposite view, but agree that more items can be sold
at the end first aoproached by customer traffic.

Bread. most bakers agree, is the ”drawing card” of the
department. Therefore, it is more often placed in a strategic
location to eXpose more customers to all items as they search
out the bread.

A study made by USUA in Boston shows the effect bread has
on customer flow. ZZ/ In this particular store, it was ob-
served that the number of customers moving through the entire
department was significantly less than the number entering
(see drawing on page 120). Bus of all customers passed loca—
tion #1 while only 60% passed location #2, and only 42$ passed
location #3. To induce more customers to move through the
entire department, white bread was moved from location #1 to
#3, and other breads placed in a ribbon diSplay above the
other items. After this change, cake sales at location #2

increased, while bread sales remained the same.

 

. .- -

77/ Huih M. saith. ”How to Increase Chstomer Gaunt”,
USDA Bulletin. p. 7, October, 1960.

 

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.Ltaple bakeries have lone been noted for clean-
liness, and customers expecL them to remain so in food
stores. The job of keeping floors, shelves, tables, price
tags and other diSplay areas clean and neat at all times is
not easy. It is time consuminf and costly, but essential
to success.

Ease of_§h222in§

As an aid to shopping, like products should be grouped
together, with all items easily accessible. Customers are
reluctant to reach over obstacles to buy. One expert sug-
gests keeping self—service display height under 0 fee , with
the two top shelves adjustable and at a slant to permit full
visibility of products. 13/

3.932%:

Expensive display space is wasted if filled with un-
salable or damaged products. Practice first in, first out
rotation by pulling older items forward and placing freshest
to the rear.
figlgction

Nell-filled shelves and cases reflect good volume. Enpty
Spaces give left-over appearance to all merchandise remaining
on display.

Color Contrast

 

Whenever possible take advantage of color differences

by contrasting them to attract attention.

 

I

78/ Statement by T. R. Freer, Personal interview.

Fvery item on display should be easily seen. insuf-
ficient light in a diSplay area reduces sales, not Oper-
atinq expenses. Some retailers install fluorescent tubes
under shelves to enhance appearance of product below.
Promotion

Talking signs and meal planninfi suggestions add much

to display effectiveness.

T

p-JI

P ce nos
Name cards and price tags are important. They must be
descriptive, accurate and easily read to give confidence

that prices are consistent with quality.

tbasurin:_nisplay Effectiveness

 

inch can be learned from observation as to what customers want
and will buy. The following is a simple system, used by USDA and
Agricultural Experiment Station researchers, which can be annlied in
any store by ineXperienced managers, to measure display effective—
ness. 22/ Through the use of this technique, it is possible to de-
termine which locations and commodities are bypassed by the customer
and which draw the most traffic. Once disglay shortcomings are pin-

pointed, improved layouts and item arrangements can be used to gain

maximum sales and profits.

 

22/ Statement by E. C. Oesterle, Personal interview.

 

Step 1: Duplicate lUU roufih diagrams of display area
on legal size (83” x 14") pay r.

step 2: Usinfi the following code, plot shopping tours
of 100 different customers during preselected
business periods (both heavy and light traffic
periods for best results).
X = Customer buying item
0 = Customer handling item but not buying

£_/ 2 Shopping cart left unattended
= Customer pushing cart

—-- = Customer walking without cart

('- 5 vir- :‘ i'ytfid
’. ii. . ._!‘4 L w .

Time 3:30 1. m.
Day—Hate: Thursday - 3/16
Customer: bun with small boy

 

XYZ. Ml} '11;le
Ball FT? Y E) l L3} l” E .‘;Y ."lI'Z."-..T 353 l S

 

DiSplay Rack

 

 

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Step 3:

Step 4:

Step 5:

After loo individual plottings have been made,

1e

{‘3

transfer every third one (33) to a larger sc
drawing and observe heavy concentration of lines
and marks to determine ”hot” locations and de—
mand items.

Adjust diaplay, strategically locating fast mov—
ing products to expose customers to all sections
of display. Place slow moving high profit items
adjacent to "fast movers”.

After adjustments have been made, appraise the
new display, following steps 1 through 4 again.
Continue this procedure until plotting shows

entire department thoroughly shopped.

isPlay Equigpent

Numerous types and styles of disnlay cases, shelves and tables

are available
on-prcmise ope
facturing such

individual tas

In general, manufacturers and experienced food retailers agree t.

every store is

l

for merchandising bakery products. Most presently in

rations are produced by companies Specializing in manu-
Eixtures, but some are custom built to meet a retailer’s

te, need, space, disylay technique or decorative theme.

different, or should be, to some degree; hence it is

almost impossible to establish Specific layout and design standards

to suit every

disnlay area. As a result, most ”ready-made” fittur

(“AP

we)

are available in various lengths and heights so they can be adapted

to any operation.

" -
Me,

a.
L

CELKP l'sjr’. I .x'

ADVERTISING AND PROMOTION

 

Bakery Department Location

k
—. ..—-—-—-——.—

 

since research indicates that nearly 70p of the customers in the

average store shop the bakery department. regardless of its location.

management has a great deal of flexibility in positioning it within

the store. 80/ While no one can say one location is always best in

every situation, many operators prefer the bakery diSplay area first

in the shopping pattern, as close as possible to the entrance and

checkstands because: 81/

1.

