Bakery Production Handbook

By Kirk O'Donnell

This book is for anyone interested in producing bakery products of consistent quality and low operating costs. This book is also intended to be used as a professional reference.

There are many good books available about the art and science of baking. However, these other books do not help an owner or a bakery manager grow their businesses. In the baking industry, all successful businesses begin with quality products. These businesses almost always start in a kitchen, and then the company has to figure out how to keep up with the growing demand for these bakery products. Fortunately, if the company makes prudent decisions, it is possible to drive down operating costs. On the other hand, if the company cannot produce consistent quality; or if the operating costs are out of control, the company will soon be out of the baking business. This handbook should help more and more aspiring bakers sustain their success.

• Language: English
• Publisher: Xlibris US
• Release date: Jan 23, 2016
• ISBN: 9781514439678

Book preview

Copyright © 2016 by Kirk O’Donnell.

Library of Congress Control Number:   2016900088

ISBN:      Hardcover      978-1-5144-3969-2

                Softcover        978-1-5144-3968-5

                 eBook            978-1-5144-3967-8

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright owner.

Any people depicted in stock imagery provided by Thinkstock are models, and such images are being used for illustrative purposes only.

Certain stock imagery © Thinkstock.

Rev. date: 01/22/2016

Xlibris

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Contents

Bakery Organization

Bakery Formulations And Ingredients

Production Planning

Production Control Systems

Inventory Management

Operation Analysis

Inspections

Quality Control

Equipment

Bakery Maintenance

Measures Of Performance

Manufacturing Costs

Managing The People

Appendix

Summary Of Activities

Who should read this book?

This book is for anyone interested in producing bakery products of consistent quality and low operating costs. This book is also intended to be used as a professional reference.

There are many good books available about the art and science of baking. However, these other books do not help an owner or a bakery manager grow their businesses. In the baking industry, all successful businesses begin with quality products. These businesses almost always start in a kitchen, and then the company has to figure out how to keep up with the growing demand for these bakery products. Fortunately, if the company makes prudent decisions, it is possible to drive down operating costs. On the other hand, if the company cannot produce consistent quality; or if the operating costs are out of control, the company will soon be out of the baking business. This handbook should help more and more aspiring bakers sustain their success.

About the author

Kirk O’Donnell has been working in the baking industry for nearly 40 years. Inspired by the baking prowess of his paternal grandmother, he earned a Bachelor’s degree in Bakery Science and Management from Kansas State University. He then worked for over ten years as a Production Supervisor, Production Superintendent, and then Plant Manager for a high-speed bakery manufacturing operation. He then worked for the American Institute of Baking (now known as AIB International) for 24 years as an Instructor, Consultant, and Director of the Baking School. During the final years of his tenure with AIB International, he focused on reaching out to the bakers outside of the USA; and he has traveled to nearly all of the Latin American nations, Japan, China, Korea, Singapore, and other various nations in Europe, Asia, and the Middle East.

Bakery Organization

Organizing things

Every new baker or chef learns very quickly the principle of mise en place, which means that there is a place for everything; and everything must be in its place. If this is NOT followed, then it is easy to leave out an ingredient, to use double the intended amount of an ingredient, to contaminate a batch, to cause an un-safe working condition, and/or to simply waste time looking for a needed ingredient or supply.

The large manufacturing plants use the same principle in what is called a 5S program. Originally developed in Japan, the goal of the 5S program is to reduce costs through proper organization. The five Ss are defined as follows:

• Sort: When organizing anything, the first thing to do is to separate the useful from the useless. In my experience, most bakeries are short on space, and therefore, any clutter would interfere with the efficiency of the bakery production. The first step is to remove the clutter. In some cases, what is useless to one bakery may be useful to another.

• Straighten: Once all the clutter is gone, the needed items are organized in such a way that every person working in that particular area can easily see and find the items available. It is also readily apparent when any item is out of stock.

• Shine: Once the items needed are organized into their appropriate areas, it is important that these items are clean and ready to use. In the case of ingredients, they must be at the proper temperature and condition. In the case of equipment or repair parts, they must be operational and free from contamination.

• Standardize: The bakery must develop standard storage facilities and labels to support the continued organization needed. Every employee must be trained in the standards that are established.

