The Redwood gazette. [volume] (Redwood Falls, Minn.) 1873-1940, 1897-03-25
COOPERATIVE FACTORY.
Manager on q Successful Creamery Asso-
citation Tells His Experience.

Manager on q Successful Creamery Asso-
citation Tells His Experience.
Mr.. Clark H. Dills manages a thor
oughly successful cooperative creamery
in Minnesota. At meeting of the State
Dairyman's association he told how he
does it:
The large nuQlb Der Of patrons and
stockholders, all having an interest
and all of different opinions, that must
be dealt with SO as to give satisfaction,
makes it one Of the most difficult and
exacting Of business enterprises. The
management Of the cooperative cream
cry calls for an abundance of patience
and tact and requires scientific knowl-
edge often far beyond the expectations,
and I might say sometimes beyond the
realizations, of those who endeavor to
conduct the same. It should be vested
in board Of directors, one Of whom is
selected as manager, and whenever pos
sible the same person should act as Sec
Rotary Of the company.
Put good men in Office, hold them &C
countable and then let them conduct the
business untrammeled.
The management should be done
openly and above board The stock
holder has right to have everything
made plain to him. It should be as an
open book before him, then he will be
able to see the reason why he does not
get as much for his milk as his neigh
bors; also he will be able to decide
x5ta fhn, Nv, 0% k0 S,,Q, -.
the reelection of old officers.
One Of the most essential qualifca-
tions required Of a manager is ability
to conduct the business in thorough
and businesslike manner. I do not mean
simply the ability to write good hand
or aptness in figures, although these are
very necessary requirements. Nor do I
mean the ability to gain personal wealth,
but rather the ability to merit and gain
and hold the confidence of the patrons.
The effort Of all trying to manage
creamery is, no doubt, the greatest him
drance in the way of success Let the
men, chosen for the work, define some
method of conducting the business and
then stick to it. And with each years
experience these officers become more
capable and they should on no account be
changed. A continual change Of officers
or butter makers creates dissension
among the patrons, and is very poor
method Of doing business.
In selling the goods, it will soon be
found that no one likes to do business
with all the patrons of creamery, and
am confident that the make Of a cream
cry, managed on good business princi-
pies, will in years time outsell that
made by company with unstable man
agement. For this reason the sale of the
goods should be steadily in the hands of
one person, other officers acting as adj
visers only.
The management of successful
creamery must fall largely into the
hands Of one person. The purchasing of
supplies and general oversight of the
creamery should be left to him, and to
him all help should be answerable. The
patrons complaints should be made to
him and he should be trusted to keep
things going smoothly. His power should
be SO complete that every solicitor can
place confidence in his word and do bust
ness with him promptly and decisively.
At all times he should be in close touch
with the rest of the board Of directors,
and then, if he has the required tact, dis
erection and ability, together with long
continued authority, the business will
prosper. He must be apt and ever on
his guard, never allowing the unexpect-
ed to delay business or cause shut
down for day.
His compensation should be such as
to enable him to perform the duties
thoroughly, that he may be able to de-
quired to look after it every day.
He should educate himself to the bus
mess. He should make a study of all it's
branches in detail He must be posted
in regard to prices, not only the butter
market, but the prices of all machinery
required, of extras and supplies in gen.
eral. He must know the value Of the
machinery in operation as we'll as it's
cost price in dollars.
would have him educated so that he
may understand the component parts of
milk and butter. He should be able to
take samples and test milk properly.
Then would have him visit the patrons
and become SO we'll interested in their
welfare that it would be pleasure for
them to have him call and advise for
their interests. He should be good
that he may be able to
approach any patron and advise him
without giving offense. His knowledge
Of these things may be as complete as
can be- learned at the dairy schools. He
may think himself competent, but in
nine cases out of ten he will find he has
much yet to learn when given the re-
sponsibility Of manager.
He must attend the conventions and
note the improved methods and the nee
essary requirements. He must learn
from the experience of others. He must
subscribe literally to the dairy journals
and read them, too, for this is day of
advancement and ever changing meth
DDS, and the manager that is alive to