Lu

J.)
O

~J~~—_

It acts as an ”idea creator" for other purchases in the
store;

it presents the best possible initial apaearance as
customers enter;

It can be seen more easily from outside;

It adds to shopping convenience, ince customers can

come in to buy bakery goods between regular shopping

«mu—“*—

QQ/ Hugh M. Smith, ”How to Increase Customer Count”.
USDA Bulletin, October, 1960. p. 5.

81/ These comments were eXpressed by individuals interviewed.

S. It is the only position remainin: when meats are
across the back of the store, produce following and
adjacent to meats, and frozen foods last to preserve
product temperature;

6, Most bakery goods are purchased on impulse and cus-
tomers react more favorably early in their shopping
trip.

Some retailers place the display last in the shepping pattern so:

1. Customers will be "drawn" past other merchandise;

2. Customers will not become distracted and Spend too
much time and money on bakery and less in other de-
partments;

3. Bakery purchases will supplement other purchases;

A. Customers will leave the store with a good ”last
impression”:

b. Customers can place fragile merchandise on tOp of
other items in the shopping cart.

Promotin; Bakery Products

—.—— "—v

 

Promotion-minded retailers take full advantage of the powerful
psychological attraction of an on-premise bakery by eXposing to public
View the baking, finishing, decorating and packaging; and hiding behind
partitions or walls the less eye-appealing mixing, make-up and pan
washing. They also permit the aroma of freshly baked goods to Spread
throughout the store, stimulating customers to buy and leaving little
doubt that all products are actually baked on the premises.

Some operators are changing from the midnight to 8 a. m, hours
and new schedule production

which most bakers have worked in the past

to begin between 1+ and 6 a. m. 21/ in this way, most of the mixinfz‘
and melee—up can be completed before the store Opens, and most of the
baking and ”out—of-oven” activity will occur during store hours when
customers can see the process. Frequent bakings can be made so late
afternoon shoppers are offered the same fresh product as morning cus—
tomers. Fully trained bakers will also be on hand to answer custom-
ers' questions and take special orders. finployee morale is often im-
proved because working hours are more appealing.

In addition to using the psychological approach, successful Oper-
ators promote sales by manufacturing their "own” items, entirely dif-
ferent from those of competitors. Usually these are given descriptive
rmmvs which customers soon learn and ask for. There seems almost no
limit to number of varieties and names that can be developed by an
enterprising baker. Ideas for such items and how to promote them
effectively are found in bakery trade magazines and are available from
ingredient and packaging materials suppliers.

Tie-in diSplays are frequently used to build bakery sales. Retail—
ers using this type of promotion for the first time are often surprised
with the volume gained from such displays as white bread with jams and
jellies in the grocery department, rye bread with Swiss cheese in the
dairy department, Sponge cake with fruit in the produce or frozen food
department, and hot dog and hamburger buns at or near the meat counter.

Some have had phenomenal results from week~long promotion sales
which feature a Specific group of items like cakes, pies or cookies.

In some instances such sales have becmm2:nuunfl.FW’semi-annu:l events

82/ Statement by T. R. Freer, Personal interview.

-

which customers look forward to. For eyamplc, one store established

2

a twice-yearly 'Bakcrv Sromotion heck” during which their cake decora—
tor works in the sales area with a demonstrator, decorating cakes and
distributing samples to customers. .21/ Not only does this increase
sales and profits, but it provides opportunity to ”show off“ new and
seasonal products, and creates new interest in decorated cakes.

Here are just a few of the many additional ways retailers promote

in-store baked products:

Continual Samnlind Prodram
ma fim"

 

Each day several items are sampled in individual size
pieces from attractive dishes. Customers serve themselves
as they wait for purchases to be wrapped or as they pass
through the department.
gpecial Mispla:_

One or two items are featured every day on tables
either in the bakery area or in some other strategic lo-

cation in the store.

Product Gonations

 

 

On request of certain local organizations products
are donated to build community relations and familiarize
potential customers with quality offered.

Commissions to Sales Personnel

 

 

A percentage of the selling price is given to sales
personnel who take advance orders for seasonal items.

Premiums

An item like a ceramic cookie jar, closely associated

gi/ Statement by w. T. Dahl, Personal interview.

with bakery, is sold at a low price with the purchase

of five packafcs of cookies.

Colored Pictures of Cecorated Cakes

#-M-«M *.-~ _. - -‘ .n-o- “MMH-_

 

Customers can select cake and decoration desired
for special occasions from color slides.

Iniroductch¥Prices on New Iteuw

 

Special prices are advertised, or coupons worh "X”
cents offered, on newly created products.

Coffee Bar Adjacent to Display

 

Customers may join their friends at tables for a free
cup of coffee and bakery samples.

Two for the Price of One

 

the package of cookies tree with the purchase of
another at reeular price.

one Cone 9310

 

A packa e of seven sweet rolls sold for one cent more

(.751

than the regular package of six.
Econozg ' Size I’ick.2¢es

Cookies offered at reduced price when packaged in
three and five pound bags.

Special Events Sales

 

Special items are offered on holidays -- for example,
cherry pie on Washington's birthday, hot cross buns during
Vent, pumpkin cookies on Halloween, etc.

