If there is one long lived, rarely defeated dragon in dairying, it is Mastitis.  Despite heroic efforts, many a knight in shining armor (aka vets, farmers, researchers) has tried to save fair damsels (aka cows) and lost. Furthermore, the dragon Mastitis has grown ever more powerful and costs the dairy industry $2 billion dollars annually because of treatment costs, discarded milk, lost milk production, vet services, lost premiums and reduced cull values. And the list keeps growing!

When a quest takes place in a movie or fairy tale, there are tests and challenging obstacles to overcome.  In the dairy quest for Freedom from Mastitis, there have been countless very real challenges to overcome.  Here are five outcomes of some of these battles and forecasts of more to come:

1. In 1986, compliance with the federal bulk tank somatic cell count (SCC) standard of 750,000cells per milliliter (cell/mL) was instituted.
2. The limit could be lowered again to 400,000 cell/mL in the near future.
3. There is the ongoing challenge of being profitable in a market of ever-volatile input and milk prices.
4. The mounting concern about antibiotic resistance in human medicine is causing antibiotic mastitis therapy to be looked at more critically.
5. Because the goal is to seek to prevent mastitis infections from happening at all, the quest is changing from defense to complete elimination

From Defense to Elimination

Eliminating mastitis is indeed a quest of very large proportions as explained by Lorraine Sordillo, a mastitis researcher at Michigan State University’s College of Veterinary Medicine, “When I began researching mastitis 30 years ago, we concentrated heavily on epidemiology and microbiology. Now we are placing much greater emphasis on immunology and enhancing the cow’s natural defenses to minimize mastitis infections.”

Sordillo expresses that progress in managing mastitis owes a lot to adherence to the “5-Point Plan for Mastitis Management,” issued decades ago by the National Mastitis Council.

The hallmarks of the 5-Point Plan are (1) teat disinfection; (2) dry-cow antibiotic therapy; (3) use of functionally adequate milking machines; (4) antibiotic therapy for clinical mastitis infections, and (5) culling of chronic cows.  Steve Nickerson, University of Georgia Professor of Animal and Dairy Science suggests nine more ways of reducing mastitis prevalence and SCC levels:

1. herd surveillance and
2. recordkeeping,
3. environmental sanitation,
4. strategic culling,
5. vaccination,
6. teat sealants,
7. herd biosecurity,
8. dietary supplementation and
9. mastitis control in bred heifers.

Now the Quest is for Immunity

A quest always has to be larger than life. When you take into account that 137 organisms cause mastitis (Watts 1988), trying to develop vaccines for all of them certainly qualifies as a huge undertaking. Even though that quest is unlikely to be entirely won, Sordillo, nevertheless, has positive expectations about the prospects for mastitis vaccine technology. “The mammary gland is unique in that you can vaccinate it separately, targeting individual cell populations to trigger an immune response,” she said and goes on to explain, “Sub-unit vaccines, which target specific peptides that contribute to disease progression, are the focus of current research.” Sordillo calls for “fresh thinking in development of the adjuvants that serve as the carrier for vaccine delivery.”

In the fight against invasive pathogens, the ultimate goal is to enhance cows’ immune system so that they can ward them off.  There are commercially available mastitis vaccines called bacterins.  This means that because they help the cow’s immune system recognize the core structure of the target bacteria, they are more effective at helping cows fight new infections rather than preventing them.

Immunity Through Nutrition and Supplementation

Another option is to enhance immunity through nutrition.  Today this is Sordillo’s primary area of research. The concept is that immunity is affected by all health events.  If there is a challenge in one area – such as uterine infection, metritis or another condition — the immune system is busy healing in the challenged area and, as Sordillo notes, “It lets down its guard in other areas.” The goal is optimal immunity being derived from optimal nutrition. Both Sordillo and Nickerson feel that nutritional supplements have the potential for supporting immunity. “Dietary supplements with trace minerals and vitamins can have immune-modulatory effects on the mammary system.” Nickerson foresees that supplement uses will expand. “We believe supplemental yeast acts as a probiotic, supporting rumen microflora and digestion, particularly in early lactation,” he said.

Using Genomics to Breed for Disease Resistance

Genomics is another area that holds promise, but it is clear that progress in this area could be a long way off. “It is important to recognize that in trying to zero in on mastitis immunity with genomic selection, there is the risk of an adverse impact on other immune channels.  This is an evolving area of genetic selection and more data, research and trials are needed to keep the forward momentum.  Optimizing host defenses especially during times such as dry-off would have a tremendously positive impact.

The Role of Antibiotics Has Dramatically Changed

Researchers agree antibiotic therapy always will be part of the mastitis offense; many feel that its role will change. “Through regulation and our own proactive efforts, I think we will be seeing increased veterinary involvement, and more emphasis on susceptibility testing in the future,” Sordillo said. “Prophylactic antibiotic use, such as whole-herd dry-cow therapy, probably will not continue as we know it today.”

Immune-stimulating additives explored

The bigger the challenge, the more opportunities there are for exploring new frontiers.  Feed additives that can support the immune system are attempting to do that. The goal is to develop the ability of the animal’s body to discern between its own naturally occurring molecules and substances that are foreign. Supplements that can achieve this without risk of toxicity of tissue damage are being developed.

Micronutrient Supplementation

Researchers such as Sordillo and Streicher (2002) target development of micronutrient supplements while keeping main priorities: 

1. increasing effective and sustained immunity
2. without adding risks of toxicity of tissue damage.

Georgia Trial with 40 Prefresh Heifers

It is informative to review the results of a commercially available additive that was evaluated by researchers at the University of Georgia.

Overview of the Trial:  A dietary supplement containing B-complex vitamins and yeast extract was fed daily to 40 prefresh heifers from five months of age until calving. Using a control group of 40 untreated heifers, researchers compared the health and milk production of the two groups.

Summary of the Research Findings:

• From 5 to 20 months of age, supplemented heifers had higher systemic levels of the molecule L-selectin, which is a measure of the ability of white blood cells to be mobilized from the blood stream and attack invasive organisms.
• After 30 days of feeding the supplement: White blood cells collected from heifers in the treatment group were more active in engulfing two important mastitis-causing bacteria, E. coli, and Staph. Aureus.
• At Day 3 of lactation:          
  Mastitis incidence for the supplemented group was 11%,
  Mastitis incidence for the untreated controls was 20%
• Three days Post-Freshening:
  Somatic cell count (SCC) was 221,000 cells/mL for treated group
  Somatic cell count (SCC) was 535,000 cells/mL for control group
• Milk production at freshening:
  Not significantly different between the two groups,
  Production advantage for supplemented heifers as lactation progressed.
• By five weeks in milk: Treated group produced 7.0 pounds per day more than untreated controls.

(For further information check these sources: Journal of Animal Science Vol. 90, Suppl. Three/ and Journal of Dairy Science. Vol. 95, Suppl. 2, Abstract 220)

Research Conclusions:

Researchers concluded that `dietary supplementation with immune-supporting additives shows promise in preventing mastitis infections and promoting udder health and milk production. With more research and product development, immune-supporting additives may become a standard recommendation in dairy nutrition.

Nickerson says, “If we can reduce new mastitis infections, and successfully equip the cow to use her own defenses to manage those that do occur, it’s a victory for animal welfare, drug residue risk, milk quality, production and profitability and consumer confidence.” 

The Bullvine Bottom Line

We may be without the fairy tale ending, but we are moving the quest to eradicate mastitis a little closer to reality. 

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The President of the United States benchmarked 100 days on Saturday, April 29^th. Throughout the weekend, there was a flurry of analysis, assessment, and judgemental summations.  The hope is to clarify what the future holds and if it will be productive.

Although we can easily get wrapped up in the drama of a new presidency, it is important that our dairy livelihood takes a serious opportunity with each calf to set the stage for a lifetime of production. While a President may recover from setbacks or early missteps taken in his administration, the future health and productivity of your dairy cows depends on what happens to your calves during those first three months. There are no referendums, replays or recalls in calf rearing.

It’s Okay to be Unique.  But Protocols Must Be in Place.

Every successful dairy sets up protocols.  To have every opportunity for success, you must have a standard to compare to. The ideal is that calf protocols are not only posted but that there are regular training and review sessions for all those involved in this role. We have all heard those directions many times. The difference between success and slipping into failure is that successful dairies have a “NO Tolerance” for less than perfect compliance.

Don’t Let a Difficult Calving Dictate the Whole 100 Days and the Future!

Every dairy operation has had to deal with an unusually difficult calving. Sometimes unforeseen environmental challenges before, during and after calving have an impact. The calving itself may result in malformations. Any or all of these can all negatively affect the vigor and progress during the first few days of the calf’s life. Proper observation and care protocols must be in place in order to survive the uphill battle of getting the calf off to the best start.  This is no place for a survival of the fittest attitude.  Use every intervention available to overcome these initial hurdles. For just two examples, every calf handler should be aware that calves are often prone to diarrhea and navel infection during this period.  The calf should receive every possible attention to treat these challenges during first days of life.

Don’t Accept Less than Perfect

If you’re willing to accept less tan the best, in the beginning, be prepared to end with less profit too!  For example, where calf protocol says, “move to a clean and comfortably bedded hutch” …. a hutch that has not been completely cleaned … with bleach … after the last occupant is NOT the place where a newborn calf should be placed.  In the first twelve hours of life, a new calf needs two bottles of high-quality colostrum (the sooner, the better), proper vaccinations and placement in a clean, comfortably bedded hutch with access to fresh feed and water.  Providing one or two of these, will not get your calves off to a start that will positively impact the future of your dairy herd.

No Tolerance for “the Easier way.”