• Sustain: Bakery production certainly follows the rule of entropy, which states that everything in a system naturally tends to increased disorder. Therefore, to have a truly well-organized bakery, it is important that coaching and refresher training is given to all employees. It is also necessary to incorporate the 5S/organization training to new hires in order to sustain the program.

ACTIVITY 1.1

Give your bakers a quiz. Ask them where certain ingredients and supplies are located. If they cannot all answer correctly, then you have some work to do in organizing these things.

Organizing people

While mise en place and 5S programs are concerned with the organization of ingredients and supplies, the organization of people and work processes require additional efforts.

Nearly all companies have some sort of organizational chart, with the entry-level job on the bottom and the President or Owner at the top. The purpose of this is to clearly define job responsibilities in the hopes of gaining efficiencies from teamwork, accountability and reduction of confusion. Here is an example of the first part of an organization chart for a large-scale bakery:

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In the development of an organizational chart, here are some general recommendations to guide your decisions:

• The fewer the levels, the less chance of miscommunications due to information getting lost in translation as it moves from one level to the next. On the other hand, an organization with a very flat structure would limit the potential for promotion and growth of employees.

• A manager or supervisor should not have more than ten (10) direct reports. If too many persons are being supervised by the same person, then either the supervisor is over-worked or the employees being supervised are not getting sufficient support and communications. In my experience, 6 to 9 direct reports is a good target.

• A larger organization should gain economies of scale through a properly designed organizational chart, because it allows more specialization. On the other hand, it is easy for a large organization to get bloated by having too many support positions leading to excessive costs of overhead.

ACTIVITY 1.2

Write an organization chart for your business right now. Each box in the chart should have a job title, the person’s name who is in the job right now, and another person’s name who is either ready to take on this responsibility if needed or is being trained to take on the responsibility in the future.

Line and staff responsibilities

In the management of a small bakery, there may be no distinction between line and staff responsibilities. However, for a larger operation, there are normally staff positions that support the line managers. While line managers make operational decisions and have persons reporting to them, in a larger company, they can do their jobs more efficiently with the assistance of support staff.

More and more support staff is needed as the owners consider government regulations, occupational safety risks, food safety risks, and overall protection of their brand. As you learn more, you may become aware of the needs for certain specialized staff that can improve your profitability and long-term sustainability.

ACTIVITY 1.3

Using your current organization chart, identify areas where you could reduce staff or add staff. Many companies outsource certain parts of the business, such as maintenance, payroll, pest control, and legal counsel. Decide on where you need employees and where you need service providers.

Management and Labor

In the baking industry, we need both management and labor. Most of the employees will be in the area of labor, and sufficient management is needed to protect the interests of the owners. Some bakeries work with labor unions, while some bakeries are non-union. For those companies working with labor unions, it is extremely important to understand and follow the guidelines contained in the union contract. Any breach of contract or breach of company policy would undermine the trust needed between labor and management.

When looking at the organization chart for any company, in the USA, most of the employees must be paid according to federal wage and hour laws. At the time of this writing, this means that employees must be paid an hourly wage, and any time worked over 40 hours per week must be paid at 150% of the regular hourly wage. This is called time and a half. There are some employees who are exempt from compensation according to wage and hour laws. These exempt employees are normally paid a fixed salary and are not given additional pay for overtime work. Historically, exempt employees come from the following three possible areas:

• Management/supervisory. These people have direct management responsibilities with persons reporting to them.

• Expert. These people are hired for a specific expertise and work only in this area.

• Administrative. These people are normally in staff functions and yet may have some management responsibilities.

It is important to remember two things about Wage and Hour laws in the USA. Firstly, if there is any doubt whether a person is working in an exempt or in a non-exempt capacity, it is always better to assume that they are non-exempt. Secondly, it is important that someone in the company or someone contracted outside the company is up-to-date on current regulations. It is good to remember the saying Ignorance of the law is no excuse.

ACTIVITY 1.4

For your own company, in your own bakery, list the names of management persons and non-management persons. Then look at the ratio of labor to management. If the ratio is greater than 10:1, your company lacks management. If the ratio is less than 3:1, your company most likely has too much management.

Policies and enforcement

In an ideal world, there would be no need for policies regarding discipline, grievances, or poor performance. Because we do not live in an ideal world, such policies are necessary to assist management in the pursuit of fairness and open communications. Most companies prefer to take a pro-active stance when it comes to communicating conditions of employment. This is done through mission and vision statements. The hope is that every employee will understand the purpose of the organization and be proud to pursue the same goals.