Special Price on Certain Days

 

White bread is sold at a reduced price one afternoon

in the early part of each week,

1YiCi57 V‘kerv Prwincts

—_ .- ” ——-——-¢ -—-v

 

v -‘A_'--

InVCSLiqation shows that few Operators price rmrchfinfiise by what
might be called a scientific method. Foo often little attention is
given to such factors as turnover, preparation time, and the uncontrol-
lable waste inherent in bakery manufacturing. Deny simply follow the
method used by bakers for years -- that of multiplying total ingred-
ient costs by 3 to pay for ingredients, labor and other expenses, and
to provide a reasonable profit margin (they hope). tm.top of that
figure, some bakers add 3 to l0% extra profit, depending on iteuw and
competition.

Some retailers disregard competition entirely by setting prices
just short of consumer resistance, while stressing top quality, eye
appeal, wide variety, and absolute freshness. They are not usually
concerned about adding a little more of an ingredient, or even adding
anoxhe: ingredient, if the product can be improved. Retailers with
this operating philosophy endeavor to make a better product than com-
petition and frequently set the competitive pace in a community -- not
with low prices but with top quality.

One successful operator stressing quality over price says: ”Pres-
tige and recognition are not developed automatically. They must
built by prodUcts produced, and they can be measured only in terms of
customer confidence, store traffic and salesJ‘Efi/

There is a genuine desire on the part of most retailers to find
an improved pricing method to maintain and maximize gross profit and
contribution to overhead in the face of growing competition. Pricing
is one facet of the on—premise bakery operation that will require

considerable attention in the future.

29/ 2.12.29.-

hcry Products

kuvertLSine We

 

 

An on-‘remise bakery otters the food retailer ideal advertising
opportunities, because he has complete control of quality. quantity
and variety of items it produces. In other words, it is within his
power to completely satisfy his cu3tomers' bakery needs without rely—
ing on individual beyond his direct supervision. This situation per-
mits him to advertise, with full confidence, the he always offers
quality products, new and different from his competitors, an important
key to effective consumer advertising.

Although advertising policies and techniques vary from store to
store, the most successful Operators set up an organized plan in ad—
vance. There are no definite rules for developing the most effective
campaign, because too many variables must be considered. Some are:
Population in the area;

Established shopping and buying habits of consume.s;
Economic status of customers:

Qeasonal and climatic conditions;

Competitive activity;

lrrchandisinq methods (service or self—service);
Retailer's status or acceptance in the community;
tbdia available;

Retailer's ability to introduce new products;

Productive capacity of bakery;
Special services that can be offered profitably.

war—I
H‘CIQDGWQ o'm-blwro.a

Once these have been thoroughly studied and analyzed, the retail-
er is better able to determine his advertising objectives within his
budget.

Advertising budgets of retail bakers range from 3/4 of % to %
of gross sales, an average being 1.5%. Food retailers, on the other
hand, usually combine bakery advertising with store advertising and
can often effectively advertise bakery products for approximately 1%

gross sales. Some advertising experts say, however, that Operators

should beware of ”averages” and not ficure the budget as a percentafie
of past sales. They suggest that advertising should cause sales, not
result from sales, and that past figures should be used only as a
guide in planning schedules and exoenditures. fii/

In the plannine stage, some retailers actually write down basic
ideas which they feel will help achieve their objectives, even though
they know plans must be subject to frequent review and change. The
best plans are those built around sales goals which have been deter-
mined bv past eXperiences, competition, business conditions, and ob-
jectives. Once a broad plan is formulated, the retailer can tie in
Specific items and services he plans to promote -- by months, holidays,
Special events, etc.

Retailers with successful eXperience in advertising bakery prod—
ucts recommend that: 99/

1. Advertising messages be simple, persuasive, quick

to read and understand, and constitute one main
theme whenever possible.

2. Headlines should be short but not so short they fail
to get attention.

3. Price advertising should be avoided, unless it promotes
a good ”value”.

4. Stereotvne coov such as ”too ualitr” should be avoided.
.. A. . q

S. The bakery itself should be promoted to build prestige
and good will in the community.

6. flow products should be featured frequently to bring in
new customers and increase the number of shopping trips
of regular customers.

 

§§/ Kenward L. Athens, "A—B-C's of Advertising for the Retail

Baker”, gakerv lndustrz, Vol. 115, No. 1450, p. 238.

 

9’3! Ibis. P- 239.

. Advertising schedules sh‘md be plsnned at lerst a
“ion! 1‘. in advance.

u. All advertising should be developed to create interest
and desire to buy, and to set response throtfh positive
action on the part of the customer.

A number of media are used by bakery operators to carry their

sales messages to consumers. The most important are;

lbst food retailers are thorouthy familiar with this
primary medium and the mass coverage it provides. Care
should be taken, however, not to Spend too large a portion
of the bakery's advertising budget here.

Wind ow Signs

 

Thev have tremendous drawing power when used to the best
advantage. Their value is exceptional when heavy automobile
and foot traffic passes the store. Colorful window streamers
may be secured from some ingredient and packaging mater'al
suppliers.

Point-of—Sale Advertiarments

 

The moment customers are makini the ultimate buying
decision is often the best time to advertise. This is
also the time to create the impulse to buy the extra items
the customer had not planned on.

Circulars and Direct Emil

 

These media permit the retailer to direct his sales
message to the exact point of greatest potential with a

minimum of wasted coverage.

:‘~:‘ '."‘ if} ~‘.'-'"‘~"El~"=n

I. --mo—.r _——.———-, *.—.._..

 

The Cost is often prohihitive. except in some local—

ities where snot conmercials are relatively inexpensive.