In the first days of calf rearing, familiarity can gradually backslide into slipshod attention to detail.  Providing fresh water, calf starter and one bottle of milk twice daily is an absolute that cannot be done to the highest level of timing and cleanliness.  It is crucial that careful inspections of the eyes, nose, ears and manure are done every morning.  Skipping any of these steps is not optional. It is dangerous to think that a routine overview will catch problems.  Without the certainty that the procedures and inspections can be 100% relied upon, there is no way to make an informed decision, if a problem does arise.  The easier way may seem to help staff but, eventually, there will be longer hours dealing with more difficult problems.

Time, Space and Repetition

I am not going to print a list of calf rearing protocols.  I am not raising calves. I am (maybe) raising awareness.  My excuses of time, different goals, and space are the ones that are holding me back. What holds you back from having a fully operational calf rearing protocol that is posted in your barn and adhered to every day? Excuses don’t fill milk buckets.  Poor calf rearing protocols can actually empty them!  

You Must Put it in Writing

As each step of the plan is noted, posted and carried out the beginning of each stage is the most crucial.  With every change in routine, the observation of calf responses is key to ensuring that the transition is smooth and healthy.  Once again steps ensuring cleanliness of hutches must be scrupulously adhered to.

What Impact do Proper Calf Protocols Produce in the First 100 days and Beyond?

• Increased growth in calves. Growth rates during the first 60 days of life determine the future production potential of a dairy cow. A slow growth during these first 60 days of life cannot be compensated by speeding up the growth later in life.
• Healthy calves equal Healthy cows: Well-grown dairy cows produce high quantities of high-quality milk. It’s too late to question calf rearing protocols when the cows are in the dairy line, and you see less than expected
• Early Treatment and Prevention are the goals: Worse than poor production is having to face health issues. A serious episode of, for example, scours may kill the calf, but even if it survives, the chances it will meet expectations with regard to future milk production are slim.

Where Would You Start, If You Were Going to Do It Wrong?

The 24/7 nature of dairying sometimes puts you in a position where repetition makes it hard to see what it is that is preventing success. We can all analyze political gaffes and missteps because our spectator viewpoint gives us a different perspective.  Try distancing yourself from your own calf-rearing operation.  What would a reporter, interviewer or competitive peer point out as being “wrong” if they inspected your calf operation?

Are any of these “Don’t Do’s” present in your calf operation?

Temperature Stress: Too cold or too Hot.

Wet:    Wet calves. Wet bedding

Poor hygiene: Fecal or other contamination of milk, feed or water

Non-existent or poor air flow: Are calves exposed to draftiness or poor ventilation.

Lack of attention to detail: No posted protocols.  No recorded observations.  

Exposure to germs and bacteria: irregular or haphazard cleaning. Exposure to other sick animals or by feeding or handling of young calves after older animals

Mishandling of unhealthy calves: Not isolating calves that show any sign of disease.

Are You Making Your Young Calves Sick?

Even with the best intentions, you could be setting yourself up for failure by the way you carry out your calf care.

Here are five things you don’t want to make part of your calf raising routine.

1. Feeding older calves before feeding and handling the youngest calves. This could spread infections from the one group to the other.
2. Feeding unpasteurized milk and waste milk containing antibiotics
3. Allowing calves to drink milk in an incorrect position. Calves drink best by sucking from a bottle where the milk is placed higher than the teat so the calf sucks more naturally.
4. Rapid changes of milk type and concentration of milk replacer
5. Using milk replacer not adapted for young calves

These two steps could make a tremendous difference in your calf-rearing success.

1. Check calf health at least twice daily and re- cord, inform and act immediately on issues
2. House sick or weak calves separately until they have recovered and are vigorous

A Calf’s First Weeks Shape the Cow’s Future

The first 100 days is where even the most seasoned dairy managers -and Presidents – make a lot of critical missteps. It’s too easy to manage by getting the job done rather than by managing the results. When you catch the signals as early as possible, there is a chance to make corrections so that the future isn’t compromised.

The Bullvine Bottom Line

Make sure that your first 100 dairy days don’t close opportunities. Whether you’re presidential or not, it is much more than simply fulfilling promises. It is all about fulfilling potential.

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There are many half-truths out there about what makes some dairies significantly more successful than others. They range from “they’re lucky” to “they have a lot of money behind them. In our family, we have an old saying we haul out whenever we hear people using these truths.  We say, “Don’t believe everything you hear and only half of what you see.”  What this means is that, there are many ways to be successful and judging others on surface appearances or hearsay isn’t going to provide any insight into ways to move your own dairy forward. In our opinion, action is the ONLY way to forge ahead.  In the same way that exercise builds heart muscle, action builds the dairy success muscle.  Here are three take-action exercises that successful dairies actually use.

1. They Pull out MORE Data
2. They Pull for MORE Longevity
3. They Pull for MORE Profitability

At first glance, those three directives may seem too vague to be of help.  But short and sweet is always easier to remember. If you want longer lists, you might be interested to find out that there are almost 100 measurable variables that contribute to the bottom line on operations.  Or, you could learn from the extensive experience of others. Our source for saying this is an eleven-year study conducted by Zoetis and AgStar of herds ranging from 500 to 4,715 cows, to look at 90 variables in the management and financial records of 90 Midwest herds starting in 2006. The herds are based in Ohio, Michigan, Wisconsin, Minnesota and South Dakota.

Focus for Success

If you find that you are doing the six main things that separate top herds from their peers, then you will be a believer in the statement that,” Just six factors account for 85% of variation in farm profitability, says Mike Lormore, Director of Cattle Technical Services for Zoetis. “Herds which perform well in these factors are being propelled forward by healthier cows, higher profits and likely greater staying power in the industry.”

Everyone connected to the dairy industry has a vested interest in finding ways for dairy operations to make money.  Consultants, veterinarians, banks and consumers all lose when margins are too narrow to support everyone who draws on dairy success.

Walking into the barn every day with 90 variables on your mind isn’t likely to make your job easier, your herd healthier or your bottom line more profitable.  However, it is somewhat easier to use the idea of looking at the data (pulling out the stats) reducing the problems (pulling out the stops) and always improving (pulling ahead).

You have waited patiently long enough. Here are the six factors that the Zoetis study identified as separating those who perform best.

1. Somatic Cell Counts
2. Energy Corrected Milk Per Cow
3. Death Losses
4. Net Herd Replacement Costs
5. Pregnancy Rates
6. Heifer Survival

So, let’s look at the six factors in terms of our three simplified areas:

NUMBER 1: SUCCESSFUL DAIRIES PULL OUT MORE DATA

Progressive, successful dairy operators know that they are only as good as the data they use for decision making.  For some that may mean the cow-sense they were born with.  That is not a problem, if it’s working.  But how many times, have they called in a consultant or supplier to help them do some problem-solving.  If you’re unwilling to change your approach when results start to slide, you’re not recognizing that the dairy industry is continuing to become more complex in response to the huge number of issues that impact it.  So, keep an open mind and start with data on somatic cell counts and pregnancy rates.

Data on Somatic Cell Counts

You can’t help but love it as strategic dairy managers, when data and research come up with significant findings. In the case of this study, somatic cell scores showed that “for every 100,000 increase in bulk tank somatic cell count, milk yield declines 5.2 lb. per cow per day.” This is 3.9 lb. more than the results of the 1980s work done by George Shook at the University of Wisconsin.

In the 30 years between the two studies, milk production per cow has nearly doubled.  Furthermore, today it is recognized that SCC impacts several other areas, including health, reproduction and culling.  Lorimore makes another important point, “The death rate is much higher in high cell count herds and you get more lifetime milk production with lower cell counts because your cows live longer.”

Data on Pregnancy rates

Limited data in this area affects conclusions, however, preliminary results show higher pregnancy rates drive higher profits to the tune of about $50 dollars per cow per year.

Higher pregnancy rates equate to cows spending less time at lower production at the end of the lactation.  It means less time in the dry pen and older cows producing at a higher level.  This translates into owners being more willing to spend more money on higher merit semen which impacts the success of future generations.

NUMBER 2: SUCCESSFUL DAIRIES PULL FOR MORE LONGEVITY

The road to success doesn’t need more “STOP” signs.   As grim as it is, death is definitely a stopping point on the road to dairy success.  Heifer survival, herd replacement costs and death for any reason, are “Stops” that pull down the lifetime longevity of your dairy herd.

Successful Dairies Constantly Strive (and succeed) at Reducing Death Losses

This is another area where you want your numbers to be low.  Your animal health and husbandry skills will decide whether you are in the top one-third of herds or the lowest.

Successful Herds Go Beyond Good Calf Raising to Excellent Heifer Survival

Only 2% points separated the herds in the study, when it came to doing a good job of raising heifers. The highest profit group managed to achieve a score averaging 95%. Low profit herds had an average heifer survival rate of 93%.  Certainly, heifer survival is good but keeping them past their first and second lactation is even more desirable. “By culling cows early, farms are giving up tremendous volumes of milk each and every day.” says Mike Lormore.  Herds with high culling rates often have a higher proportion of first and second lactation animals. Lorimore points out, “These younger cows don’t produce nearly as much milk as mature animals. A second lactation cow will produce 15% more milk than a first lactation heifer, and third lactation cow will produce 10% more milk than a second lactation animal.”

Successful Herds Know Their Net Herd Replacement Cost

Finding effective ways to interpret data means we can find effective ways to take action. In the Zoetis-Ag Star study a formula is used to determine Net Herd Replacement Cost.  NHRC is defined in the study as number of cows removed from the herd times their replacement value minus the salvage value of culled cows (including dead cows) divided by the amount of milk shipped during this time period. As NHRC increases, profits decrease.

