THE HEADMAN’S JOB 211 
did not pick up in her milk, and after a reason- 
able trial I sold her. 
The herd was doing excellently for mid-winter, 
—the yield amounted to a daily average of 840 
pounds throughout the month, and I was able to 
make good my contract with the middleman. I 
could see breakers ahead, however, and it be- 
hooved me to make ready for them. I decided 
to buy ten more thoroughbreds in new milk, if 
I could find them. I wrote to the people from 
whom I had purchased the first herd, and after 
a little delay secured nine cows in fresh milk 
and about four years old. This addition came 
in February, and kept my milk supply above the 
danger point. Since then I have bought no 
cows. Thirty-four of these thoroughbreds are 
still at Four Oaks — two of them have died, and 
three have been sold for not keeping up to the 
standard —and are doing grand service. Their 
numbers have been reénforced by twenty of their 
best daughters, so there are at this writing fifty- 
four milch cows and five yearling heifers in the 
herd. Most of the calves have been disposed of 
as soon as weaned. I have no room for more 
stock on my place, and it doesn’t pay to keep 
them to sell as cows. Four Oaks is not a breed- 
ing farm, but a factory farm, and everything has 
to be subordinated to the factory idea. 
My thoroughbred calves have brought me an 
average price of $12 each at four to six weeks, 
sold to dairymen, and I am satisfied to do busi- 