... 1.. . —A.~ .1
_- . . .
Ix, . "LL§.. ‘k.

.4

The itfinortance of the package in "advertising” b’-??€‘3‘:’
at point of sale and in customers' homes is growing daily,
as more and more operators turn to self-service merchan—
dising. Good pactuge appearance can do much to build
impulse sales, and a bakerfs trademark at the point of
Consumption will otten attract the consumer back to the
store. Constant review of packaging and labeling, with
the creative assistance of paper and packaging suppliers,
will often pay off in increased sales. Package inserts
can also be used eifectively.

Jord of Epsth

..d.O—_..~—.

 

Satisfied employees and customers can do a most effec-
tive job of advertising in the comnunity. Wise retailers

will cultivate this ”word of mouth” advertisinfi.

(”fl LA. PTF. R X

cosmos Ion

lhe Need for Research

—-0 o-.. ——.—-—— ‘--._. _.

 

The information and data assembled and presented in this thesis
seems to indicate that an-premise bakeries are still in an evolution-
ary stage of deveIOpment. This is apparent because most of the ideas,
problems, techniques, principles and philosophies formerly used and
encountered by retail bake shops simply have been transferred to the
super market with little, if any, modification.

While most on—premise bakery operators find nothing detrimental-
ly wrong with these older Operating concepts under existing, competi~
tive marketing conditions. they do think, for the most part, that
certain adjustments can and should be made in the future to bring them
more in line with the up-to-date merchandising and production methods
which have been deveIOped for other super market departments. There
is a general feeling among these operators that as more and more
bakeries are installed in food stores the need for Lhese changes will
become more acute.

Thus, on-premisc akery Operators are anxious to have research

done on the folloving major subjects: 87/

‘ -—.—.

37/ These comments were eXpressed by operators interviewed.

[H'n’I‘A 1? T‘:11-lj-jr;xl.

“nk- ‘.—.—- c- 5... .—~+4---. H-

t” 1’)

I prewercfl in ‘Ccient ri ., whice can be used effec—

tively to maintain a bahery‘s in v declitv are developed
for all basic doughs, the need for highly skille‘, experic nc d
bakers will be nin:-r i'ed, waste can be reduced, lalor costs
can be lasered, Hrai im time can be cut, p oductivity will

increase and valuable Space will be conserved.

Thhery .u1wncnt

A...”

 

Labor costs and space requirements can be reduced and
productive capacity increased, if equipment can le redesign ed
and manufactured to permit assembly-line, continuous proces-
sirg without cnlangcring quality and variety offered.
lac.

If packaging materials can be improved to increase prod—
uct shelf life, enhance pacha~e appearance and facilitate
more exocdicnt wrapping techniques, production efficiency
and sales could be increased and labor costs reduced.

lmsnladind.wm.lricing

~0--—-~-

 

 

lbre information is needed relative to what products
sell best in what display locations, under what conditions

(3

and in what seasons. In ac ditio on, retailers want to know
which items have the highest impulse value. From such in-
formation, they can improve production, pricing and displeg.
Records

'Ihe ma :er of keeping accurate records is a field where

fied, uniform record

H-

great improvement is needed. A simpl

9/'ste1 is needed to permit operators to more easily pinpoint

problem areas maximize oroifts an: werenro the c [ec—
tiveness of their in reverent CE:UliS.

TWO questions remain rnans cred, but every infiivitual super mah-
ket Operator must answer thrm for hinself. Chey are: (1) Is an on-
premise bakery urofitable in commarison t" other iteas or defiartments
which might 1e occupying the space; an? (’) Will it build store vol-

ume when present, or cost volume when absent?

Ehe Future of CM—Pronise lhkeries

 

Jtatistics showing exactly how many food stores presently have
full scale on—pre ise bakery nrofirans are not available. However, if
the current interest exhibited by food retailers over the country '3
any criterion, the number is large and growing raoidly. A good ex—
ample of recent expansion in one gCOfiraphical area is brought out in
figures from Juper valu Jtores, Inc. of Hopkins, Linnesota. They show
that in 1950 only one of their stores had a bakery. In 1959 this num—
ber had increased to 51, 53 of which were al ed since 1957.
were installed in 196C, and Suwer Valu's bakery sufiervisory staff has
been eXpanded to handle a plannei 59% increase in in-store baking
during 19(1. ggf

SUper market bakery de artnents have prefires ed far enough and
are profitable enough to incicate a trend. Jone forecasters predict
that by 1965, 90% of all bakery goods will be sold in suyer markets.
While this figure may be over-optimistic, there is no doubt that super

markets will soon be selling the bulk of the bakery goods. §2/

88/ Statement by T. R. Freer, Personal interview.

89/ Statement by P. R. stewart, Personal interview.

BIBLIOGRAPHY

PERSONAL INTERVIENS:

 

it.

it.

Pr.

tr.

w. T. Uahl, Owner, Dahl's Food Department Stores, ues Lbines, Iowa.

Kenneth Stepherson, Owner, Stepherson's Big Star Lhrkets, temphis,
Tennessee.

T. R. Freer, Bakery Specialist, Super Valu Stores Inc., Hopkins,
Minnesota.

E. w. tiller, Store Manager, Preble Super valu, Minneapolis,
Minnesota.

d. L. Smith, Bakery manager, Nicollet Super Valu, hinneapolis,
Minnesota.

