Yerington times. [volume] (Yerington, Nev.) 1907-1932, 1914-02-21
THE LOCAL CREAMERY AND
ITS MANAGEMENT.
Success of the Enterprise Depends
Mainly on This Feature.
Continued from last week.


butterfat than any other creamery,
from the fact that it is not a high in
terest or dividend paying institution.
Ii is intended that the producer OF
butterfat shall sell his butterfat on
its butter value, minus the cost of
manufacturing into butter.
This arrangement puts it out of the
class of competition institutions, and
hence it has no right to be concerned
about competition prices. The man
ager of the local creamery contends.
however that his big enemy is the
cream shipper. ! have no contention
with the cream shipper nor with the
man or institution which receives
cream from him, but am interested
in seeing the local creamery reach
that stage of efficiency where it will
be more profitable for the producer of
cream to keep it at home.
1t is well to remember in this con
nection, too, that the local cream
cry has, as we'll as all other cream
cries, certain expenses that it must
meet. They are:
/. Operating expenses.
2. Taxes.
8. Reserve, or sinking fund.
In private or corporate creameries
there must also be (a) interest on
bonded indebtedness. and (b) fair
return to stockholders for the money
invested and for the risk they run.
1t costs much more to ship a can of
cream than it would to ship the butter
made from it, but in both cases we are
sharing our profits with TIE railroads,
in the first case much more than is
necessary.
The farmers of this State must, OF
course, pay their share of the rail
roads in the State, but even the rail
roads appreciate the reduction of raw
product to its lowest form. if such re-
duction will add to the material de
velopment and financial resources of
the community
The question confronting the cream
shippers then. are which market is
best the local or the one in a distant
town? Does il cost as much to manu-
facture my butter in the local plant
as it will cost in the larger one, pro-
vided, OF course, that my neighbors
all join me in supporting the local
plant9 Would it not be better for me
to have the profits of butter manu-
facture rather than give them all to
the institution handling the raw pro-
ductS
The success of the local creamery
depends upon the cooperation of all
farmers who live within a given ra-
dius of it. If they cannot cooperate
in its maintenance, then they should
never have built it.
True Cooperation.
This is an age OF cooperation, and
ITS application to a community of
farmers is of the greatest Importance
Competition has been defined to mean
TO get what you can by whatsoever
means you can" Cooperation means
get what you can, but help your fellow
man to assist himself also.
Cooperation can never prevail,
however, in creamery organizations
and management until farmers be
come educated to its advantages. Here
is an opportunity for the buttermak-
ers and managers to show their real
value as students of their profession.
Wherever cooperation succeeds it is
because there is some one to lead; to
direct the affairs of the association in
such way as to give justice to all
Poor markets exist because of poor
quality of material supplying them
1t may happen that as result of
scarcity of material a good market
will exist for inferior goods, but this
condition is not general
The consuming public has devel-
oped taste for good butter and occa
sionally they get hold of good arti
Gle, so that it is becoming quite inn
possible to get top-notch prices for in
ferior articles.
True cooperation between the
farmer and the creamery manager will
improve the quality of the raw pro-
duct. True cooperation between the
butter manufacturer and the consum-
ing public will insure the highest
market.
There is only one rule to follow in
order to get good markets and that is
make goods goods"
The question of creamery manage
ment is largely one of personal ability
of aggressiveness, of leadership, of
tact, of the buttermaker and manager