268 MANAGEMENT OF DAIRY I'LANTS 



paid for the extra labor involved. The creameries selling 

 sweet cream seldom experience much difficulty in improving the 

 quality. Even what is bought as sour cream will be much im- 

 proved. Therefore, we may consider this system as being of 

 much educational value to the creamery and to the pro- 

 ducers. 



A creamery located in a city may find it profitable to sell milk 

 and cream to big consumers and dealers, such as hotels, res- 

 taurants, bakeries, etc. A route for such business was estab- 

 lished in a medium-sized city in the middle West, 1915, on 

 which the daily output was as foUows: 



Sold Purchase Gross 



for 



$ 



161 gals, milk at 20 cents 32 • 20 



136 qts. milk at 8 cents 10.88 



13 pts. milk at 5 cents 65 



32 gals, cream at 70 cents 22.40 



44 qts. cream at 30 cents 13 • 20 



5 qts. whipping cream at 60 cents 3 -oo 



4 pts. whipping cream at 35 cents i .40 



4 half pts. whipping cream at 20 cents. . .80 



10 qts. lactone at 8 cents 80 



3 gals. B. milk at 16 cents 48 



8 qts. B. milk at 5 cents 40 



Total amount of daily sales $86 . 21 $59 . 85 $26 . 36 



The purchase cost of the milk was on an average $1.75 per 

 hundred pounds delivered at the creamery or market milk 

 plant and the cream about 40 cents per pound of butter fat. 

 The plain cream as sold in the city contained 20 per cent of 

 butter fat and the whipping cream 30 per cent of butter fat. 

 The cost of lactone was about the same as for whole milk and for 

 buttermilk about two cents per gallon. 



The proportion of daily expenses to be charged against this 

 route was approximately as follows, not including delivery. 



