A multi-branch manpower distribution and scheduling for Wildflour Bakery + Cafe Corp.

Date of Publication


Document Type

Bachelor's Thesis

Degree Name

Bachelor of Science in Industrial Engineering


Gokongwei College of Engineering


Industrial and Systems Engineering

Thesis Adviser

Dennis Cruz

Defense Panel Chair

Charlle Sy

Defense Panel Member

Maria Brenda Rayco


Manpower planning combines the techniques of staffing and scheduling decisions as the assignment would determine when these employees should work. This is commonly practiced in service industries such as nursing, call centers, and restaurants. This study focuses on the restaurant industry with a direct application of the manpower distribution and scheduling model unique to the operations and features of Wildflour Bakery + Cafe Corp specifically their Little Flour Cafe brand. Little Flour Cafe has multiple branches and thus this study focuses on scheduling and assigning employees depending on the customer demand per day. This is treated as a scheduling problem as the company incurs high labor costs ranging from Php 739,310.28 to Php 1,100,093.19 that surpass the standard of labor cost comprising of only 18% of revenue. Additional features to the system were incorporated such as split shift employees and considering employee satisfaction to see if this would bring about a lower labor cost.

In order to obtain the customer demand and the minimum number of employees required per hour, the demand was forecasted using the exponential smoothing method which was later used as parameters in the model. The model used is a mixed integer programming model which was programmed and run on GAMS. The proposed model is able to determine the number of employees per position needed in each branch at a given hour from the forecasted customer demand based on historical data. Significant constraints in the model include assignment restrictions such as an employee can only be assigned to one branch, one type of shift, and consecutive working hours given the shift being worked. Another significant constraint would be that for new hires where it would be determined how much new hires would be needed for the next planning horizon depending on the attrition rate.

In addition, a sensitivity analysis was conducted based on the budget constraint, customer demand, and attrition rate. For the budget constraint, lowering the budget constraint would mean that the assignment of the employees would be the same. There would only be an increase if the budget constraint was increased. Increasing the budget entails for more split shift employees to be employed. For the customer demand, it can be said that it is directly proportional to the number of employees that would be assigned to each branch. If the decrease in the demand was significant enough, split shift employees would be preferred over regular employees. This is because the company need not incur unnecessary labor cost during non-peak hours. However, by increasing the demand, it would be better to hire new employees to satisfy the demand in BGC, Salcedo, and Megamall. Moreover, split shift employees are also preferred when the demand increases in Megamall. Lastly, for the attrition rate, an increase in the attrition rate would generate very little changes if it was increased by 10%. An increase by 15%, however, would mean that it would be better for the company to increase the assignment in split shifts as well as hiring new employees.

Abstract Format






Accession Number


Shelf Location

Archives, The Learning Commons, 12F, Henry Sy Sr. Hall


Restaurants—Personnel management

Embargo Period


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