J. J. Virmond, Bakery tenager, Baker Drive Super valu, Hepkins,
Minnesota.

D. C. Gurgel, Store henager, Adams Street Super Valu, Linneapolis,
Minnesota.

J. F. Elrod, Bakery Manager, Eau Claire Super Valu, Eau Claire,
Wisconsin.

G. L. Goedert, Comptroller, Gromer Super turkets, Elgin, Illinois.

a. A. Borrall, Owner, Borrall Super Valu, Des kbines, Iowa.

0. L. Green, Equipment and layout Specialist. J. W. Allen 00.,
Chicago, Illinois.

H. E. Zander, Owner, Zander's Super bhrket, Rantoul, Illinois.

R. M. Tait, Owner, Tait's duper turket, Minneapolis, Minnesota.

H. T. EEkeel, Bakery kanager, Gromer Super Markets, Elgin, Illinois.
C. R. Larson, Owner, riedmont Grocery 00., Oakland, California.
George Chussler, Executive Director, Associated Retail Bakers of

America, Chicago, Illinois.

- 138 -

— 139 -

hr. Roger Wert, Bakery Engineer, The Procter and Gamble Co.,
Cincinnati, Ohio.

tr. D. 3. Snyder, Bakery Engineer, J. w. Allen Co., Chicago, Illinois.
tr. P. R. Stewart, Sales bmnager, C. Jchmidt 00., Cincinnati, Ohio.

5:. B. C. Robbins, Advertising tanager, Film Division, E. I. du Pont
de Nemours Co. Inc., Wilmington, Delaware.

tr. H. R. leleary, President, Thormac Packaging Corp., Chicago,
Illinois.

tr. R. H. Gromer, Owner, Gromer SUper hhrkets, Elgin, Illinois.

Dr. E. C. Oesterle, Extension Specialist, Purdue University, Lafayette,
Indiana.

Mr. M. E. haugham, Director, Bakery Packaging Council, Chicago,
Illinois.

EIETINS:

Anonymous. Super Market Packaging. Paramount Paper Products Co.,
Form 83-K, 1959, 16 pp.

Anonymous. There's a Future for You in the Baking Industry. American
Bakers Association, 1960, 23 pp.

Anonymous. Operators Training Guide. The Procter and Gamble 00.,
Bakery Service Bulletin 16, 1960, pp. 1-4.

 

Anonymous. Eliminating_uarm Heather Production Problems. The Procter
and Gamble 00., Bakery Service Bulletin 24, 1953, 16 pp.

Smith, Hugh M. How to Increase Customer count. United States Depart-
ment of Agriculture Bulletin, 1960, pp. 7-10.

BOOKQ:

 

Reber, Halter. Setting Up a Bakery Department. New York: Super
Larket thrchandising, 1949, 78 pp.

TRADE PERIODICALS:

 

Anonymous. "The super Larket Bakery”, Western Baker,(LEy 1953),
pp. 11-20.

Anonymous. "The Trend Is to Complete Bakeries in SUper tbrkets”,
Baking Industry, (July 24, 1948), pp. 39-46.

~140-

Anonymous. ”Chain Stores and Supermarkets Are in the Baking Business",
Baking Industry, Vol. 108 (October 5, 1957), pp. 49-55.

Anonymous. "MARCUS Convention Report", HARGUS Bulletin, Vol. XLVI
(July 1959), pp. 21-22.

Atkens, kenward L. "A-B-C's of Advertising for the Retail Baker",
Baking Industry, Vol. 115 (February 1961), pp. 238-239.

Awrey, T. L. "Bakery Departments in Super barkets", Bakers weekly,
(January 2, 1950), pp. 31-32.

Corning, V. "Roaring into the Sixties", Baking Industry, Vol. 113

Davis, R. B. "Supermarket and Chain Store Bakery", Baking Industry,
Vol. 113 (June 25, 1960), pp. 81-88.

Freer, Thomas R. "Blueprint for On-the-Premise Bakery", NARGUS
Bulletin, V01. XLVI (April 1959), pp. 68-69.

Karp, R. "Freezing Saves Time and Ebney", Baking Industry, Vbl. 113
(my 23, 1960), pp. 47-49.

Ieedle, Ned. "Establishing and Operating a Bakery in Today's duper
thrket", Bakers Weekly, v01. 182 (June 1, 1959), pp. 22-24.

Leedle, Ned. "The Super lbrket Bakery", Western Baker, (July 1959).
pp. 26‘32.

LBkeel, 3. T. "A Super Market Bakery Shows Strong Sales Appeal",
Baking Industry, Vol. 115 (April 16, 1960), pp. 45-47.

Murray. R. E. "A New Approach to Bakery Department Merchandising",
Baking Industry, Vol. 112 (September 5, 1959), pp. 48-52.

Pockrandt, F. G. "The Super berket Operator Talks Turkey to the
Baker", Bakers Weekly, Vol. 178 (thy 5, 1958), pp. 32-37.

Rosen, M. R. "They Promote On-the-Premises Baking to Boost Overall
Sales". Bakers Weekly. vol. 174 (May 6, 1957), pp. 34-36.

Slater, C. C. "Our Distribution System...New Trends”. Bakers Weekly,
Vol. 180 (November 24, 1958), pp. 27-29.

