134 THE SUGAR INDUSTRY. 
construction. The machinery, of course, comes very high, but it must be built in 
such a way that there will be no mistake about its working, as breakdowns and 
delays are fatal to the industry during the short season they have to work.’’ 
As competition increases the number of machinery builders and the demand for 
apparatus of the same kind and dimensions increases, these prices will doubtless be 
reduced. 
ON THE MANAGEMENT OF SUGAR FACTORIES. 
A factory having been well located, properly constructed and equipped, its proper 
management involves three essentials. First, expert or scientific oversight of the 
processes of sugar manufacture; second, the utmost economy, good managemen} and 
businesslike methods in conducting the work of manufacture, seeing to it that there 
is no unnecessary expense or waste, that labor and machinery are constantly 
employed to the best advantage and that all the operations of manufacture are man- 
aged in the best way possible; third, proper financial or business management, in 
obtaining supplies, selling the product and attending to the manifold and extensive 
financial operations involved in so large an enterprise. 
The thoroughness with which each of these essentials is observed will govern the 
profits of the enterprise. No one should put money into the business on the supposi- 
tion that it is a bonanza that can be conducted carelessly or wastefully or in defiance 
of business principles. Within a few years, the number of sugar factories will be 
such that, with competition from abroad in the desperate efforts of the foreign sugar 
industry to throttle American interests, only the best-managed concerns will operate 
at a satisfactory profit. The fact that a plant can run only about one-third of the 
year, makes the ‘‘dead season’’ a long one, and also increases the depreciation in 
machinery. The earnings of the business should be sufficient not only to pay a rea- 
sonable dividend upon the capital stock, but also to keep up the plant, and to charge off 
liberally for depreciation. Unless this is done, after a few years repairs will not only 
consume all profits but perhaps require additional capital. Even in Germany, many 
failures have occurred in sugar factories, but in 90 per cent of the cases, bad manage- 
ment was the direct cause. 
“Great progress has been made in the actual science of sugar extraction. Not 
many years since, it was considered highly satisfactory if molasses residuum repre- 
sented 4 per cent of the total weight of beets worked while now in many factories 1£ 
per cent is the least amount that is considered to represent good work in German fac- 
tories. An improved process of sugar manufacture in Germany is claimed to greatly 
reduce the bulk of molasses, to only 1.38 per cent of the total weight of beets worked 
at the factory. In a German factory working under favorable conditions during the 
past campaign, the beets averaged 12.92 per cent sugar and the extraction was 12.26 
per cent, the loss consequently being 0.66 per cent of the weight of the beets. This 
loss was made up as follows: In the residuum cossettes 0.25, waste water from diffu- 
sion 0.12, filter press scums 0.25, second filter scums 0.03, which means a total of 0.65, 
leaving 0.01 per cent unaccounted for. There was consumed limestone 4.6 per cent 
weight of the beet, coke 0.69 per cent, fue] 10.2 lbs per lb beets.”’ 
Mr Ware also cites a 550-ton factory (in Germany), where the expense of factory 
operation of $2.03 per ton of beets in 1893 was by closer management reduced to $1.52 
