PRODUCING MARKET MILK IN NORTHWESTERN INDIANA. 6 
representative data for each month, season, and year thus secured. 
Records were obtained the second year as a check on the first year's 
work and to increase the amount of data available for study. 
At the beginning and end of each year the field agent took an 
inventory of the dairy buildings, livestock, and equipment used 
in the care of the herd and its products. On his regular monthly 
inspection tour he arrived at the first farm of a group in time to 
observe the first labor operations connected with the evening chores. 
With watch in hand he noted and recorded the exact minute each 
labor operation connected with the dairy was begun and ended. 
The labor operations during the next morning were recorded in the 
same manner. 
Account was kept of the feeds that were being fed on the record 
day, including the kind, amount, cost, and description of each, and 
these were compared with the amounts recorded by the cow tester 
in the cow-testing association books. 
The quantity of milk sold and receipts each month were obtained. 
In addition the milk used by the proprietor and his help or fed to 
calves was measured or weighed and used as a basis for determining 
the amount kept on the farm during the month. 
The dairyman kept an itemized account of expenses which were 
incurred between the monthly visits, and these items were recorded. 
A monthly record was kept also of the purchase or sale of cows, 
calves, hides, outside bull service, and other miscellaneous informa- 
tion relating to the herd. The condition and methods of handling 
the manure were noted and reported each month. 
When all the labor operations about the dairy had been completed 
for the day at the first farm, the specialist drove to the second farm 
in time to observe the labor operations connected with the evening 
chores. This program was followed until Saturday afternoon, when 
he returned to headquarters and finished his reports for the week's 
work. The same program was followed each week in the month, 
and each farm was visited every 30 days throughout the 2 years. 
COMPARATIVE SKILL OF MANAGERS. 
The comparative value of one dairyman with another, so far as 
ability to manage is concerned, is directly proportional to his com- 
parative skill in feeding cows economically, managing labor effi- 
cientfy, conserving the fertilizing value of manure, and producing 
a large volume of milk at low cost. 
The charge for management is separate and distinct from the 
charge for the physical labor of the manager. "Wherever costs are 
given for human labor they include only hired man's wages for work 
done by the manager. Therefore, it must be understood that 
wherever the terms " labor cost," " total cost of production," .and 