On the other hand, it is also important to define things that will not be tolerated along with consequences of other undesirable behaviors. For example, most companies would terminate any employee found guilty of theft, reporting to work under the influence of alcohol or illegal drugs, or threatening a supervisor. However, for tardiness, absenteeism, minor violations of good manufacturing practices, or minor instances of poor performance, most companies have a discipline policy that outlines the consequences of such behaviors. It is the duty of the supervisor to enforce these policies equally for all.

ACTIVITIES 1.5

1) If your company does not have a mission and/or vision statement, write one. If you get stuck, there are numerous examples of these on the worldwide web to serve as guides.

2) Read and commit to memory your company’s discipline policy, and then check on its enforcement. If the company has not uniformly enforced a discipline policy in the past, then it is time to begin!

Teams and task-forces

In order to accomplish specific business objectives, it is common to form teams and task forces. These often have different accountabilities that are normally outlined in the company’s organization chart. However, some companies have the team structure woven into the organization chart.

A truly functional team assures that each team member is equally accountable to every other person on his or her team. The evaluation of performance is often team-based, while the individuals on the team are reviewed by their peers.

A task-force is often formed to solve a specific problem. An example of this is a Kaizen blitz, which aims to improve one targeted area of production. The word kaizen means change for the better in Japanese, and it was part of the world-renowned Toyota Production system. Task forces have a specific objective, and when this objective is completed, the task force is disbanded. Task force members can include both employees and consultants.

ACTIVITY 1.6

Identify an area of production where there are the most problems. You could focus on improving quality and consistency, reducing costs, or improving safety. Then form a task force to address the issue. Report back to task force members the results on at least a weekly basis.

Career paths and qualifications of bakers

In the baking industry, at the time of this writing, there are no government standards that define a baker. In reality, anyone with an interest in baking can call themselves a baker.

Many persons get a start in the industry either because of a genuine interest in food, while others are just looking for stable employment. In my experience, most people have no idea how much there is to learn in the baking industry. Those that continue to learn and apply what they have learned are the most successful.

The baking industry offers jobs in these areas:

• Owner/ entrepreneur

• Bakery production

• Bakery production management

• Sales

• Sales management

• Maintenance and Engineering

• Maintenance and Engineering management

• Logistics and management of the supply chain

• Human resources

• Marketing and market research

• Research and development

• Quality control

• Technical sales and service

• Transportation and Distribution

• Food Safety and security

• Occupational safety management

• Environmental/sustainability management

• Financial management

• Information technology

• Purchasing of materials

• Teaching and consulting

In my opinion, regardless of the career path chosen, it is helpful to understand the basics of bakery production.

Although the baking industry is stable with a great deal of opportunities for employment, young people generally do not list working for a baking company among their career aspirations. For this reason, it is incumbent upon leaders in the industry to outline career paths and promote these opportunities to employable persons.

If a person develops a passion for bakery production, the career paths are as follows:

Advancement within wholesale bakery production: Progression left to right

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Advancement within retail bakery production: Progression top to bottom

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Of course, a person could start in production and then move to other areas outlined in the previous page.

ACTIVITY 1.7

Develop a career path within your own company. Start with the organization chart, and then define the qualifications along with the pay and benefits that match the different job titles. Evaluate your existing staff to see if all meet the criteria for qualification. Discuss training and development opportunities to fill in the gaps of knowledge and skill.

The importance of bakery layout

Whether your bakery is still a dream or if your bakery is a working reality, it is worth the effort to think about the overall layout of the bakery every so often. In my experience, most bakeries grow without any master plan to organize placement of machinery and overall work flow. Consequently, as the bakery responds to short-term business needs, the bakery gets more and more inefficient. The objective of bakery layout is to achieve a smooth work flow with a minimum of wasted motion and wasted costs. Poor bakery layout often leads to increased risk of product contamination, increased risk of on-the-job injuries, and increased bottlenecks that waste time and money.

