Opening Bakery Shop

Opening Bakery Shop




Opening Bakery Shop

Production Systems and Procedures

            Fusion Lah! will employ the conventional approach to the making of pastries and giant cupcakes. The decision is hinged on its ability to blend creatively varying ingredients in order to produce a unique flavor whose signature taste will enhance an increase in repeat customers. In fact, this system is preferable because of the freshness of the cupcakes, cruffins, and cronuts thereby providing a rich aroma around the restaurant. It would also be beneficial to dazzle the clients with the gourmet-type of setting (Fullen, 2005). Occasionally, ready-made pastries will be on offer as a means of ensuring fast delivery of food for customers in a hurry. Such items will be carefully wrapped, for hygienic purposes in attractive bags, which will serve as free advertising platforms as well (Lee, 2011). The above desserts will be well cooked, delicious to taste and presented in a stylish manner too. They will follow a regular yet and predictable pattern in accordance with the restaurant’s opening and closing time. For example, Fusion Lah! will be operational from Tuesday to Sunday. Baking of the cronuts, as well as the flavored cream, will be done on the following day in order to simplify the workload and allow proper marinating of the dough.

The scheduling will be as follows:

Monday Tuesday Wednesday Thursday Friday Saturday Sunday
closed cupcake cupcake cupcake cupcake cupcake cupcake
closed cronut   cronut   cronut  


Purchasing, Receiving, Storage and Inventory Control Practices

            The purchasing system will preferably be based on the tally created by the Front of House occupants; the cashier in conjunction with the manager. The latter will be specially tasked with monitoring the flour levels as well as other additives and make a daily log of these items in order to have an updated number of “on hand” items present before they reach restock levels. In fact, a weekly vetting of equipment to ascertain they are in good condition will be the norm as well. As such, a proper inventory of the dishes, glassware, office supplies and beverages will be a common feature (Bryce & Wilson, 2002). They too will be accompanied by their respective values, hence a physical inventory system is more applicable to Fusion Lah! Doing so will aid in theft reduction, improvement of accuracy, maintaining product quality, determination of what and when to buy as well as costs (Egerton-Thomas, 2006). The FIFO strategy would suffice too due to the perishability of the goods and the need to maintain high-quality standards. Such inventory would thus be calculated as a value of the actual costs. Varying distribution networks within the state for certain ingredients would require the manager to make regular contacts with such suppliers in advance in order to gain favorable prices and volumes. Sometimes it would be necessary tom open lines of credit although these will be subject to regulations (Wentz, 2007).

Ethical standards would, therefore, be maintained in such circumstances, and the pastry targets/needs of clients will be non-negotiable despite the company being a startup (McGarvey & Hannon, 2004). The items for purchase and the timing for making such a move would be vital hence constant evaluation of stock levels would be done. The manager would thus have the sole authority to decide the volume of minimum orders as well as the amount of pastries made for promotions to penetrate the market (Daniels, 2002). It is noteworthy that loyal customers would benefit greatly from this endeavor. Lead times will be made available to aid in proper planning procedures too. Receiving such items will be another priority whereby communication of delivery times will be made to vendors. Moreover, enough space will have to be available, carts will be well positioned to load and offload the goods, stationing receiving personnel in the appropriate areas and an official document confirming the receipt of such foodstuffs will be there too. Counterchecking against purchasing orders as well as delivery invoices to verify the items and their prices will also be done while their movement to storage areas will be carefully monitored to avoid breakages or even loss (Fields, 2007). Upon storage, rotation may be allowed but such a decision would be left to the manager. It is, however, imperative that the storage area would be a cool and dry place to reduce the risk of perishability, and such places will be secured by him/her too. Inventory control would thus be maintained.

Human Resource Practices

Two bakers, as well as two assistants, would be positioned at the BOH while one cashier and a single manager would man the FOH. Whereas the assistants would be part-timers tasked with helping in the cleaning of dishes and complimentary services, the rest will be on a permanent basis with contractual agreements illustrating specific incentives for their roles. The use of social media, especially Facebook will be a vital tool for recruitment due to its widespread use and relatively cheap cost. It would also double as a marketing forum whereupon new clients can gain information about Fusion Lah! as well as a source of feedback from them. As such, an emphasis on a rigorous training program for the employees would be the focus of the firm to streamline operations to meet best standard practices (Abrams, 2003). For example, basic etiquette, meal presentation, grooming and socializing are some of the courses that will be tutored to help their interactions with a diverse group of customers.



Abrams, R. M. (2003). The Successful Business Plan: Secrets & Strategies. Palto Alto, Calif: Planning Shop.

Bryce, A., & Wilson, J. (2002). Business Management for Standard Grade. Oxford: Heinemann.

Daniels, P. (2002). Restaurant Business Start-up Guide: A complete guide to establishing your Business. Chino Hills, Calif: Venture Marketing.

Egerton-Thomas, C. (2006). How to open and run a Successful Restaurant. Hoboken, N.J: John Wiley & Sons.

Fields, R. (2007). Restaurant Success, by the numbers: A money-guy’s guide to opening the next new hot spot. Berkeley, Calif: Ten Speed Press.

Fullen, S. L. (2005). Opening a Restaurant or other food Business Starter kit: How to prepare a restaurant Business Plan & Feasibility Study: with companion CD-ROM. Ocala, Fla: Atlantic Pub. Group.

Lee, R. (2011). The everything guide to starting and running a Restaurant: The Ultimate Resource for starting a Successful Restaurant! Avon, Mass: Adams Media.

McGarvey, B., & Hannon, B. M. (2004). Dynamic Modeling for Business Management: An Introduction. New York: Springer.

Wentz, B. (2007). Food service Management: How to Succeed in the High-risk Restaurant Business– by someone who did.





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