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O \00?> NE'V i12^100 COLLEGE OF AGRICULTURE AND MECHANIC ARTSLibcary NwC^roSftier AND AGRICULTURAL EXPERIMENT STATION Press Bulletin 1008 INCREASED ECONOMY THROUGH "EVERY-OTHER-DAY" MILK DELIVERY Many small market milk plants find it difficult to operate economically and yet pay wages comparable to those in larger plants. For this reason the workers in the smaller plants are more likely to lack experience, efficiency, and reliability than those in the larger plants. Often proper management will increase the efficiency of operation to a point at least equal to the efficiency of the larger plants, and make it possible for labor to have privileges similar to those in the larger plants. This was accomplished at the New Mexico College of Agriculture and Mechanic Arts by I adopting the every-other-day milk delivery plan and arranging all other work to co- I ordinate with it. Before the war, the practical training of students majoring in dairying was : considered the most essential factor in management. Therefore, the work was arranged [ to interfere as little as possible with regular classes rather than to give the most | efficient operation. Usually from three to six students.were paid by the hour to perform all the duties pursuant to processing the milk produced by the college herd. The operations included pasteurizing, testing, bottling, and distributing fluid milk, as well as the manufacture of chocolate milk, cultured buttermilk, cottage cheese, -and ice cream. This program continued practically throughout 1942, which may be assumed to be representative of normal times and may be used as a basis for During 1942 the volume of milk handled was snail, being limited to the production of the college'herd, which was an average-sized-dairy- producing about 150 gallons of milk per day. With this volume an average of 71.6 pounds of milk was processed per hour of labor. The low wage rate, averaging 27.9 cents per hour, partly compensated for the inefficient use of labor. Consequently, the total labor cost represented only 8.7 percent of the sales value received for the product and was within the range of economical operation. However, the operating margin, obtained by subtracting the sum of the costs for milk and labor from the total sales value received for the product, represented only 8.23 percent of the sales value. This indicates uneconomical operation due mainly to insufficient volume. The inefficient operation of the retail route is shown by the average of 2.14 bottles handled per mile of truck travel. In 1943 an increased need for milk made it necessary to discontinue the manufacture of ice cream and to supplement the production of the college daily herd with milk purchased from nearby farms. Also, the withdrawal cf most of the civilian male students made it necessary te employ non-student workers. With the same equipment 11.7 percent more time was required to process 30 percent more milk than in 1942. This made an average of 83.7 pounds of milk processed per hour of labor at an average wage rate of 38.7 cents per hour, an increase of 38.7 percent above the wage rate of 1942. However, the total labor cost remained at the 1942 level of 8.7 percent of the sales value received for the product. The saving in man power, as well as in labor cost, was partly accomplished by adopting every-other-day milk delivery on the retail route and employing the deliveryman in processing milk on the alternate days. The increased efficiency in the use of labor and equipment was partly due to the larger volume of milk handled, and resulted in an operating margin approximately 2 2/3 times that >f 1942. Increasing the efficiency of the retail route received first attention in an effort to conserve tires, gasoline, and man power. This was accomplished by obtaining m-re customers per mile of travel and eliminating portions of the route where customers purchased less than 3 quarts of milk per mile of travel. This policy, together with the every-other-day milk delivery, effected an 18-percent reduction in mileage of truck operation, and an average of 4.69 bottles handled per mile of truck travel.
