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Operations Management Case Study on Bakery

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Operations Management Case Study on Bakery
Contents

1. Introduction 2

2. Outline of the report 3

3. Best Bake Operational objectives 4

4. Conclusion 16

5. References 17

Introduction

This report is a case study about aspects of operations management involved in a bakery. The bakery was founded in 1960s. This is one of the famous bakeries known as Best bake in south of Bangalore. I have analyzed the operations management concepts and also few recommendations done in the necessity areas.
As one of the oldest bakeries in the city, Best bake sets high standards to emulate and follow.
Variety of bakery products are produced such as wheat loafs, buns, cookies, cakes, pizzas, pies, etc. The bakery is well equipped with the best and latest machineries such as ovens, biscuit machines, filling injectors, glazing and refrigeration equipment, pie machines, bread moulders, etc. Best bake employs approximately 500 people in 7 outlets. Over 200 of these workers have been with the business for more than 20 years. Every day approximately more than fifteen thousand products are prepared and distributed around the city. This ensures many retail outlets have freshly baked products daily.The company produces varieties of breads such as garlic bread, peanut bread etc. Best bake keeping health and diet in mind produces fat free cakes and sugar free breads. Besides their normal business of baking, Best bake have also variety of cake flavor such as vanilla, blueberry, coffee etc. they are also into taking bulk and special orders for occasions. Best bake is a family business with family values and is devoted to the tradition



References: 1. Stevenson, William J., Operations Management, ninth edition, McGraw-Hill Irwin Publishers, 2007 2. Slack N., Chambers, S., Johnston, R 5. Lovelock, C.H., 1984, “Services Marketing”, Prentice Hall Inc 6. Kasper, H, Helsdingen, P & Vries Jr., W 1999, Services marketing management: An international perspective, John Wiley & Sons, New York. 7. Jorion, P. Value at Risk: The New Benchmark for Managing Financial Risk. New York: McGraw-Hill, 2001. 8. Slack N., Chambers, S., Johnston, R, Betts A. (2006) Operations Management. Principle and practice for strategic impact, Harlow, FT Prentice Hall, pp.376-378 9. Russell R., Taylor B., (2009) Operations Management 10. Naylor J.,(1996) Operations Management Frameworks, Harlow, FT Prentice Hall, P.399 11. Bicheno, J

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