NINTH ANNUAL YEAR BOOK— PART VII 321 
want every afternoon off to play base ball in the summer, go duck shoot- 
ing in the fall and do nothing in the winter and as is too much the case, 
I am sorry to say, make slaves of yourself in the busy season. 
You will notice that this charge is not laid at the door of you all. 
There are many of you who are continually preparing yourselves for 
better positions. I believe as a rule the buttermaker is underpaid. As 
a skilled workman he should have the wages paid to this class. Besides, 
your hours are longer, your work more disagreeable in some ways, and 
unevenly distributed throughout the seasons. You should have more 
help in the busy season and more to do in the winter season. To those 
makers who work in large creameries, this is usually arranged by the 
manager in a manner not always to the advantage of the maker. 
Managers of both systems must realize that to do the work that the 
maker is called upon to do requires more time than is usually given 
him. Skilled labor in all branches of industry is not required to work 
at lightning speed. Time is given to him to do the work right. Makers 
in central plants might with profit be allowed more time or more help to 
do the thing in hand. What should be considered, however, is the result. 
More time or more help is simply wasted time and w^asted help unless 
definite results are obtained. Extra profits through more intelligent 
efforts should not all go into the pockets of investors, but part should 
go to the man or men who made such profit possible. It is theirs by 
ever3^ moral right, no matter what industrial methods dictate. I believe 
also that it is also good sound business policy to respond thus to well 
directed efforts along lines of improvement. 
If this is true of the central plants it is much more true of the co- 
operative. We hear a great deal about the maker in the small cream- 
eries being so much a factor in education of the patron. Through him 
dairy education along the lines of cheaper production, and bettering of 
quality is to spread space. From my experience in such creameries, I 
found that usually when I had time to talk to the patron the patron did 
not have time to talk to me, and when he had time to talk to me I had 
not time to talk to him. When we did get together, there was other 
differences which took up our attention. 
I believe if the maker in the small creamery is to be the factor he 
should be, then he should have more time to do what he should do. You 
cannot add to his work the burden of management without giving him 
the opportunity to show his hand by giving him time to check up losses, 
to make moisture determinations, to make chemical analysis, to better 
dispose of by-products, to investigate local and other markets, in fact 
to do the thousand and one things that are being done in order to make 
the business a success. 
But here again I would urge the necessity of preparation on the part 
of the maker if he is to make good when the time calls for him to do 
this work. You can not drift into it. Physical strength is required in 
creamery work, don't forget that brain is a^so needed, now more than 
eve r. 
21 