As already noted by Mike Lormore, “You’re making a ton more money if you have more aged cows in your herd,” He urges dairy managers to change. “As an industry, we need to move from an average age of 2 ½ lactations in herds to 3 ½ lactations to get to more optimal profitability levels.” It is tempting to get into a debate on this point, especially if cull cow prices are high. Some would reason that it doesn’t cost anything to replace cows because high beef prices offset heifer raising costs. “That’s wrong,” says Lormore. “Every time you cull an aged cow, it costs you a lot of money and time to get her replacement to the same point of production.”

NUMBER 3: SUCCESSFUL HERDS PULL FOR HIGHER PROFITABILITY

As discussed throughout this article, actions taken are the drivers that put successful dairies out in front of the crowd.  Success needs to translate into profitability and here is what the study found, results that you can actually take to the bank.

Higher Profit from lower SCCs: 

Little things can make a big difference.  In the case of somatic cell scores, there were not big differences between top herds and the lowest herds and yet bulk tank SCCs were shown to be one of the greatest drivers of profitability. The top third profitability herds have bulk tank SCCs that average 196,000 cells/mL while the lowest one-third of profitability herds had SCCs that averaged 239,000 cells/mL. There is a difference of only 19 lbs. “But the high herds average 91 lb/cow/day of energy corrected milk versus 72 lb/cow/day for the low herds.” Here is where the numbers prove the profitability point. “On an annual basis, it translates to $1.14/cwt in more profit, or for the average size herd in the study, $115,000 more net income.”

Higher profit from lower NHRC: 

Once again dollars are available. “The herds with the lowest NHRC were seeing $2.04/cwt more profit than herds with the highest NHRC, or some $60,000 more profit per year. The herds with lowest NHRC were also seeing 10 lb. more milk per cow.”

Higher profit from lower Death Losses

Everyone can acknowledge that death losses have a direct affect on profitability, but perhaps it is surprising at how much this is. The study reports, “The top one-third of herds with the lowest death losses were 86¢/cwt more profitable than the lowest one-third of herds. That translates to $70,000 per year more income.”

The Bullvine Bottom Line

Use your data.  Don’t settle for roadblocks.  Target continuous improvement. Success isn’t a matter of luck, inheritance or entitlement. You must be willing to take action.  Don’t fear change. Never settle for the status quo.  Do this and you too will take your place with your peers at the top of the dairy industry and that is definitely worth pulling for!!

For a more detailed look at the results read Six Degrees of Separation

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“NO ONE PLANS TO WASTE RESOURCES.”  A lot of planning and hard work goes into growing, purchasing, and formulating the best feed rations.  But then what do we do with it?  Are we throwing away all that hard work, before it has any opportunity to affect the health and production of our dairy herd?”

“It’s not what a few cows get fairly often, but what the whole herd gets consistently that shapes the success of a milking herd.”

#1 “You forget that the HOW can be as important as the WHAT.”

Simply placing feed in front of the cows and leaving the rest up to them, is a recipe for failure.

This is one of the most important places to use our knowledge of cows’ feeding behavior. We have lots of evidence to build on, using the particular conditions of our own herd.  Have you ever analyzed the difference in the feed from the first cattle to it until the last?

#2 “You’re okay with Survival of the Fittest!”

It could be that the first to the buffet have the pick of everything. The last ones have something quite different. The subordinate cows do not get the same feed. First cows mow down on what’s right in front of them. Like people, cows will eat the stuff they like first.  A knee-jerk solution might be to raise the energy of all rations.  But, once again, you could just be giving more to the boss cows.

#3 “You Don’t MAKE ROOM for ALL your Cows to Reach the Feed!”

Use observation to confirm that the second ones to the feed you are providing have a different selection to choose from.  You will probably be able to confirm that they are getting the sloppy leftovers. If animals are preventing other animals from getting to the best feed, you have to make some changes.  Or not. The goal is to provide enough bunk space to allow all animals to eat simultaneously. You might also decide to add a physical solution such as headlocks or a partition. These steps will limit the number of cows that can eat at one time, but they will also make it harder for one cow to push another one away from feed.

#4 You provide WAITING room, not EATING room!”

It may appear to be normal behavior for cows to be waiting to get to the feed bunk.  The only problem with this assessment of normal is that it is causing abnormal problems in other areas of the daily dairy cow routine.  While waiting, the cows lose resting time and, in turn, this will decrease milk production.

#5 “You WON’T sort the Cows! “

There are many reasons given for not sorting cows.  You can run through them in your head.  In reality, when cows are fed a TMR they have a natural tendency to sort through the feed.  They then toss it forward to where it is no longer in reach. This is the reason that shy cows have to reach and lick even to get “seconds.” This is particularly problematic when feed is delivered via a feed alley.

#6.  “You Let THE COWS SORT the Feed!”

When you are told about the benefits of grouping you prefer to follow a more familiar, but probably less effective, path. There are benefits to creating a first lactation group.  Older cows will not be able to push smaller ones away from the feed bunk. With specific grouping, the ration can be modified for the specific needs of these younger animals.

#7 “To save work, you accept the DOWNSIDE of Less Frequent PUSH UPS.”

When it comes to getting cows to make milk from the feed you put in front of them – it makes sense that the feed must actually get in front of them.  Frequent push ups stimulate cows to eat.  Adding more feed to push ups will attract cows that haven’t had enough feed intake for the day to get up and eat. When feeding dairy cows, it’s good to let push come to shove!

#8 “Your Cows are Lying Down, and Your Infections are Rising”

Okay, we are now behind the #8 ball.  Suffice it to say cows that are laying down are not merely contented especially if it occurs right after they’ve been milked.  Here is what research has proven. “Results suggest that management practices that discourage cows from lying down immediately after milking, such as providing fresh food frequently through the day (near the time of milking) may help decrease the risk of intramammary infection.  For robotic milked cows, which milk frequently throughout the day, ensuring continual access to feed in the bunk via frequent fresh feed delivery as well as feed push-up is important to promote standing time after milking and reduce the risk of intramammary infection (DeVries et al., 2011b).”

#9 “You Mistakenly believe that cows CAN make up for LOST TIME!”

It is important to understand that cows do not make up for lost time.  The idea that they will self-manage by coming back to the feed bunk is….bunk. What actually happens is that cows will eat 25 percent faster and eat larger meals. “This will lead to ruminal acidosis, which happens when the pH of the rumen drops drastically for an extended period of time.  Acidosis in dairy cows can result in lower milk yields, lower milk fat yield, and sole ulcers.”

#10 “Your cows need MORE WATER, and Your PROFITS are DRYING UP TOO! “

Another forgotten nutrient is water. Water is perhaps the most necessary nutrient (NRC, 2001), yet its quality and availability is often overlooked.  Interestingly, in a recent field study of free-stall herds in Eastern Ontario, Sova et al. (2013) found that that milk yield tended to increase by 0.77 kg/d for every 2 cm/cow increase in water trough space available in the study herds.

This result illustrates the importance of water availability for group housed cows and provides further evidence that resource availability has the potential to greatly impact productivity. (Read more: USING KNOWLEDGE OF DAIRY COW BEHAVIOUR TO IMPROVE NUTRITIONAL AND HOUSING MANAGEMENT)

#11 “Increased Frequency is too much for you to consider!”

No doubt you are aware that problems listed here for making better use of your feed dollars are repetitive.  We are aware of that, and we are striving to make the point — over and over again — that dairy cows need to be able to eat frequent, small meals when they want to.  Feed less feed more often.  (Read more: CALF FEEDING FREQUENCY: The more often, the merrier?)

#12 “Small Changes (see #’s 1-11) Make a BIG Difference! Do you care?”

We all would like someone to “Show me the money!” and “Show me the research” question too.  Because nothing will help if you aren’t willing to take action. Here’s some useful facts to start you planning your action strategy. The results are measurable. 

Bach et al. (2008) found in a cross-sectional study of 47 herds, fed the exact same ration, that 56% of the variation in observed milk production was explained by non-dietary factors (i.e. presence or absence of feed refusals, free stall stocking density, and whether feed was pushed up in the feed bunk).

Sova et al. (2013), found in a cross-sectional study of parlour-milked, free-stall herds that every 10 cm/cow increase in feed bunk space was associated with 0.06 percentage point increase in group average milk fat and a 13% decrease in group-average somatic cell count.  

Research suggests that feed push-up does not have the same stimulatory impact on feeding activity as does fresh feed delivery (DeVries et al.,2003); nonetheless, push up does play a vital role in ensuring that feed is accessible when cows want to eat.

IT’S TIME FOR A POSITIVE TURNAROUND

Managing a profitable dairy isn’t about what you DON’T do.  It’s time to turn those negatives into positives.

1. How you feed dairy cows is just as important as WHAT you feed them.
2. Provide equal opportunity feed access for ALL dairy cows.
3. Start by making room for ALL cows to reach the feed.
4. Provide at least the recommended bunks space of 24 inches.
5. Sort cows. Create a first lactation group.
6. Find an effective way to prevent feed sorting
7. Push feed up frequently.
8. Prevent excessive lying down time right after milking.  Cut down on infections.
9. Recognize that managing cow behavior also manages your profits.
10. Provide clean, easily accessible water.
11. Feeding frequency can positively affect milk production.
12. Have an action plan so that the small things can actually make a BIG difference.

THE BULLVINE BOTTOM LINE

There are many steps from field to feed bunk.  Each small decision along the way can affect the outcome in the milking line. Profitable dairies don’t squander dairy feed dollars. The future of the herd depends on achieving the best results from all your feed all the time.

“It’s not what a few cows get fairly often, but what the whole herd gets consistently that shapes the success of a milking herd.”

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Even in the best of times, small farms struggle to remain profitable. Dairy producers have come through years of pressure from all sides of the industry – economic, political and environmental – to name only a few.  Many, regardless of size, are having serious concerns about the future of their dairy farm.