General concepts of bakery layout

One of the first things to remember is that the baker must assure that all products are safe to eat. Consequently, the building, equipment, and product contact surfaces must be sanitary. Many times a bakery is built into an existing building that was not making food previously. If this is the case, then it is imperative that the building be made food grade before any equipment is installed. I recommend researching the current regulations that govern food safety in your specific area. It is much better to have an inspection before production starts than to risk being fined or closed due to unsanitary conditions during production. There are many reference materials that help with this, and there are also many reputable companies that offer food safety inspections. In my experience, these are just some of the questions you should ask these experts:

• Is the floor satisfactory? It must be flat, durable, and cleanable, without being too slippery.

• Are the drains in good shape? Are the drains located in low spots on the floor? Are the drains functional and cleanable?

• Are the walls satisfactory? They must be cleanable without insect or rodent harborages.

• Is the roof satisfactory? It must not have a false ceiling, and it must not leak.

• Is the building rodent-proof?

• Are all storage areas (raw materials and finished goods) sanitary?

• Will the building allow the company to follow Good Manufacturing practices (GMPs), including proper separation of allergens?

• Is there positive pressure in the building? This would prevent sucking in airborne materials from outside when doors are opened.

• Are all door seals in good working order?

• Is the ventilation system properly designed? How many air changes per hour? What is the bacterial load for incoming air? Which type of air filter is needed? How often must they be changed?

Once the building is food grade, the baker must decide how many types of products are to be made and at what speed in order to meet sales projections. The answers to these questions will determine which types of equipment are needed. Almost all bakeries around the world have at least two pieces of equipment: a mixer and an oven.

Mixers in the baking industry

Although it is possible to mix doughs and batters by hand, it is not productive. The three most common styles of mixers used in bakeries are as follows:

• Vertical mixer.

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Provided courtesy of AIB International

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Provided courtesy of AIB International

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Provided courtesy of AIB International

This type of mixer has a motor above the mixing bowl, and the agitator is vertically oriented. This allows for the baker to change the attachment to the agitator as needed. The hook is used for elastic doughs such as bread and rolls. The paddle is used for batters and cookie doughs. The wire whip is used for meringues and foam-style cakes such as angel food and sponge cake. The capacities are rated in quarts of water that fill the bowl, with ranges of 5 to 340 quarts. Generally speaking, to convert these quart capacities to weight (in pounds) of dough capacity, multiply the quart capacity by 30%. Therefore, a 140 quart mixer would have a dough weight capacity of 42 pounds. If using metric, the factor would be 13.5%, yielding a capacity of 19 kilograms per 140 quart mixer. When making batters, these factors would change based upon how much air was incorporated. For example, an angel cake would have less weight capacity in the same volume of mixing bowl than a batter cake would. Vertical mixers are very popular for bakeries that need a great deal of flexibility, because any dough or batter can be produced using this machine.

• Spiral mixer.

No4SpiralMixer.JPG

Provided courtesy of AIB International

This type of mixer also has a motor above the mixing bowl, and the agitator is also vertically oriented. However, there are no attachments with this mixer. It is called a spiral mixer, because the agitator is in the shape of a spiral. The bowl also turns the same direction as the agitator. Capacities are stated in pounds or kilograms of dough or of flour. These types of mixers are used to make elastic doughs such as bread, rolls, or bagels. To convert capacity of flour to capacity of dough, multiply by a factor of 1.8. In other words, a 200 lb. flour capacity spiral mixer should be able to mix a total of 360 lb. of dough (200 x 1.8). If used for bagel dough, it is recommended to only fill the mixer 60% of capacity due to the fact that bagel dough is very stiff. In mixing pizza dough, I recommend only using 75% of the mixer capacity. Spiral mixers come in capacities of between 50 and 500 lbs. of flour. Spiral mixers are popular with artisan bread bakeries, bagel shops, pizza shops, and smaller wholesale bakeries.

• Horizontal mixer.

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Provided courtesy of AIB International

This type of mixer has a motor under the mixing area, and the agitator is horizontally oriented with bearings on both sides of the mixing bowl. Because of this extra support, the capacities of these mixers are greater. Normal capacities range from 150 to 3,000 pounds of dough. The agitator arms are a fixed design. For elastic doughs such as breads and rolls, the agitators are parallel to the fixed breaker bar. This allows for sufficient shearing action needed to develop the gluten protein. For non-elastic doughs such as cookies and corn tortillas, the agitator is of a sigma design, which is in the shape of the letter S. This design facilitates the hydration and incorporation of the ingredients without excess shearing action. Horizontal mixers are common in large manufacturing plants, where high capacity production is needed.

