LABOR 



95 



of the month. Therefore when such a system is employed it 

 either shows poor management or that the company is with- 

 holding the employees' money for the sake of making use there- 

 for in their business, which can hardly be considered legitimate. 



Time Keeping. In creameries it is perhaps most satis- 

 factory for the superintendent to keep a card for each employee 

 working as a day laborer. The time clock is used in some of the 

 larger creameries, but it is more satisfactory if such a feeling 

 can be created among the employees that the time clock will be 

 unnecessary. The time clock, regardless of how useful it is, 

 may impress the employees as being an indication of mistrust 

 and as a result may destroy loyalty on the part of the em- 

 ployee. 



Reducing the Cost of Labor. It is not so important how 

 much per day or month a man is paid, but his labor cost per unit 

 and the quality of the work he produces are of utmost impor- 

 tance. One butter maker is easily worth $25 or $50 per month 

 more than another, but the manager will not know the difference 

 unless he keeps a record of the labor cost per unit and of the dif- 

 ference in quality of goods produced by the two butter makers. 



i . Reducing Cost of Productive Labor. In a well-managed 

 creamery the productive labor will not stand much reduction. 

 The careful superintendent adjusts as nearly as possible the 

 amount of labor to the amount of goods manufactured. It is 

 quite essential that the superintendent keep a record of the 

 wages paid by his department, figuring therefrom the cost per 

 unit manufactured. 



FORM III 



CREAMERY PRODUCTIVE LABOR COST RECORD BUTTER DEPARTMENT 