Before we look at this question, we have to set some parameters. Let’s begin with a look at what defines a small farm. Are we talking the romanticized version of dairy farming which non-dairy perception mostly pegs at 30 milking cows or less? Or are we closer to today’s reality? In the USA small now means herds with fewer than 100 milking cows. In Canada, the cross Canada numbers might peg small at 50 milkers.  

The second major question is, “Do we want small farms to merely survive? Or do we want them to thrive? The global and North American dairy community has been through almost a decade of economic crisis.  If you’re small and still here, you have figured out how to survive?  But is survival a benefit to our families, our communities or the dairy industry?

Popular advice would say that smaller farms should cut back during adverse periods. Others would say, focus on highly specific market segments. Both options assume that small dairy producers are willing to be proactive and aggressive even as the economic returns continue to shrink. At this point, either option seems somewhat ludicrous. 

In the worst of times, when waning consumer demand combined with falling milk prices is hitting their bottom line right beside rising labor and feed costs, small farms face an even steeper climb. Admittedly, some small businesses, usually outside of agriculture, adapt to adversity by turning to new products, services or processes.  Small dairy farms in survival mode are in no position to take these initiatives.  Like deer in the headlights they are almost frozen in place not thinking of aggressive strategies.

Reports to the National Milk Producers Federation recently stated that, “Its far more lucrative to operate large-scale dairy farms with 500 cows or more.”

At the same time that small dairy farms struggle, their larger dairy counterparts who produce larger volumes can take advantage of their greater income to consider automation of their milking operations. This means they have more strategic options despite economic downturns.

Some analysts still say that small farms have the advantage.  While large farms are hampered by their size, small farms can change their plan or tactics much faster. While the larger operations are studying options, small farms can make a quick turnaround.  This looks good in theory, but in actual fact all dairy farms are dealing with live animals, financial constraints, and the immediacy of providing the cash flow necessary for the maintenance of the operation and the day-to-day needs of the people and livestock depending upon it.

Larger farms, and particularly growing ones, are more competitive, invest more, offer better wages and benefits and are more likely to contribute to export markets.  Put simply, growing farms, not small ones, drive economic growth. Governments should want more growth but policies are sending exactly the opposite signal: “Stay small.  Don’t grow.”

Small may be beautiful but not when it gets to the point of recklessness.  We cheer when headlines announce that government plans to give small farms and small business in general a break.  Surely, they deserve special help – in order to survive in a world that is more and more dominated by everything big: big business, big box stores, big, big, big.  Ironically there may be farms that are consciously choosing to remain small to remain eligible for government assistance.

Small may be beautiful, but not if it becomes a roadblock. It’s unfortunate when popular politics doesn’t actually represent what is good for the economy. Handouts and tax breaks may even cause harm by creating a perverse discouragement for growth.  It takes growing companies to drive economic growth. For small farms that means that political and financial policies are sending exactly the opposite message: “Stay small. Don’t grow.”

It’s time for governments and lenders to encourage strategies that encourage growth.

For example, in 2013 the Canadian Federal Finance department pointed out that small businesses, which would include smaller farms, “play an important role in the economy,” and tax breaks help them “retain more of their earnings for investment, expansion and job creation.”  However, there is no evidence to support these objectives and one is left to conclude that the voting block represented by 600,00 voters is more of a political incentive than an economic one.

Will Political Agendas Backfire?  Further along this line of considering how political agendas diverge from farm reality, are the issues of international trade and protectionism.  On the one hand watching government leadership proclaim support for agriculture by making protectionist moves against trade agreements and foreign goods being blocked from competition, seems to support both small and large dairy operations.  In reality, in the US, when such barriers come into play, it merely allows other international competitors to scoop up markets that, before US withdrawal, saw themselves as too small to compete in. While North America goes into “I don’t wanna play in your yard” mode, the rest of the world greedily anticipates cherry picking in their former markets.

The Bullvine Bottom Line

For small dairy farms, these continuing periods of financial turmoil and the competition from more and more large dairy farms, means that they face a unique set of challenges. Selecting a strategy for the future will directly impact whether small dairies thrive, survive or give up.

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Every dairy needs to build a great team.  Building a great dairy team has two parts: making sure you put the right people on it and quickly getting the wrong people out!

Hiring and training are the fun parts of team building. (Read more: Great Dairy Employees Need Great Starts). Getting off to a great start is a necessity, but dairy managers sometimes overlook or downright ignore signs of trouble on their dairy staff (Read more: If You’re Staff is Negative Your Dairy Will Positively Suffer). That’s a problem because, while firing might be uncomfortable, it’s even more important than hiring and it needs to happen at all levels. (Read more: Fire Yourself! 8 Signs that your time has come.)

There are Always More Than Two Sides to Every Firing Story!

Even when you’re talking to your BFF and he’s telling you about a friend who was “let go (from an ag company) for no reason” or, even when you’re listening to a relative who heard from a friend of a friend that “they have unreal job expectations at that dairy operation and then they fire anybody who falls short”. Even then, there’s always another side to the story.

• From The Employee Side: From the employee side, reasons for leaving a job might have to do with low morale, excessive work or low pay. These are problems which can be solved by open communication between both sides.  However, if an employee is unable to do the job or chooses to do it incorrectly, then it may be time for termination of employment.  It sometimes appears that an employee is, “Asking to be fired!”
• From the Management Side: From management’s viewpoint, under-performing employees are toxic to your dairy team. Not only do they undermine productivity but, by not doing the job they are supposed to do, it means that others have to work twice as hard to pick up the slack. On top of all this, when the others see that underperforming is acceptable, they lose their motivation. Allowing poor performers to avoid responsibility, only serves to alienate and annoy your best people. Eventually, they will choose to leave, and all you will be left with are the people you shouldn’t have kept in the first place.

10 Telltale Signs That You’ve Reached the Firing Line

Sometimes you may have an employee who is finding that the dairy farm system is no longer a good fit. Times do come when a person’s season of contribution is over.  This can even happen to owners (See Fire Yourself! 8 Signs that your time has come) and it happens with employees.  We make things unpleasant if we do not recognize this time and make a healthy, respectful farewell.  It is important to recognize that there are definitely times when firing is the correct and only option.  Here are ten signs that it’s firing time.

1. Criminal Acts: It goes without saying that a criminal offence (such as stealing or mistreating humans or animal cruelty) is cause for immediate dismissal.
2. Job Apathy: Apathy takes many forms including neglect, indifference, and unresponsiveness. It prevents people from doing their own jobs and is quite contagious.
3. Disappearing Acts: When staff duck out beyond regularly scheduled breaks, it’s a sure sign they feel they’re above and beyond the job. That affects the morale of everyone.
4. Arguments: When someone frequently argues with you, other management, fellow employees, or clients, it’s definitely a sign that it’s time for that employee to go.
5. Declining Productivity: If the employee spends more time with their attention in places other than their work, it’s time to bring that employee in for a chat.
6. Secrets: Deal with huddled employees who scatter when you appear or deal with much more severe problems later.
7. Pot Stirring: This one of the most damaging behaviors you’ll find on the dairy. Locate the source, or you’ll never calm things down.
8. Unreasonable Demands: When an employee becomes dissatisfied with either the job or the work environment, they’ll start asking for things that aren’t realistic. They are practically begging for you to let them go. If you find this to be the case, oblige them!
9. Redundancy: Economics might lead you to the hard decision to reduce staff a bit and rely on a contracted hire, if and when the situation requires it. Technology may also be replacing certain jobs.
10. Internal affairs: Try to avoid this altogether by creating a strong policy concerning relationships in the workplace. If someone breaks that policy – they have to go.

Don’t  Be Too Slow!

In speaking with employees, it is important to always be honest and open.  It is your job to make sure the employee knows why you are not satisfied with their performance. You do not fire someone for no reason.  Write down the reasons and give the person an opportunity to improve or correct the situation. You might choose to place the employee on paid suspension for a specific amount of time.  This gives them time to look at the situation from a different perspective and perhaps reconsider how they can be part of the team. However, if the employee is not prepared to commit to improvement, terminate employment.

And yet…Don’t Rush to Judgment

Rushing to judgment with farm worker doesn’t help anyone.  It’s up to management to recognize that employees probably needed time to adjust to living and working in a new country or at jobs they hadn’t done before. Furthermore, they may be dealing with the challenges of speaking and learning a new language, which can make it harder to understand what is expected. The dairy operation may be unlike anything they ever knew before.  What experience, if any, did they have with working with animals?  Milking cows? Feeding calves? When you add in making hay and silage, building and mending fences, sowing grass and crops, fixing mechanical equipment, safely and skilfully handling powerful machines, helping cows give birth and much, much more, you may have a little more empathy for the employee that finds it overwhelming.  It requires a lot of hard work, skills, intelligence, and common sense.

Delivering the News to Other Staff

Whenever someone leaves the dairy farm, they remain a part of the system to the extent that their contribution in the past is still having an effect.  One of the unfortunate things we do is to lose sight of what people have contributed.  Although it’s much more enjoyable to celebrate a good work record, this can also happen when someone leaves in a negative way.  Sweeping effects under the rug or otherwise overlooking the impact of a negative dismissal will cause ongoing problems. Misunderstandings or lack of information are to be avoided, while still maintaining a dignified respect for private information. Respect all parties.

You Can Only Move Forward with A Good “End” in Sight

Hiring is only half of building a great team. You also need to have an effective system for getting the wrong people out. You can’t have one without the other. Not knowing how to end the working relationship, has a severe impact on setting goals for all employees

1. All staff members need to know what is expected and how and when they will be monitored for achievement and what failure to achieve means.
2. Employees should know whom they answer to and that communication lines are always open. A culture of feedback can prevent problems from getting to a place where there are no options but parting of the way. There should be a trail of paperwork to prove it.
3. Having said that, when the time has come to an end the working relationship, be firm in your decision making. Never deliver the news of the firing, as if you don’t stand behind it.

