
COOPERATIVE MILK-DISTRIBUTING PLANTS. 17 
TABLE 2.—Estimated amounts of money required to establish and operate plants 
handling various quantities of milk daily—Continued. 

Number of gallons to be handled daily. Office equipment.| Working capital. Total. 
TORSO Oe SPE A te ee ee Ae oe ae $50 to $300 . $300 to $750 | $3,850 to $14, 050: 
SED KS Tlie, ee eh leaded liad Righahediells oneal 200 to 600 750 to 1,500 | 9,150 to 28, 600: 
SNM) UAC DS DO Se oe Oa a, ee a ee eee ef 500 to 1, 000 1, 500 to 3, 000 20, 500 to 49, 000° 
PAL DUIS AL Lina gaia ee adie lied iala, Basle 1,000 to 1, 800 3,000 to 6,000 | 39, 200 to 81, 800: 
PARP UENO ATS Dee Bo ee ee a ee 1, 500 to 2, 500 6,000 to 12,000 | 60,500 to 142, 500: 
For detailed information regarding construction, arrangement and equipment of city milk plants see 
U.S. Department of Agriculture Bulletins 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 
-+oe tS rae 