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APPE‘HJIX B

BAKERY P.’.CI{.\.GIL‘G FILM GUIDE 1/

.—

 

TYne & Code Lbsignation Recommended Uses

 

 

Cellophane - 300 or 450 gauge

 

PSD For products requiring sanitary
packaging and little moisture
protection (hard rolls, some pies).

LSAD, LSAT, DSB, LSD, DS, LST For packaging products that
require a controlled rate of
moisture loss (glazed doughnuts).

LSD-60, LB—l, LoT-Sl Especially good for wrapping
bread and items demanding good
moistureproofness.

”K”* 233, 18-3, HST-53 Designed for frozen bakery goods
requiring good moisture protection.

”A” 201, Utility "K”, For wrapping goods where superior
"K” seconds Ox-Sll RS-l moisture Drotection and outstand—
1 I 1.
ing appearance are deSLred.

Jaran Wrap 7** - 50 gauge For packaging products that
require moisture retention.
Soft appearance and feel.

 

Vitafilm*** - 1 mil. thickness For packaging products that
require moisture retention.
Highly resis ant to grease
and oil.

* Dupont's registered trademark
** Dow Chemical trademark
*** Goodyear trademark

 

91/ This chart was Specially prepared for this thesis by
E. I. du Pont d- Eemours and Company, Wilmington, Delaware.

- 145 -

.l L’L' LIKDIK C

PKGLSxGIIJG SUPPLIES U .3171) IN supra .0“: aucsmss 2/

 

 

 

gype lhterial Sizes
C‘ZT.T..'TEI’}LA.NH i?l-l?";-'.TS 12" x 12" 15" x 15"
(for overwrapping) 13" x 13” 16” x 16"
14" x 14" 18” x 20"
201' x 20II
."wAT’AN POLLS 16" width

(for overwrapping) 18” width

20" width

 

 

BCAPUS (.mite - leat lype) 4” x 5" 6" x 8”
(base for overwrapped packages) 4” x 7” 7” x 9”
4” x 9” 8” x 10”
5" x 9” C" x 2”
5” X 10" 33;" X 9”
AlU“? NUM CAKE PANS
Cblong Cakes, Jweet Q Danish Rolls 8" x 5" x l- 1/'”
Fruit a Loaf Cakes l-l/2 lb. capacity
ROUND ALUl-ill I-iUl P\;.3 - Full Curl RCTI. 6-7/8” Dia. 1- 5/8" (”lepth
Tfor coffiee cakes & 7-1/4” Dia. l‘ubed .ngel lood
single layer cakes) 8" Dia. depth

1-5/
7-13/16” Dia. 1- 5/l6" QCJth
8-1/2” Dia. 1- 2" depth

 

CAKE "Tl'i‘fCILITS 6" Dia. 10” Dia.
(base for finishe :d calze) 7” Die. 12” Dia.
3" Dia. 14” His.

9" Dis. 16” uia.

92/ This list was compiled to show the large variety of pa
and packaging suppli*s available. All items listed are not used in
every 0 eration, and the slight variation in sizes of some items
results from the fact that numerous manufacturers' products are
represented.

- 147 -

FULUIEG TRAY}
Cup Cakes

(Automatic Opening)

 

 

C‘\

CD

Buns-Flat

Duns-Vertical
Buns-Vertical
Brown & Jerve
Count Coney
Count Coney
Count Coney

NC‘OC\C\COC\

POLYEl'llYLiI-EE BAGS (Non-Perforated)
(for bread, buns & rolls)

 

(“fo ‘3 | ‘1‘! lf‘\?
\J‘ l TkJOA ILL; and LU‘J

.4

 

LL
(£0: bread, buns & rolls)

ALUI fIlJUTI P I E TIiIS

 

Blull}; BU'I'TUl-i PIE l’L-‘l'l‘ES
(for better heat conduction
to eliminate soggy pie
bottoms)

 

7—1/2” X 5" x l-l/2”

(2—1/2” at ends)

7-1,’;’;" X 7-1/4." }: 2_1/_,:"..II

(3-1/2” at ends)

9_3/&n X 3—7/8” x 1_1/2H
12'1/4” X 3-7/8” x 1-1/2”
7-1/2” X 5" x 1_]/2n

11-1/2” .

O H
I.)

A

(ml/=4." x 1-1/4”
X 6n X 2” (3_1/4" at ends)

11-1/2” x 6-1/4” x 2-1/4"

5"

5!‘

5H
5”

(2-1/2" at ends)

x 4” x 15”
x 4” x 18”
x 3-1/2" x 12"
x 5—1/2” x 24"

5—1/2” x 3” X 12”
5-1/2” x 4-5/4” x 10”

6”
6"

0”
U

5”
GI!
(3"
6H
4H

3"

U c I.
- Q ‘

C3 03 C0 C3 CD C)

0”
L)

fl"
0

8H
8H

8”

x 3-1/2” x 17"
x 4" x 14"

w

x D" x 15”

x 3-1/2” x 15" (non-perf.)

x 4" x 12" " ”
X 4" x 16!! n H
x 4” x 18” H n

x 1-3/4" x 8"

(perf. for French bread)
x 2” x 23"

(perf. for hard crust rye)

shallow

medium

deep

deep (perf. bottom)
cheater plates
medium deep

8 ha 1 1 one

medium

deep

shallow
medium

cheater plates
medium deep
deep

 