The Bullvine Bottom Line

It is financially important to have hard working, reliable employees working in a low-stress environment. When the bad outweighs the good and when the employee is causing problems not solving them, continuing to employ that person sends the wrong message to the rest of the team. When it’s time to go, it’s time to go.

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We talk about the way family farm founders, dairy managers, consultants and suppliers need to be passionate, committed and courageous in leading their dairy businesses. We enjoy giving glowing praise to those who have inspired us to take exceptional action or to dig deeper to solve a problem or gave us the guts to make uncomfortable changes. We include ourselves in that group of aging role models. But what happens when there is an ever-widening gap developing between the measurable achievements? Indeed, what happens when those who lead the pack are not ready or willing to hand over the baton.

These Days Are We Still Proud or Are We Just Loud?

When we start something, and grow it into a successful enterprise, we are justifiably proud of the distance we have come.  We know how much hard work, inspiration and vision went into getting the operation off the ground. We are proud of growing and maintaining the legacy of those before us.  But sometimes we get so hung up on simply hanging on that we are a detriment to continued growth. Loud whining is very different from proud leading.

Sometimes Taking the Most Important Step Means Stepping Away

There are definitely times when you look back and congratulate yourself on taking center stage.  Tough or easy, you had the target painted on your back, and you accepted responsibility.  Being in the driver’s seat of a dairy business means traveling down a long and winding road. We sometimes need to be reminded that, on any journey, it’s important to pay attention to the stop signs! Here’re eight stop signs that you may be missing or ignoring.

#1: “No one could do what I do as well as I do it!”

If you just shouted “Right on!”, then please step away from your computer! It’s wonderful to have a great track record but what does the record show recently, when it comes to moving ahead with new technology, new management methods, new breeding strategies and a new nutrition program?  The belief that the status quo is the way to go just means that YOU need to go. And furthermore-  If you use the phrase: “By the time I show someone how to do it, I could just do it myself” Step aside. If your team really can’t do the work as well as you can, whose fault is that? Did you fail to train them? Or train them to fail?  Fire yourself!

#2: You resent young upstarts who haven’t struggled like you did and yet seem to feel that they are entitled to be your equal.

This is a big one.  If you hold resentment toward people (family, staff, partners or consultants) who haven’t been through what you have and who, heaven forbid, rely on book learning instead of years of experience, this could be a sign that you have passed your own best-before date. The measure of success isn’t the path taken or the length and bumpiness of the road.  Success is measured in results.  Are you interested in results or longevity?  Progress or control?  What are you afraid of.  If you answer is “I am afraid of retirement!”  Fire yourself!

PS If the only ones you resent are “those girls” or “the women” who aspire to work in your exclusively male domain.  Fire yourself!  Do it now!

#3: You’re worried about the financial Implications.

Are you waiting for the economy to improve, before you’ll give up control? You have come through challenges. Have a little faith that others can do the same. You may not be ready to let others make financial decisions, but are your decisions making or breaking the bank?  Do you find yourself cutting corners to save money, doing the best you can on your own in order to avoid paying someone else for services? Are you cutting costs on feed or supplies even though it may affect your herd health and production and therefore reduce your actual profits? Cutbacks can be costly.  At the other extreme, when seeing ourselves in the role of “top” boss, we give ourselves permission to break some rules by giving bigger discounts for our products or services to our “special” customers?  Do you find your customers or suppliers always asking for a deal? Are you demonstrating your power or are you eating away at your margins?  You need to recognize that your control may be inefficient, wasteful, and inducing costs that work against the very profitability you are hoping for. If you don’t fire yourself at this point, you will eventually be out of work.  Fire yourself!

#4: You think long hours are a measure of success.

Dairying is 24/7, but burnout is not a benchmark for success. Past a certain point, working more hours rarely makes you more productive. A study showed that, if you’re regularly working past 50 hours a week, your productivity is likely going to drop. That same study from Stanford also reported that people who work as much as 70 hours (or more) per week actually get the same amount done as people who work 55 hours. “But” you object, “they’re probably not farmers!”  You’re right.  That is why pacing yourself and delegating and strategically planning workloads is something that successful dairy farmers become very good at. There is no point in becoming an ornery, grumpy curmudgeon just because your martyr complex won’t let anyone else share the load. If you feel like you’re carrying the weight of the world on your shoulders – fire yourself.

#5: You expect praise for your efforts but don’t hand much of it out.

Do you insist on doing your job and other people’s jobs too? We all have strengths and when you have capable family or staff, let them lead with theirs. Strong leaders recognize where others add value, and make space for true collaboration. Don’t try to do it all. Especially when someone else might do it better. Do you find yourself detouring around family or staff in any meeting with suppliers, customers, or strategic partners?  If you are the only star, what does that make your staff.  Do you feel frustrated with staff who are not proactive, who only do what they’re told, who depend on you for decisions and seem unable to think strategically? Do customers always ask to speak to you instead of your staff? If you’re the reason, fire yourself!

#6: Everything has to go through you.

If your team can’t make a decision, or work is held up because you’ve not yet reviewed or approved it, it’s time to question how enabling you really are. You may not even be conscious of the tone you set, but sometimes a team’s hesitancy to make a call stems from your bad habit of reversing decisions. It’s either that or they’re unclear about what you want. Do people know what you expect? It’s great to be a champion, a guide, and even a director when needed. But don’t be a bottleneck. Learn to be clear on your expectations. Learn to take a backseat in decision making.  If you’re hired as “Manager,” you may not be prepared to or able to fire yourself. But you should always have the best interests of the dairy business at heart. Learn to appreciate the new technology and ideas that the younger generation may bring. If you own the operation, learn to change your title from “Farm Manager” to “Farm Owner.”     For those of you who are at this stage, Congratulations!!  You’ve built your dairy business.  Now it’s time to enjoy seeing it evolve further.  I hope you can let go quickly enough to take advantage of it. Fire yourself!

#7: You don’t trust your team to represent your work.

Clarifying roles and responsibilities is helpful. Once you’ve done this, it’s important to stay in your lane. If a project is heading into a ditch, by all means, step in. Otherwise, clarify your goals and expectations, then trust people to get the job done. Don’t insert yourself just because you can, or because you feel the need to appear in control. Leading from the sidelines has its place. If we want to enable meaningful contributions from everyone and maximize the talent available, it’s important that you either find your correct place…and learn to occupy it gracefully … or fire yourself!

#8: You are not ready or willing to change roles.

When you first started out in farming, you handled everything: chores, milking, breeding; finances; planting and harvesting; buying and selling; builder; plumber and all round handyman.

Over time and with the changing nature of modern dairying, you were probably required to focus on other things, and you coped with that.  Now changes include team building, training, and management, to name a few things that need to be on the priority list. When we as owners or managers refuse to relinquish control, we negatively affect growth. Call it fear or call it pride; that hesitation causes harm.  We have now become stumbling blocks.  Don’t get me wrong!  Many of us have used our strengths and still have some to offer. But if we are not very good at running today’s operations under changed circumstances we have to admit it. Change happens whether we are ready or not.  For many of you, your operation still needs you… For some of you, your business can do without you.  Either accept your new role or fire yourself!

8 STOP SIGNS PLUS ONE!!

So, there you have it.  If you read through this list of stops signs and recognized yourself —- check, check, check, check, check —then it’s time for you to check out. Fire yourself!! 

THE BULLVINE BOTTOM LINE

Don’t make your biggest regret that you waited too long to fire yourself. If you have the best interest of your dairy operation at heart, then you will be wise enough to know when the time has come to be the “wind beneath the wings” of the next generation.  Are you ready to give your dairy an advantage?

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On a dairy farm, delivering a calf is a normal, healthy process.  But, if the health of the cow and calf are to be assured, all that normality cannot be left to nature.  Poor preparation, unsanitary conditions, and unidentified problems can result in weak or dead calves or injured and sick cows. Calvings are one of those dairy journeys where the road to hell can be paved with good intentions.  All the good intentions in the world won’t make up for poor training, inadequate observation or badly executed assistance.

KNOWLEDGEABLE TEAM:  Must recognize risks and potential problems

How your employees deal with cows and heifers that are in labor is one of the most important things you must prepare them to handle well. There can be many problems that can arise during a delivery, but the first step is to avoid assisting when assistance is not actually needed. Cows will deliver without any assistance 70% of the time.  Even 50% of heifers will do that.  From that basic understanding, the team needs to be well versed in recognizing an abnormal or difficult delivery.  Patience and training can tip the process toward success and make sure that nothing staff does contribute to the injury or death of the animals involved. Knowing if the service sire is rated easy or difficult for calving ease is often another very useful piece of information. As well, it is increasingly helpful to know the dam’s sire’s rating for maternal calving ease.

PROPERLY TRAINED: Correctly Identify the Stages of Calving Training

There is heightened attention on farm, whenever a calving is about to happen. Rather than anticipating the worst, calving teams must learn how to work with the calving instead of against it. It starts with recognition of the signs of parturition.  But it doesn’t stop there.  Every stage in the calving process must be handled well in order to reduce negative outcomes ranging from stillbirths to inflammation of the uterus (metritis). Improper management of calving always has a negative impact on the health of your cows and calves.  Of course, there is a correspondingly negative impact on the financial success of the dairy as well. Accepting a 505 calf death loss or a 10% slow down in recovery should never be acceptable. As dairy farms become larger and new staff originate from non-bovine backgrounds, a trained team is a dairy operation necessity.

