336 IOWA DEPARTMENT OF AGRICULTURE. 



THE MANAGEMENT OF A CO-OPERATIVE CREAMERY. 



J. J. ROSS, CLARKSVILLE. 



Mr. President, Ladies and Gentlemen; Members of the Iowa State 

 Dairy Association:— When our worthy secretary asked me if I would ac- 

 cept a place on the program, taking for my subject "The Management of 

 the Co-Operate Creamery," I at first felt like declining the invitation, for 

 I thought the subject was far too important to be intrusted to one with 

 my limited experience and ability; however, after thinking it over I 

 decided to try and possibly I might throw out a few hints that might 

 be of interest to some. 



It seems to me that there never was a time in the history of the 

 creamery business when the co-opefative creameries were in such need 

 of successful management as at the present time, especially in localities 

 where competition with the larger concerns is so keen, where the co- 

 operative creameries are obliged to be successful or go out of business, 

 and I sincerely think that if a co-operative creamery is run successfully 

 they need have no fear of any centralized creamery or condensed milk 

 factory freezing them out. As I said before the subject is very broad 

 and important and I will try in a brief way to tell you how I manage 

 a creamery and make it a success. 



In the first place it is necessary in all co-operative creameries to have 

 a board of directors, a secretary, treasurer; usually the president may 

 be one of the members of the board of directors, and right here I would 

 suggest to limit the board of directors to three or not more than five 

 members, as there seems to be less friction and more harmony among 

 the board of directors where there are only three members. The board 

 of directors should have jurisdiction over all the business of the creamery, 

 but the management of the creamery should be placed in the care of one 

 competent man, either the secretary or one authorized to do the business, 

 and on whom rests the responsibility of making a success, or otherwise, 

 of the co-operative crfeamery. 



His duties are many and he should be untiring in his efforts and 

 striving all the time if he would keep harmony and good will among the 

 patrons and all interested. 



The manager should understand the creamery business thoroughly 

 and not depend too much on the buttermaker. He should insist upon 

 having a daily report of the business done at the creamery, and in that 

 way he would know at night the exact condition of the business, the 

 same as the banker or the successful merchant. 



Since the question of moisture control came up it is all the more im- 

 portant that a record of the daily make be kept — in that way the man- 

 ager knows exactly how many pounds of butter fat has been taken in, 

 and has a good idea of how much butter will be churned from the same. 

 In our creamery we make a report of the fuel consumed daily and all 