““““

DCAnS (With eni Without uindor)

6 Count Cake :} wghnuts-"vertical

8 Count Cake Doughnuts—Vertical
12 Count Cake Doughnuts—Vertical

8 Count Glazed Doughnuts—Vertical
6 Count Glazed Doughnuts—Flat

4 Count Glazed Doughnuts-Flat
Angel Food 3:5 layer Cakes

2 Layer Cakes

2 layer Cakes

2 layer Cakes

Decorated Cakes

Tortes, half Cakes

Cup Cakes, Cookies
llorns, Eclairs, Cookies

gnall ries, 4 {arts

Brownies, 2 Tarts, Cookies

large Pies

3" 131a. 1" dc.: h
3~ 5/3" Dis. 15/16” depth
3~ ll/’16” Dia. 2-5/32" depth
3— 11/16' ' Dia. 1” depth

7" x 3" x 2—5/4

9— 7/8” x 2—3/’" x 2—3/’"
8” x 4—1/’” x 2-9/16”
10-3/4” X 3-1/4" X 3—1/4”
9—1/2” x 7—1/4” x l-l/2”
9-1/2” X 6-1/4” X 1—3/8”
8” X 3” X 4”

8-l/’”r x 3-1/4” x 4”

6-1/2" X 6-1/2”
6-3/4” x 6-3/4" .

r<>¢
klUI
I 2
U8
\
45

7M x 7M x 4n

7-1/4" x 7-1/4" x 3.1/4H
7—1/2" x 7-1/2" x 4-1/4”
8—1/4 X 8-1/5?" x 4n

8-1//+” x 8-1/4" x 3—1/4”
8-1/2” x 8-1/2” “ 4-1/4”

9!! x 9!! x 5”
10" x 10” x 6”

12" x 12" x 6”
1'" z 14" x 6”
16" x 10" x 6"

8n :' Aux 4"
8—1/2" x 4-1/4"

4-1/4”

:4

8M x CH X 2-1/8”
7-1/2” x 5- 5/8” .
8-3/4” x 5-7/8” a

< A
Nro
l I
pp
\.\.
O Q

0" -3f7 V. II
U x L) 4\ 2

8” X 8” X 2—1/2”
8-3/16" x 8-3/16” x 2”

7_ l/.7" X 4_1/)n 0 1-3/3”

9” x 9” x 2-1/4'
9” x 9” x 2-3/4”
9" 3: 9M x 3"

.E'r)‘ ‘r,‘\
ALL L J

(White - that lype)
(for every apped packages)

KRAFf HINDU] BAGS
Vienna Bread
hard Rolls
French Bread

 

BAG CLOSlfllES

 

COLORED PRESSURE SEISITIVE TAPE
(for closing bags and
securing lids on boxes)

 

1 color for each operating day
(Red, Blue, Green, "z'ellox-z,
Light Blue, Light Green)

9 _

I
7

5—1/2
5-1/2
4" x

Paper

3" x l”
57! x 1”
3—1/2” x 1”
5—1/2” x 1”
3-1/2" x 1”
5" x1”

x 7-3/4" x 5/8”
H x; 41! .{ S/SH
” x 4” x 5/3”
” x 6-1/2” x l”
I! x

l
H x 12!? x

25” x 3”

Covered Wire

(6 colors for Coding)
Paper Covered Hire -
with Space for pricing
Plastic Clips -

with space for pricing
staples (stapler needed)

1/4" X 00 yd.

.‘l UREL’HHX t)

PAGCAG IIIG J PEG]. F 1 CAT I OZ; 2/

 

Every Item Has an Assigned Pachag
Refer to This Chart Uhen in Doubt

 

 

 

 

Quan.
Item per Pack. Pype of Package
“Y‘\ii,‘D
3:. Butter Ernst, Fruit, Rye
(Plain 1 Caraway), Nhole-flheet, #1 Poly. Bag
3m. Jutehy Krust, Punpernickel, l 5” x A” X 15”
am. Home Jtyle, jalt Free and
Rising. Raisin (uniced), Protein
22 02. Rye (Plain a Caraway), l # Poly. Bag
Rye (Black), sandwich 5" x A" x 18“
lrish, Potato, Rye (Limpa) l #3 Poly. Bag
8" x 3” x 15"
French 1 # Kraft Window Bag
Vienna 1 #2 Kraft Jindow Bag
Lg. Butter Krust, Lg. Home Style, # Poly. Bag
Lg. Dutchy lirust 1 5-1/2" x 4-3/1." x 10'"
Sanana. Boston Brown, Late Hut, Direct wrap with
lot, Orange Nut 1 moistureproof film
Rye (Jalted garty) 1 Direct wrap with
less moisture-
proof film
Raisin (iced) l Uirect wrap a 30x #2

 

93/ This chart actually used at Grower super harhet,

Eldin, Illinois.

‘3

Item

 

RULES 8; DII'IILEZI’. ROLLS

 

Hamburger (Large)

Hamburger (Small)
13-3

Hot Dog

hard Rolls, Poppy deed Horns, Hater

‘30 t3“. t O

3now Flake

151 -

moan.
per Pack .