USE TECHNOLOGY: Observation and Monitoring are Indispensable

Even the best training program won’t be effective if the dairy staff doesn’t put what they know into action.  Not being attentive enough to catch the calving signals, whether they are early, on time or overdue, is a costly mistake.  This is one place where modern technology can be a very useful tool in the close-up pen.  Tools have been developed to monitor rumination and activity.  A cow commonly decreases feed intake before calving and monitoring rumination can signal calving. As well, a cow may show more up and down movement as she moves toward calving and then, no movement, as she starts into final labor. By using video monitoring, producers can be much more thorough in their calving preparation.  Multiple members of staff can view from different locations using cellphones or computers. The entire process is less intrusive on the cows and, provided the proper viewing angles are available; technology makes it easier to keep track of the stages of labor.

MANAGE EACH STAGE: Recognize.  Assess.  Act.

Be ready for the start of calving. Typically, cows go into labor on approximately the 280th day of gestation. Make sure your records are accurate and giving you the best information on which animals are ready to begin the process. 

STAGE ONE: Pre-calving Preparation

Stage one coincides with the calf moving into position, and the cervix begins to dilate. Observable signs are frequent changes from standing to lying down, raised tail head, vocalization, increased urination and defecation, full udder and mucus discharge. Typically stage one lasts for two to six hours.  If there has not been any progress in four hours, then the cow should be examined. 

STAGE TWO:  Calf is Born

In stage two labor, the cow or heifer is fully dilated, and the calf is born. Normal presentation is front feet first with the head between the knees and shoulders.  Any other presentation is a signal that assistance is needed. Stage two normally can last from 30 minutes to 2 hours.

STAGE THREE: Passing of the Afterbirth

In stage three labor, the placenta is expelled eight to 12 hours post-calving. If it takes more than 24 hours, it is considered a retained placenta and a veterinarian should be contacted. Years ago it was considered necessary to manually remove the attached membranes.  Modern best practices have shown that his can be detrimental to uterine health and could have a negative impact on future conception rates.

SIX CRUCIAL SKILLS YOUR CALVING TEAM MUST HAVE

At this point we have looked at what you see and what you know.  These are vital skills but the rubber really hits the road with what you “DO.”  When everything goes smoothly, there is nothing more beautiful than welcoming a healthy calf onto your dairy operation.  But, as we all know, there are many things that can go wrong and the skills needed to respond to those challenges are the ones that will determine the success or failure of your calvings.

SKILL 1: VAGINAL EXAMINATION 

Early in the labor process, a skilled person should examine the cow to determine if there is a need to correct an abnormal position or if assistance will be needed. There are exceptional practitioners who are skilled in distinguishing between front or rear legs. Employees can gain valuable experience in how to reposition a calf by learning from a veterinarian or skilled independent consultant.

SKILL 2: ASSISTING LABOR  

Knowing how and when to assist a cow is one of the most important SOPs (Standard Operating Protocol).

Assistance may be needed if:

• The cow is straining, but no part of the calf is showing after two hours.
• The feet and/or nose are showing, but the calf is not delivered after two hours.
• Rest periods between laboring are lasting more than 20 minutes.
• The cow or calf is showing signs of stress or fatigue.

SKILL 3: USE OF CHAINS OR STRAPS   

Assistance in these situations may require proper placement of chains or straps.  This should always be done in a manner that does not cause injury to the calf.

Important considerations are:

1. Calf jacks and manual extraction can easily exceed 600 pounds of force and break leg bones or vertebra or permanently injure the cow.
2. Sterile chains and straps are best, but they should at a minimum be thoroughly cleaned and disinfected between uses.
3. Farms that do not have proper equipment should contact a veterinarian for proper assistance.
4. Improvising, such as using twine, can result in injury to the calf. 

SKILL 4:  Know the Right Person to Call   

Contact your veterinarian if you cannot assess what is wrong during a delivery, you do not know how to correct something or if you have been assisting for more than 30 minutes and have not yet made any progress. If you find yourself in a situation that is beyond your capabilities, do not hesitate to seek help.  Make sure you and your team are prepared with contact information for a veterinarian or someone with more calving experience than you have.  A little research and taking the time to have them provide necessary training is well worth it. 

SKILL 5: Proper Moving of Cows   

Moving cows when they are in labor can have a major detrimental impact according to recent research. “When cows were moved during late stage one labor, they had 40 minutes longer stage two labor and spent 50 percent less time lying down,”  “This longer stage two labor was associated with increased inflammation post-calving, and in other studies, it has been associated with stillbirths and dystocia [difficulty calving].”

Moving cows early in stage one labor typically does not have an impact on calving time. Closely monitoring close-up pens is very important, as is moving cows calmly during active signs of labor.

SKILL 6: Proper Assistance to Prevent Metritis.  

Metritis is an inflammation of the uterus, caused by a bacterial infection, following calving. It most commonly occurs after difficult calvings, retained placenta, twins or stillbirths. Metritis can range from mild to severe and includes symptoms such as a fever, a foul uterine discharge, depressed attitude and decreased appetite.  Metritis can result in lower feed consumption, decreased milk production, increase days to conception and increased services per conception, leading to longer calving intervals and higher breeding costs. Fertility can be affected and result in a higher culling rate. Even mild cases can cost producers up to 350 dollars from these losses in milk production and cow health. 

The Bullvine Bottom Line

The process of delivering a calf is a natural one. That said, this is not the place to leave everything to nature.  Proper preparation, planning, and training is necessary for everyone on the calving team. At every stage, they must thoroughly monitor, assist, record and provide optimal care. The goal is to create a safe and healthy environment that supports the best health of the cow and the arrival of her healthy newborn calf. Know it.  See it.  Do it.

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With a daily routine of cows, off-farm jobs, errands and kids, most dairy connected families find themselves dreaming about smooth running morning routines.  While the dream may not include time for feet up R&R, it is entirely possible to prevent the onset of C&C – or as I know it — chaos and craziness. Bathroom lineups, lost library books, lost keys, and lost homework are just the “last straw” on school mornings. It’s especially upsetting if any or all of these come after breakfast bedlam and the fear-filled observation as you step out the door “you can NOT wear your barn boots to school!”

As parents of three and having the privilege of grand-parenting eight more, hubby and I have learned a few things about getting mornings with school kids off to a great start.  After all, whether they’re headed to school or if we are visiting during school days, no one wants to waste valuable time playing hide and seek with pairs of socks or racing the clock to find that permission slip that must be signed today!

THE KEY: “Don’t Wait Until Morning.”

Four keywords will turn your dairy/school mornings around: Don’t Wait Until Morning.  Those dairy farmers with the best-running operations know that, if they wait until the cows are ready to be milked before they get the feed ready or the milking equipment cleaned, there will be far too much wasted time. Unreported illness (staff or bovine), missing or malfunctioning equipment can also mess up a barn morning.  We all work hard to make sure that mornings are great in the barn.  We can do it with school mornings too.

FIND YOUR CENTER: “Hang it.  Post it. Pack it.”

I have always been somewhat of a morning person.  I say somewhat because there are some who think my mornings start in the middle of the night.  Nevertheless, those are my most productive hours.  I don’t want them to be watered down because I become wrapped up in un-planned crisis management.  These days the early morning chores are different, but I still enjoy time in the morning to see everyone off on the right foot and, hopefully, with matching shoes.

I am always searching for new ways to do things better. Pinterest is my addiction. However, my seeking has also been especially blessed with great role models.  My daughter-in-love is one of mine. Last year she implemented three centers that have resulted in huge time savings in a house with three school children under ten.  One is the command center in the family room the other. The second is the control center by the front door.  The third is the lunch box center, which is a cupboard dedicated to kid’s lunchboxes in the kitchen. These three organized areas are indispensable to a smooth-running school morning.

COMMAND CENTER

With all the school papers, notes and notices that come into our homes, it is hard to imagine having them corralled in one area that is also attractive and functional.  But such is the case for my Maple grandchildren and their parents.  With three drawers for each of the three kids and three for the adults to share, all of the incoming paper has a place to go.  The four hanging boards are magnetic, attractive and labeled with the name of the child. Chalk painted magazine boxes hold school notices, and the front lets everyone know when library books are due. Event notices, play dates, and doctor appointments are posted here and clearly visible from across the room.

CONTROL CENTER

At the front door, there are child-height hooks for coats and book bags, buckets for hats, mitts, scarves, and gloves. This amazingly useful area also has cubbies for shoes and a drainage tray for wet boots or Crocs.  There are two extra large baskets which are perfect for whatever is necessary for the current after school sports activities or teams. Sunscreen and hand sanitizers are also stored, where else, but at hand. Once we identify everything that is needed for a quick morning exit, we make sure that it is stored in this easily accessible area.  No adventures in hide-n-seek.  No sending someone back upstairs, downstairs or to who-knows-where-for-who-knows what.

THE LUNCH CENTER

This is probably the smallest of the three centers, but the lunch center is one of the most important.  This very accessible child height (under the counter) cupboard has some of the key components that make lunch packing quick and easy. This is where the kid’s lunchboxes, thermoses, water bottles, snacks, reusable food boxes and cutlery are kept. Not only, does this make it easy for them to be involved in making lunches, it also dramatically cuts down crisscrossing of the kitchen in search of needed supplies. When the dishwasher is being emptied, everything lunch related and non-perishable finds its way to this cupboard.

My dairy nutritionist daughter also encourages taking lunch preparation into the refrigerator zone.  Since her children are slightly older, they are developing a system of washing, chopping and preparing fruit, veggies and sandwich makings for a few days’ worth of lunches.  Ideally, this happens on grocery day or on Sunday evening. Small containers inside larger ones make it look inviting, organized and easy to select from when the girls make their lunches. It takes up very little space in the refrigerator and again condenses storage for fast access.

