EIGHTH ANNUAL YEAE BOOK— PART VII. 337 



the expense of running the creamery is shown on the daily report, and 

 at the end of the month the manager submits a monthly report of 

 business done at the creamery for the month to the board of directors, 

 who in turn audits his accounts. In this way the manager is in touch 

 with the working at the creamery, and the board of directors are in touch 

 with the manager, and the books are closed each month. 



It is not only necessary for the manager to keep in touch with all 

 the workings at the creamery, taut on him rests the responsibility of keep- 

 ing in line the patrons of the creamery, and I am sure those of you who 

 have been in this position will agree with me that this is no small 

 responsibility. In his dealings with the patrons he must be careful, 

 accurate and prompt, treating all courteously. Should he make an error, 

 be prompt to correct it and treat all with respect — above all be per- 

 fectly honorable and in this way you will gain the confidence of the 

 patrons that will be unshaken. 



I find it necessary and very profitable to get out among the patrons 

 and get acquainted — take an interest in their business, instruct them in 

 the handling and care of milk and cream, and invariably after such 

 visits you will be well paid by having better cream and milk delivered 

 and the patrons seem to respect you more for taking an interest in their 

 welfare. 



The manager should also be very close to the buttermaker. In fact, 

 the success of the creamery rests a great deal on the buttermaker. He 

 should be diligent, honest and up to date, one that understands thor- 

 oughly his work in the manufacture of good butter, and I would say 

 that such a man is more valuable to the co-operative creamery at $100 

 per month than a great many buttermakers I know of that are working 

 for $60 per month. I think where a great many of the co-operative 

 creameries make a mistake is by thinking some other man will do 

 the work just as well and will let the old buttermaker go because the 

 centralized creamery offers him more money. 



I sincerely believe that if the co-operative creameries were as careful 

 to employ only first class buttermakers, regardless of the price necessary 

 to secure them, as are the larger concerns, it would mean a great saving 

 to the creameries and a higher average price paid for butter fat. When 

 you secure such a man give him complete charge of the creamery plant, 

 authorizing him to maintain right and justice to all and insisting on all 

 connected with him in doing their work promptly. Take him into your 

 confidence; consult him in regard to selling the butter, etc., and in all 

 changes or improvements in the plant. With this confidence existing it 

 will inspire the buttermaker to perform his duties to the very best of 

 his ability. 



I think a very important factor in the success of the co-operative 

 creamery is in marketing the butter. Be sure the commission house to 

 whom you ship is responsible and ascertain through them the require- 

 ments of the market. Try to furnish at all times as near as possible 

 the goods that will give the best satisfaction. By this method you will 

 make a reputation for the goods, and they will sell more readily and at 

 a better price than if you were not particular. I firmly believe in keeping 

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