-2- 



removed and quality of daily packout were noted. Total labor 

 requirements for each day's operation for direct labor components 

 were monitored. A simple comparison of labor productivity and 

 labor costs was made for the two types of apples. This analysis 

 did not identify total packing costs for either IPM or conventional 

 fruit, but rather, the relative difference in labor productivity 

 and costs. 



Results 



The results of the comparative analysis indicate that (1) IPM 

 apples sampled had a higher sortout (cull) rate than the control 

 fruit, i.e., a larger percentage of the control apples was packed 

 as extra fancy or fancy; and (2) IPM fruit required more time per 

 bushel for grading/packing and had correspondingly higher grading 

 and packing costs. 



Fruit Injury Levels 



Participating IPM and check orchards were monitored throughout 

 the 1978 growing and harvesting season. Numbers of spray applicat- 

 ions, dosages, pest populations and injury levels were recorded. 

 A review of the records for the orchards sampled for this study 

 indicates that IPM blocks sustained an average of 4.6°o pest-injured 

 fruit, while control blocks sustained 4.0% injury. Thus, the pest 

 injury rate was 16.7% higher for the IPM fruit for the sampled 

 orchards. For a pack of 1,000 bushels, this difference would result 

 in 6.6 extra bushels of damaged fruit for the IPM samples. 



Labor Requirements 



A typical hand packing line for Mcintosh apples would consist 

 of six packer/graders, a worker to supply fruit to the line and to 

 supervise, and a carton handler to fasten and remove filled cartons. 

 Alternatively, all activities other than grading/packing could be 

 undertaken by one individual. 



Table 1 depicts the average workday for the packing lines 

 sampled. The workday is typically 7.5 hours with a half hour lunch 

 break and morning and afternoon breaks of 10 to 15 minutes. Although 

 workers are paid for the 7.5 hour workday, the packing line is not 

 operated during lunch and rest breaks. These idle periods were sub- 

 tracted to determine the actual number of worker hours available per 

 day. 