EVERY GOOD CENTER NEEDS TO HAVE A GOOD ROUTINE

It’s one thing to have things organized.  It’s even better if everyone, kids especially, knows how to make the system work.  In the same way that a good morning milking routine needs to be replicated at every other milking, a good school morning routine has to have a complimentary after-school routine.  With the centers we have been talking about, the kids come in from school … empty their backpacks (dishwasher, garbage, and lunch center), change their clothes, have a snack and play or have personal time for 20 to 30 minutes.  Homework is started and completed before supper.  School notes and homework for checking are placed on the shelf in the command center for Mom and Dad to check when they have time. While my grandchildren don’t live on farms, all three homes are dairy connected with parents working in marketing, semen sales or dairy nutrition. If they were on a farm, they might have chores to complete.  As it is, on many days there are after school activities.  Having an easily repeated routine working is as effective for kids in the house as it is for calves and cows.  The last thing every night is a quick tidy of the control center, moving everything needed to the command center, showers teeth brushing and one load of wash in the machine. This pretty much guarantees that everyone will make a clean exit in the morning.

• BONUS TIP #1: “Get Dressed”
  Having clothes organized is in the DNA of the female Hunt family and spouses. At our Huntsdale house, the next day’s clothes hang on hooks (five outfits at a time).  Our American grandkids (Michigan and Wisconsin) have been raised with organized closets and drawers.  Here in Ontario, the three kids under ten can find their school and play clothes easily because they are using a labeled drawer system. For them, a night time shower or bath means that just a few minutes are needed in the morning for hair-combing and teeth brushing.
• BONUS TIP #2: “Find Your Best ”
  Some dairy ladies and their helpers do as much school prep as they can in the afternoon before chores. Others choose night prep. Depending on chore time or dairy priorities, it could affect when the kids do homework … and where.  It’s amazing how much can be done in the barn office (feed alley or milkhouse). Been there.  Done that. The training lies in the commitment to doing the homework EVERY time. You wouldn’t put an untrained heifer into the milking routine.  Don’t expend an unprepared student to excel in the school system.
• BONUS TIP #3: “Need help? Use technology!”
  Technology loves to help us get organized. You can synchronize Google calendars to your phones. If you can name the time management problem, you can probably find an app to solve it.  When everyone involved in child care, pickups and deliveries are working from the same calendar; it is much more likely to run smoothly.  I have prepared a basic grocery list that is always available for whoever finds themselves near the store on any given day. Like any system, though, you must use it, not lose it!
• BONUS TIP #4: “Magical Mornings happen when the kids participate too!”
  Even the littlest helpers can keep the household running smoothly. Our Michigan girls have daily chores, and the Maple Loves are very good at putting their laundry away (in the aforementioned labeled dresser drawers) and picking up toys. Everybody is good at setting the table. Things are getting exciting as the older ones are starting to try their hand at meal preparation.

THE BULLVINE BOTTOM LINE

A new school year is always exciting and promises to have nearly as many memorable events on the calendar as a well-managed dairy farm.  Starting each day in a way that builds confidence and reduces anxiety is the goal. Everyone here at The Bullvine wishes you the best school year ever as you find your best way to earn your dairy morning Ph.D.: “Post it. Hang it. Do it!” Whether it’s school mornings or dairy mornings, success is all about being well-prepared!

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I will never forget the day that a former co-worker once told me that “farmers will never buy into laptops and personal computers!” That co-worker is now retired! I call myself re-fired! At that time, fifteen years ago, I was a crusader for saving time and money for our national company by making better use of available technology such as laptops, conference calls, and email instead of flying boards of directors everywhere, the laborious taking of minutes and monthly, instead of daily, updates. For me, as the Information Director, everything moved too slowly. Today we have access to devices and platforms that weren’t even imagined then. And, in my opinion, as far as time management goes, traditional methods are as outdated as the grandfather clock that chimes the hours at Huntsdale!

Goodbye offices. Hello, telecommuting!

Traditional time management teaches us to “start with a list of things you want to accomplish today!” In 2016, once you have checked Facebook and email, that list is already unrealistic and woefully behind.

Traditional time management also teaches us to “Set Priorities: 1, 2, 3, etc.” I can’t tell you the number of discussions we have about prioritizing. It seems that everything is “high priority” and “urgent.” I am genetically opposed to crisis management. Well-managed time is not driven by the current crisis. It prevents them!

Traditional time management teaches us to “close the door” to prevent being distracted. Closed door or not, our brains are spinning with incoming lures from the internet, cell phones, iPads, and pagers. On dairy farms and ag businesses, the concept of a schedule is already three hours behind before 8 o’clock in the morning.

Distraction From Work? OR Distraction By Work?

The problem is not that we are getting distracted away from the task at hand. The problem is that we are being distracted by other work continually presenting itself. How many times have you started to complete an important task on your daily priority list, only to be lured away by incoming emails, service providers driving in the lane or Mother Nature putting a special spin on the simple logistics of feeding, raising and moving cattle? Today’s dairy managers are so overwhelmed by incoming information; they spend much of their time “fielding” incoming issues. They end up operating without a big picture look at their total responsibilities. Work is coming at them from half a dozen sources. Interruptions seem non-stop. It feels like there is no time for anything let alone for managing time itself.

Techniques we Learned in the Past Are Failing Us

Look around your office. Are there too many sticky notes beginning to curl up at the corners? Are the paper lists landing in an ever-growing pile of printouts? Does it happen that flagged emails quickly fall below the scroll and get buried? When was the last time you had a day where you didn’t feel you were in a state of constant distraction and multi-tasking?

Are you Busy or are You Productive?

A study out of the University of Illinois (Disruption and Recover of Computing Tasks) concluded that ” More than a quarter of the time someone switches tasks, it’s two hours or more before they resume what they were doing.” (Source: Time Management Doesn’t Work) I don’t know of any statistical analysis of farm routines that compares the effect of multi-tasking, but common sense confirms that if you are always managing distractions, you are consistently reactive instead of proactive. This means that you could be missing the financial benefits of moving your business forward.

The truth is, we have to work differently now.

Effectiveness is the measure of time management success. Employees need to be trained to improve their productivity skills and overcome the challenges of modern day problems.

There are three critical components required in order to build effectiveness:

1. Manage role priorities rather than task priorities.
2. Manage attention rather than managing time.
3. Set up a comprehensive workflow management system for staff.

If employees use these three steps, they won’t spend their time being distracted by incoming issues. Priorities will arise only from those things that are priorities for their assigned role. They gain clarity and focus when they manage their attention.

Dairy Managers Must Align Roles and Goals

One of the hardest habits to overcome is “being busy”. There is a certain satisfaction in knowing that your day has been full. However, just as working late doesn’t mean you are working efficiently. A busy day does not mean that you have dealt effectively with your dairy priorities.

If you find yourself balking at taking the time to work out the goals of your dairy farm, then time management will never be a useful tool for you and your staff. Managers and employees need to be very clear on what is expected of each position on the farm. When employees know how to focus on their primary job roles, it is easier to filter out the irrelevant noise and take effective action. For example, when a vet/nutritionist/feed salesperson arrives unannounced at the farm, it should be clear how this interruption is to be handled and by whom. Hubby reminded me of a sign that was posted on a farm: “We shoot every third unannounced visitor and the second unannounced person just left!”

If these distractions and others are handled on a first come first served basis, there will never be enough time to raise the effectiveness in any area to the next level.

Little Things Make a Big Difference

For example, as a dairy manager, how often do you feel that you are spending too much time working at the dairy farm rather than working for the dairy farm.

A renewed focus on clearly defining the role of the dairy manager, calf manager or milking manager can reduce the temptation to spend too much time on email and other day-to-day minutiae or interruptions.

Do You Go with the Flow or Do You Control the Flow?

There are many unique situations that arise every day on dairy farms. These irregularities force changes in order to accommodate weather, planting season, harvesting … equipment challenges and animal sickness. And those are just a few. This is where communication is crucial. Everyone needs to be aware of how their role changes during seasons of added activity or high stress. The temptation is just to put your head down and do whatever it takes to get through everything. Too many of us have been raised to accept that if it means multitasking…so be it. If the days are long and strenuous…so be it. If everything doesn’t get done to the highest standard…so be it. At the end of the season – or a particular stress — the hope is that everything has turned out all right. The question I have each time relates to the fact that, although it’s unusual, the stress does return. Perhaps at some point, it becomes time to plan ahead. We want change, but we are not committed to changing anything. The planning — in 2016—needs to move beyond sticky notes left in the milkhouse … quick notations on a calendar or something you scribbled on the back of the seed delivery invoice.

Measured Success

The modern dairy form doesn’t survive by having the longest list of jobs that got done. Success turns on the interaction between feed production, animal care, nutrition and financial management. The old fashioned “Get a whole lot done!” must evolve into “Get it done right!”

The Bullvine Bottom Line

The true measure of time management is its effectiveness. It isn’t easy to be productive and efficient on dairy farms that are overloaded with information and fighting for survival alongside fast changing technology, genetics, and economic pressures. When the right work is done right by using the right resources, the results are intentional, measurable and financially and personally rewarding.

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No matter where it happens, negativity leads to a breakdown in morale. The strange part is that it isn’t always easy to spot the negative person on your staff.  They could even appear to be positive and supportive but, over time, the underlying negative message they are sending out can do a tremendous amount of damage to your dairy!

On a day to day basis, these negative folks don’t generally make big mistakes that set themselves up as targets.  In fact, they’re usually good at their jobs and, therefore, don’t attract attention.  However, like a contagious disease, their negativity attacks the work and achievements of others and ultimately affects the bottom line of the entire dairy operation.