Object Description
Title | Increased economy through ''every-other-day'' milk delivery |
Series Designation | Press bulletin 1008 |
Description | Press bulletin containing information on the potential of every-other-day milk processing and delivery to increase the economy of milk plants. |
Subject | milk production (NAL); Dairying--Economic aspects; agricultural economics (NAL); |
Creator | Nelson, D. H. (Daniel Horace), 1898-; |
Date Original | 1945-08-23 |
Digital Publisher | New Mexico State University Library |
Rights | Copyright, NMSU Board of Regents. |
Collection | NMSU Cooperative Extension Service and Agricultural Experiment Station Publications |
Source | Scan produced from physical item held by the NMSU Library. |
Type | Text |
Format | image/tiff |
Language | eng |
Page Description
Title | Page 1 |
Series Designation | Press bulletin 1008 |
Subject | milk production (NAL); Dairying--Economic aspects; agricultural economics (NAL); |
Creator | Nelson, D. H. (Daniel Horace), 1898-; |
Date Original | 1945-08-23 |
Digital Publisher | New Mexico State University Library |
Rights | Copyright, NMSU Board of Regents. |
Collection | NMSU Cooperative Extension Service and Agricultural Experiment Station Publications |
Digital Identifier | UAAPp001008_001 |
Is Part Of | Increased economy through ''every-other-day'' milk delivery |
Source | Scan produced from physical item held by the NMSU Library. |
Type | Text |
Format | image/tiff |
Language | eng |
OCR | O \00?> NE'V i12^100 COLLEGE OF AGRICULTURE AND MECHANIC ARTSLibcary NwC^roSftier AND AGRICULTURAL EXPERIMENT STATION Press Bulletin 1008 INCREASED ECONOMY THROUGH "EVERY-OTHER-DAY" MILK DELIVERY Many small market milk plants find it difficult to operate economically and yet pay wages comparable to those in larger plants. For this reason the workers in the smaller plants are more likely to lack experience, efficiency, and reliability than those in the larger plants. Often proper management will increase the efficiency of operation to a point at least equal to the efficiency of the larger plants, and make it possible for labor to have privileges similar to those in the larger plants. This was accomplished at the New Mexico College of Agriculture and Mechanic Arts by I adopting the every-other-day milk delivery plan and arranging all other work to co- I ordinate with it. Before the war, the practical training of students majoring in dairying was : considered the most essential factor in management. Therefore, the work was arranged [ to interfere as little as possible with regular classes rather than to give the most | efficient operation. Usually from three to six students.were paid by the hour to perform all the duties pursuant to processing the milk produced by the college herd. The operations included pasteurizing, testing, bottling, and distributing fluid milk, as well as the manufacture of chocolate milk, cultured buttermilk, cottage cheese, -and ice cream. This program continued practically throughout 1942, which may be assumed to be representative of normal times and may be used as a basis for During 1942 the volume of milk handled was snail, being limited to the production of the college'herd, which was an average-sized-dairy- producing about 150 gallons of milk per day. With this volume an average of 71.6 pounds of milk was processed per hour of labor. The low wage rate, averaging 27.9 cents per hour, partly compensated for the inefficient use of labor. Consequently, the total labor cost represented only 8.7 percent of the sales value received for the product and was within the range of economical operation. However, the operating margin, obtained by subtracting the sum of the costs for milk and labor from the total sales value received for the product, represented only 8.23 percent of the sales value. This indicates uneconomical operation due mainly to insufficient volume. The inefficient operation of the retail route is shown by the average of 2.14 bottles handled per mile of truck travel. In 1943 an increased need for milk made it necessary to discontinue the manufacture of ice cream and to supplement the production of the college daily herd with milk purchased from nearby farms. Also, the withdrawal cf most of the civilian male students made it necessary te employ non-student workers. With the same equipment 11.7 percent more time was required to process 30 percent more milk than in 1942. This made an average of 83.7 pounds of milk processed per hour of labor at an average wage rate of 38.7 cents per hour, an increase of 38.7 percent above the wage rate of 1942. However, the total labor cost remained at the 1942 level of 8.7 percent of the sales value received for the product. The saving in man power, as well as in labor cost, was partly accomplished by adopting every-other-day milk delivery on the retail route and employing the deliveryman in processing milk on the alternate days. The increased efficiency in the use of labor and equipment was partly due to the larger volume of milk handled, and resulted in an operating margin approximately 2 2/3 times that >f 1942. Increasing the efficiency of the retail route received first attention in an effort to conserve tires, gasoline, and man power. This was accomplished by obtaining m-re customers per mile of travel and eliminating portions of the route where customers purchased less than 3 quarts of milk per mile of travel. This policy, together with the every-other-day milk delivery, effected an 18-percent reduction in mileage of truck operation, and an average of 4.69 bottles handled per mile of truck travel. |