COOPERATIVE MILK-DISTRIBUTING PLANTS. 



17 



Table 2. — Estimated amounts of mmiey required to establish and operate plants 

 handling various quantities of milk daily — Continued. 



Number of gallons to be handled daily. 



100 to 250.... 

 250 to 500.... 

 500 to 1,000.. 

 1,000 to 2,000. 

 2,000 to 4,000. 



Office equipment. 



$50 to $300 



200 to 600 



500 to 1,000 



1,000 tol, 800 



1, 500 to 2, 500 



Working capital. 



S300.to$750 



750 to 1, 500 



1,500 to 3, 000 



3, 000 to 6, 000 



6,000 to 12,000 



Total. 



$3, 8.50 to S14, 05a 

 9, 150 to 23, 600 

 20, 500 to 49, 000 

 39, 200 to 81,800 



60, 500 to 142, 500 



For detailed information regarding construction, arrangement and equipment of city milk plants see 

 U. S. Department of Agriculture Bulletms Nos. 849 and 890. 



MANAGEMENT OF MILK DISTRIBUTING PLANTS. 



The success of business organizations is largely dependent upon 

 competent management. A milk-distributing plant is no exception 

 to the general rule. In fact, milk distribution is a business of many 

 details and success, is dependent upon the ability of the manager to 

 organize and conduct the business so that every detail is properly 

 performed. 



In cooperative milk-distributing organizations, the necessary legal 

 and supervisory?^ authority is vested in the board of directors, who 

 are elected by and from the members or stockholders. The business 

 management and supervision of the milk- distributing plant is in- 

 trusted by the board of directors to the business manager. Where 

 the business is large and it is impossible for the manager to supervise 

 personally each operating branch, superintendents, foremen, or man- 

 agers of the various departments are employed. Thus the operation 

 of a milk-distributing plant may be divided into such departments 

 as buying, receiving, processing, bottling, manufacturing, account- 

 ing, and sales. In such an organization of the business of a milk- 

 distributing plant, the manager must have superior executive and 

 administrative ability, so that the highest possible standard of effi- 

 ciency may be obtained in each department and each department's 

 activities correlated with the others, to the end that a unified, sys-- 

 tematized, efficient operation of the entire business may prevail. 



QUALIFICATIONS, DUTIES, AND RESPONSIBILITIES OF 



MANAGERS. 



The qualifications for a milk-plant manager in education, training^ 

 and experience depend in a large measure upon his duties and re- 

 sponsibilities, which necessarily vary with the size of the business. 

 Ordinarily, he is expected to formulate the policy and basis for de- 

 termining prices at which different grades of milk, cream, and by- 

 products are to be sold to different classes of trade. The manager 

 108510°— 22 3 