Ovens in the baking industry

These are the most common types of ovens used by professional bakers:

• Rack oven. This type of oven could contain either a single rack or a double rack. The amount of product that can be baked at one time depends upon how many shelves are on the rack. For breads, the most common rack holds ten (10) shelves. However, smaller products such as cookies can be baked on racks with more shelves to gain more capacity. Rack ovens are designed with fans inside the oven to create convection

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Provided courtesy of AIB International

currents that allow faster baking. Advantages of rack ovens include a minimum of floor space, relatively inexpensive cost, availability of steam injection (for artisan breads and other specialty products), and ease of loading and unloading. Disadvantages include loss of heat when the door is opened, inability to bake different sized products at the same time, and possible drying out of certain products such as cakes. In small shops as well as in some large bakeries, rack ovens are very popular.

• Deck oven.

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Provided courtesy of AIB International

This type of oven is patterned after the old brick ovens with products placed directly upon a heated surface. Today, deck ovens normally contain either three or four decks or levels. Capacity is stated in terms of total baking area in square feet or square meters. Unlike rack ovens, deck ovens generally do not have fans inside, and there is no forced convection. Advantages of deck ovens include superior bottom bake (due to the heat being applied through conduction heating), superior application of steam (due to less head space above the product), and superior bloom or product expansion (due to lack of forced convection). Disadvantages include increased floor space, more difficulty loading and unloading, and longer bake times compared to ovens with forced convection. Deck ovens are most common in artisan bread bakeries and in pizza shops.

• Revolving tray oven.

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Provided courtesy of AIB International

This type is also called Columpio in Spanish, and the trays are connected to a Ferris wheel-style bracket on both ends of the oven. Available in 4-tray, 6-tray, and 8-tray designs, the trays are parallel to the floor and rotate until the operator stops them to load or unload. Capacity is stated in trays, and normally the only convection currents are created by the movement of the trays in the baking chamber. The chief advantage of revolving tray ovens is the great flexibility offered to the baker. For example, any size product can be baked as long as it fits on the tray. I have used this type of oven to bake an 8-foot long roll for a special event. The baker can also take the product out at any time without affecting the quality of bake of the other products in the oven. Disadvantages include longer time to heat up and more energy usage (due to the greater baking volume used and lack of forced convection), lack of steam (unless a boiler is attached), and less development of bottom bake. The loading and unloading is easier than with the deck oven, but more time-consuming than with the rack oven.

• Large-scale factory ovens.

The large manufacturing plants most often use automated tray ovens (with more than 30 trays connected with large chains and sprockets) or conveyor-style ovens (when the product goes in one end and comes out the other). These ovens have specific zone controls, and the baker can modify temperature, heat, and relative humidity based upon what is needed during the actual baking process. The very largest of these ovens is more than 500 feet long (>150 meters).

Other equipment for a small shop

Once the building is in proper shape and the mixer and oven are selected, the small-scale baker may not have much more funding available for a lot of extra equipment. For this reason, the other equipment that may or may not be selected will be discussed in order to priority, based upon my own experience.

• Work tables and assorted containers, utensils, and scales. This is where ingredients are scaled, dough or batter is divided, dough is shaped, and cakes are decorated. It is generally more efficient to have different work stations for these specific operations. The utensils would include anything needed for safety, such as hot pads, anything needed for cleaning, such as brushes or sponges, and anything needed to support production, such as baking pans, scoops, rolling pins, and storage containers.

Provided courtesy of AIB International

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• Equipment for cleaning, such as sinks, vacuums, brooms, and mops.

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Provided courtesy of AIB International

• Equipment for process control. It is impossible to produce consistent quality bakery products without the measurement of time and temperature. Every baker should be able to see a clock on the wall, and it is important that the clocks are accurate. Selected bakers should have calibrated thermometers. It is also necessary to have calibrated scales to measure amounts of ingredients in the formulation and to measure weight of dough, batter, and finished product. Some bakers also invest in pH meters and meters to measure relative humidity.

• Racks for cooling finished products.

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Provided courtesy of AIB International

• For bakers making yeast-leavened products, such as bread, rolls, pizza, sweet rolls, bagels, or croissants, I recommend investing in a proof box. This allows for control of temperature and relative humidity during the critical final rising stage of the process. Some bakers invest in a combination proofer/retarder which allows for temperatures of between 35 and 110 F (1 to 44 C).