CDC‘OICOI‘QCA

Butter hrust, Cloverleaf, Parker house 6

FRIED GOODS

 

Laple squares
Butter Cream Crescents
Apple Fritters, Bismarhs,

Chocolate Doughnuts, Potato Doughnuts 6
Cake Crullers, Cake Doughnuts,

French Crullers, Sugar {Wists 6
Fried Cin . Rolls, Glazed Doughnuts

Jelly Berliners, Custard Sticks,

Long Johns

SHEET & DAHISH ROLLJ

 

Pecan Cups, Pecan Rolls Pecan Imists,

O
Almond Horns, Almond Braids, Cheese,
Poppy deed, Cinn. Lnots, Krispies

FILLED ROLLS

 

Apple. Cherry, Pineapple, 2
Strawberry, Prune, Apricot,

4-6

aspberry,
Custard,

Cinn. Raisin, Butterfly, Fig Leaf,
Dear Claw, Dole square, leltaway,

Orange Coconut, holatzke

OFFLIE CA5: :23

 

Almond Braid, Almond Pecan,
Butter Ring, Butterscotch,
Streusel

CANDY

 

Peanut Brittle, FUdge

4—6

Pecan,
Cinnamon,

Catch Height

#1
Fr‘

#3
#4
#2
#5

lype of Package

 

Tray & Overwrap

Tray h Overwrap

Tray a uverwrap

Tray a Overwrap

Kraft Window Bag
Poly. Bag

5" x 3-1/2” x 12”
#5 Poly. Bag

5" x 3-1/2” x 12”
Board & Cverwrap

#11

or

Board

Board

#11 Box

& Uverwrap

E:Cverwrap

Board & Overwrap

Box to Size

- 152 -

Quan.
item per Pack. Type of Paeka

 

Awple, (merry, xtrswberry, Prune,

Cheese, Ponpy seed, Pineapgle,

Apricot, RaSpberry, Fruit Fan,

Cinn. Butter, Raisin, lemon, dour

Cream, louthern Pecan, Orange

Butter, Cream Filled, Filbert,

Kringles, French, Walnut Raisin 1 Board a LNerwrap

COOKIES

Oatmeal, Sugar, Molasses, Raisin

Rocks, Fruit Bars, Chocolate Cars,

Coconut Bars, walnut Bars, halt Fruit,

Date Hut, Peanut Butter, Pecan,

Cinnamon, Ginger fi-l-2 doz. Board a Overwrap

“‘1‘. fi‘-' ti‘
2. L; x (AXL\ 1‘...)
m

Ice Box, Butterscotch, lemon, Date

Filled, ?pice, Chocolate Square,

Banana, Brownies, Orange, Date

Snacks, Chocolate Chip, Butter

Drops 6-8 Box to

e.
n
(D

2213 CrlLlAlJ‘iSOUS PAJTR I 133

 

(ream Horns, Cream Puffs, Cremn

Jlices, Eclairs, French Pastries,

Petits Fours, Cake Squares, Turn-

overs, Jtrudel (l per pkg.), 3-4-6

Patty shell, Cocktail Shells, (except where

rortes (1 per pro ) noted) Box to size

‘0 '

 

White Butter, Gold, Chocolate

Fudde, Banana, Lemon Rrunch,

Orange Chiffion, Spice, Caramel,

Burnt Sugar, COCUHUt, Cherry,

Fruit, Almond, Lelted -ilk, Sponge, 1

Jelly Rolls, Chocolate Rolls, Lazy 1/2 as

Hazy, Cheese, orange Blossom, CUP directed Box to Jize
Cakes, Cream Rolls, Pound, Angel

Food, larble, Lemon Custard

Quan.

Item per Pack. True or Pachrse

~.—.—-‘

”J
r--{
[-1
V4
I
['1]

 

Apule, Cherry, Blueberry, Yeach,
Pineapole, Blackberry, Rhubarb,
RaSpberry, Dutch Apple, farts,
Fruit Ilices, Lance, Apricot,

Dutch Cherry, Strawberry 1 size

0
.,.
(

5+
0

I :‘r‘ (w. ~_ .‘VHI
1 L40 .- 0 \JL

-' ...

 

lemon, Chocolate, Butterscotch,

Banana, Custard, Creaj, Coconut,

Pecan, Whipped Cream, Chiffon,

strawberry, Pumpkin 1 so: to size

BUX SIZE GHI‘E

 

 

£2. Size
#2 8-1/2” x 4-1/4” x 4-1/4” Tortes, Iced Raisin Bread, Half Cakes

#3 7-1/2” X 7-1/2" X 4-1/4" Small Cakes 7"

v4 3” x 6" x 2-1/8” Cup Cakes
#5 8” x 8” x 2" Small Pies, 4 Tarts
so 9” x 0" x 2-3/8" Large Pies

#7 8-1/2" x 8—1/2" x 4-1/4" Large Cakes

#8 7—1/2” x 4—1/2” x 1—3/8” Brownies, 2 [arts

79 S-B/A” x 5-7/8” x 2-1/8” Horns, Eclairs

#10 9-1/2” x 6-1/4” x 1-3/3” Long Johns (4), lead Doufihnuts
Cake Doughnuts

#11 9-1/7” x 7-1/4” x l-1/2” Glazed Doughnuts, Lon; Johns (6)
Bismarks

(fa wI-j n rrwxv fi.~, ‘ h ‘7 x“
_ ialellt.x .-J-) (J't|\ . I)\,,.LL.J

 

#16 16” x 16" x 6”
#14 1a" x lfl” x o"
312 12” x 12" x 5"

$10 10” x 10” x 5”