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Wisconsin Cheese Makers' Association / Proceedings of the Wisconsin Cheese Makers' Association thirty-third annual convention December 10, 11, 12, 1924 assembled in the Milwaukee Auditorium, Milwaukee, Wisconsin
(1925)

Ubbelohde, T. A.
Why some co-operative factories fail and others succeed,   pp. 54-57 PDF (1.0 MB)


Page 55


THIRTY-THIRD ANNUAL CONVENTION
wrong and I says to him, "why, ain't your farmers the same as the
farmers over here?" And he answered, "no they ain't, ours
are differ-
ent farmers. You don't find the farmers just the same all through.
These farmers are kicking all the time. They ain't taking care of
the milk and come at any time of the day." I began to wonder
sizing up the cheese maker of this factory, if the man at the factory
wasn't the man that was responsible mainly for the successful co-
operative cheese factory or the unsuccessful factory.
As I talked with these people, seeing what they do, I noticed that
one man lacks two leading qualities-tact in talking with his patrons
and managing them and leadership. It ain't always necessary to be
a first-class cheese maker to make a successful factory. In fact, one
of them, has a good cheese maker as we had in Sheboygan County
some years ago, but he had to quit the factory because he lacked*
something else. He was a good maker-he lacked something else.
He had to get out of his factory-he couldn't run his own factory.
He lacked tact in talking to the farmers and leadership. There is
no cheese factory successful unless it is co-operative between the
farmers and the cheese makers and the cheese dealers. Now those
factors are important. You can't have any kind of a successful
cheese factory unless we all co-operate. And this is the main rea-
son of these unsuccessful co-operative farmers' factories-they don't
have the right man in the factory. They may have a good cheese
maker but as a rule the farmers don't know the cheese maker until
after they hire him and get him into the factory. If I was hiring
a cheese maker for a co-operative factory I would go to some cheese
dealer that is getting in lots of cheese from factories, steady and
get a few pointers from them. The cheese dealer knows about as
much of the average cheese maker throughout the country as every-
body else. They can tell you who the good makers are, but they
can't tell you-it is not very often whether these same men have tact
and leadership, that is absolutely necessary for a successful factory.
To be a leader, to pull them together and carry them along-what
one man has done another man can do. We are all built about on
the same plane. What we need to do is cultivate these faculties
that we lack and bring them out. We go to some cheese factories
and the cheese maker makes cheese-his mind is on everything; you
see him watch things going in and you talk to him and he will
speak to you, but he glances around and knows what is going on
every minute of the time. Then you go into another factory and the
man has plenty of time to talk to you. He may lean on the vat
and give you all the information he possesses. You look around
and you can see the difference about the factory between those
two men. The one man is no leader-he can't push; only one sec-
tion of his brains works at a time. We are provided with that
gray matter-all we have to do is to keep crowding it, crowding it
until- we get it into shape so that it will boost you to the front.
The man that gets around and gets the cream from the factories,
they will notice this difference in the cheese maker.
To. be a successful cheese maker, especially in a co-operative cheese
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