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Provided courtesy of AIB International

• For bakers making decorated cakes, it is imperative to have the proper decorating supplies (turntable, decorating bags and tips, etc.). Some bakers invest in computer-assisted technology (scanners, etc.) to decorate cakes. Ideally, the area to decorate and display should be relatively cool to prevent crumbing of the cakes and breakdown of the icings.

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Provided courtesy of AIB International

• For bakers making any kind of laminated product (Danish pastry, puff pastry, croissants), it is very helpful to invest in a reversible sheeter. This equipment can also be used to make yeast-raised donuts.

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Provided courtesy of AIB International

• Most bakers will need to invest in a retarder, which is a refrigerator used for the production process as well as for storage. Certain ingredients such as yeast and eggs must be stored under refrigeration, and products such as bagels, some artisan breads, and laminated products are greatly helped by the use of refrigerated storage.

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Provided courtesy of AIB International

• All donut bakers will need to invest in a fryer with proper filters, and the fryer must be installed under a hood.

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• In order to make cake donuts, a cake depositor is required.

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Provided courtesy of Belshaw Adamatic Bakery Group.

• In order to make bread, a bread slicer is a necessary investment.

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Provided courtesy of AIB International

• I recommend investing in an ice machine. This is needed to control the dough temperature.

• I also recommend investing in a metal detector to protect the integrity of your brand.

• Other equipment purchases are normally driven by the volume of production. As business grows, bakers will invest in equipment that saves labor costs. Examples of these are divider/rounders, sheeter/moulders, batter depositors, and automatic pan oilers.

Equipment for larger bakeries

The large bakeries typically organize production as did Henry Ford for his automobiles, which is in a production line. The steps of the process are connected by conveyors, and it is possible for the whole process to occur without any person touching the product. The production is organized into these functional areas:

• Ingredient handling. In the baking industry, there are major, minor, and micro-ingredients. Some companies only automate the major ingredients such as flour, water, sugar, and shortening. Other companies automate all ingredients, which include the minors such as salt, dry milk, and eggs as well as the micro-ingredients such as preservatives, starches/gums, enzymes, emulsifiers, and flavors.

• Fermentation systems. These include a fermentation room with either troughs or tanks to store and retrieve sponges or liquid sponges.

• Mixing and makeup systems. These include dough or batter mixers, transfer pumps, automatic dividing or depositing, possible lamination or extrusion, shaping, and panning.

• Proofing and baking systems. The raw product is conveyed through these steps until the product is baked. At the end of baking, the product passes through a depannner. Pans are cycled from the oven back to the makeup area. In some products, pans must be cleaned before re-use. Many of these systems also have automatic pan stackers and un-stackers. In snack cake production, filling is injected into the product before it is removed from the pan.

• Automated cooling systems. The baked product is conveyed for sufficient time to achieve desired final temperature before packaging. This can be done either under ambient conditions or under refrigeration. Some large bakeries have a combination of both. In some sweet products, fillings or coatings are applied before the cooling process. In these production lines, there is a cooling tunnel or tower to allow the filling or coating to solidify before packaging.

• Automated packaging systems. These may include slicers, baggers, box formers, robotic loaders, and robotic stackers. Most large companies use plastic shipping trays, and these must be washed before they can be used for production. Metal detectors are also part of these systems. In sandwich cookies, fillings are applied at the point of packaging.

ACTIVITY 1.8

Take an inventory of the equipment and supplies in your bakery. For the large pieces of equipment, measure the length and width of each. We will need this for the next activity.

Make a plan view drawing

Once the equipment is selected and the building dimensions are known, it is time to make the initial layout drawing. The first step in this effort is to measure the length and width of all equipment. For persons with experience with CAD (Computer assisted drafting), the data is first inputted to the computer. Then the equipment can be dragged and dropped to explore options. For most persons, including me, who do not have experience with CAD programs, this initial drawing can be done by hand. Starting with a large piece of paper, the scale must be determined based upon the

Reviews for Bakery Production Handbook

[Joyness Ireneo · Rating: 5 out of 5 stars]

Clearly and concisely written. A very helpful book for those trying to make it in the bakery business