How Does Negativity Get Started?

Here are six ways that negativity infects a workplace: (1) complaining, (2) exaggerating problems (3) gossip (4) rumors (5) innuendo and (6) criticism. As you looked at that list, you probably recognized each of the negatives.  It is embarrassing to acknowledge that we all, at one time or another, have been guilty of using one or more of these ways of communicating at work. It’s true. Nobody’s perfect.  But it is also a fact that work life and success improves enormously when you strive to eliminate using any of these to negatively affect fellow workers.

Complaints

The whole process of trying to improve obviously starts with the recognition that there are problems.  But there is a difference between trying to correct something and continually complaining about everything. Positive criticism turns on a willingness to be an active participant in finding the solution.  Negative staff merely voice a defeatist attitude and offer up unending complaints.

Exaggerations

There will always be a full range of good and bad perceptions regarding the effectiveness of the day to day happenings on a 24/7 dairy.  It is particularly damaging if problems are reported as threats that are so exaggerated that it spreads concern and hasty or perhaps counter-productive decision-making. For example, it’s one thing to deal with a health problem in calves or heifers.  It’s another to incite panic through emphatic misrepresentation of details on the numbers affected or the ability to turn the situation around. Negative staff love to point fingers at co-workers who are “always screwing up” or “never” in control of their responsibilities.

Gossip

By it’s very nature, gossip causes irreparable damage.  Although it is easily spread, the source of gossip is very difficult to pin down or verify.  The juicier the story, the more likely it may be accepted as true.  Once one employee is pitted against another, real damage can be the result of childish story-telling.

Rumors

Sometimes the worst problems have no actual basis in fact.  The rumor mill spits out a suggestion and, in no time, it becomes accepted as fact. Unfortunately, perception is reality, regardless of whether it is truth or lies.

Innuendo

Rarely does a negative staff member have the courage of his or her convictions.  They proudly and loudly recognize what is wrong, but they don’t go to the source in a spirit of making things better.  Instead they are masters of innuendo.   They prefer to stay well below the radar so as not to draw attention to themselves and, by doing so, the problems are rarely recognized and become even less likely to be dealt with in a timely manner.

Criticism

Teams rely on the respect given to bosses and supervisors, but a never-ending flow of criticism builds a momentum that eventually swamps even the best intentions. Many a good manager has had their authority and effectiveness undermined by negativity getting a grip on their staff.

Stop!  Look!  Listen! And Act!

1. It’s already too late if the first sign you have of an bad employee attitude manifests itself in major disruption of your dairy
2. Regularly check for employee actions and attitude that differ from the team as a whole so that you are aware if negativity is having an impact on your staff.
3. The first step is to identify the actions of the negative staff member and make it clear to him or her that continuing these actions will not be tolerated and to emphasize how it could improve morale and productivity if they were to be positive.

Establish A Positive Policy

It is one thing to criticize negative behavior.  It is much better is to establish a policy for benchmarking appropriate behavior. One example of a policy statement could be something like this:

“Each staff member will demonstrate professional behavior that supports the entire team (insert the name of your dairy) and contributes to performance and productivity.”

Having such a policy in place is the beginning of establishing a good framework. The next step is day-to-day coaching and training that keeps the message getting through to the front lines. It isn’t like a missed step in a machine or feeding protocol.  Negativity is not as obvious as that and, therefore, can be difficult to bring out into the open.

It’s human nature to want to delay having a tough conversation with an employee who has a bad attitude. But that only makes things worse.

And since it’s going to be a tough conversation, it’s recommended that supervisors prepare for the discussion. After all, your goal is to turn a confrontation about negativity into positive communication.  Here are some suggestions.

• Be specific. Don’t generalize. In the simplest terms, you would like to tell your employee. “You have a bad attitude.  It needs to change!” Even though that is accurate, it is also so general that it could have no effect. Instead, you need a specific example and recommendation. “Your criticism of your co-workers behind their backs is undermining the entire team. From now on, if you can’t offer support, please don’t say anything at all.”
• Gather Examples. While it is important to have specific examples to illustrate the behavior, it is also important not to dump an entire load on the staff person. You don’t use the problem to cure the problem. The goal is clarity, not an accusation.
• Expect to hear a defense. It is a sign of respect and positive intentions for the future to allow the negative staff person an opportunity to vent their side of the discussion. If the staffer were adept at accepting and handling criticism, they would probably not be the type to disperse negativity upon others. Furthermore, they could feel they are being judged, and they are, and it is human nature to want an opportunity to mount a defense.
• Steer the conversation toward results that are good for everybody. Avoid accusation and encourage acceptance of the idea that the identified problem is something that “we need to change.” There can’t be a positive outcome of any kind if the entire responsibility for the behavior is put on the employee.
• Don’t start a fight. It is all too easy to start off saying, “You have a bad attitude and everybody knows it.” Once those fighting words are out there, there is no turning back to a more constructive situation. Acknowledge your role in either continuing the negative behavior or in turning it into a win-win for everyone.
• Little Words Can Make a BIG Difference. When we are faced with delivering criticism, we often lead with praise.  For example, “You are doing a good job in the milking parlor” and then we lower the boom with, “but you’re attitude with co-workers is causing a problem.” Not only have you reduced the effect of the praise, but you have also linked it to something negative.  It would be surprising if the employee thought or said, “You can never just give a pat on the back.  You always have to be critical!”
• Substitute “And” for “But” and “However.” Before you water down your praise of an employee, consider a simple change. “You’re doing a pretty good job, and we need to talk about how to get you to show more respect for all of the dairy team.”
• Don’t feel you have to fill in the Blanks None of us likes to be on either side of a difficult As the manager, you need to be prepared when gaps develop in the conversation.  Trying to fill every lull will not resolve the problem.  Let your staff person consider and respond, as he or she is able. Sometimes remaining silent is the most effective way for proper consideration to be given to the problem.

The Bullvine Bottom Line

Although it takes a combination of teacher, counselor, and sheriff to manage negative people, there are some proven ways to deal with bad attitudes. Letting things work themselves out is NOT an option. Of that, you can be positive!!

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Recently The Bullvine initiated some give and take with readers after our article, “From Cow Bossy to Dairy Super Boss” where we discussed the role of managers on well-run dairy operations.  We considered whom to hire, what to pay, how to train and other important issues that arise between dairy bosses and their employees. The ten points that were discussed all have a legitimate impact on dairy success but today we are going to rewind the process a little bit to consider the first day and how it is one of the most important moments in dairy staff relations. If you are building an effective dairy team, it is crucial to get off to a good start.

Great Dairies Are Full of Great Beginnings

We can all appreciate the importance of great beginnings when it applies to genetics, planting seasons and milk records. When we get it right, the effects are visible and measurable all the way to the bank.  Dairy staff is one area where we may experience the effects of poor beginnings without realizing exactly what caused the problem. Unfortunately, there is a big difference between a relationship that gets off to a good start and one that gets off to a bad one.

Day One on the Dairy

Assuming all the due diligence has been done, and you have hired a new dairy employee, it is important to get off to the best start possible.  Regardless of whether there has been a previous relationship, it makes good sense for both sides to be as well-prepared as possible.  Never assume that the myriad of details is “obvious” or “standard.”  It is a sign of respect, to give your new staff member every opportunity to succeed.

Write it Down

While your plans, including starting days and dates, may be very familiar to you, it is always a good idea to write the details down for new employees.  With equipment, buildings and animals to get familiar with, it could be a simple detail such as when to arrive, where to park and what to wear, that gets overlooked or misunderstood by the new person. Confirm all points discussed either by email or in writing.  You won’t regret starting off by making sure everything is clearly understood.  On the other hand, misunderstandings can result in all your careful recruiting, interviewing and negotiating being wiped out by frustrations which could lead to a rocky or terminated start.

A Place for Everything and Everything in Its Place

Once again, you may think that everything on your operation is self-evident and easily understood, but an orientation tour not only gives new hires the chance to ask questions, it can also be an unpressured way to start building a good working relationship.  Now is the time to point out special safety considerations, medication storage or details regarding equipment operation.  If your operation is complicated in any of these areas, you can set your new staffer’s mind at ease by explaining plans for training as needed. Whether you have two employees or two hundred, don’t leave new employee orientation to chance.

A New Employee Checklist

Everyone has been a newbie at least once in their life, and so we can identify with the feelings of someone who is thrust into a new environment.  New dairy staff must be helped to settle in comfortably, otherwise they may fail to perform well.  Here are some basic considerations.

The Paper Work

1. A written description of the job and its responsibilities.
2. Contact information. A chart that shows how the new position relates to staff organization.
3. All of the necessary administration and benefits forms.
4. A handbook, if there is one, for any of the job responsibilities.

The People Parts

1. Provide an opportunity to meet coworkers, specifically those he or she will work closely with.
2. You could provide a “buddy” or mentor for the new hire so that they have someone they can go to for more information or help.
3. Set up opportunities for ongoing orientation and training. Who will provide it?  When? And Where?

Knowing The LITTLE Details Makes a BIG Difference

1. Where does staff park?
2. What should I wear?
3. To whom should I report?
4. What is the work schedule? Where is it posted?
5. Where are restrooms, telephones, and computers?
6. What should be said when answering the phone?
7. What food, snacks or beverages are provided? Should I bring my lunch?
8. Is the farm tobacco or smoke-free?
9. What is the policy regarding use of cell phones or personal computers?
10. What record keeping is required regarding animal treatment?
11. What record keeping is required regarding work hours?
12. What job supervision and review are scheduled?
13. What opportunity does the employee have to give feedback?

If you take care of these details, the likelihood of a smooth start for the new employee will be increased. Even though you probably won’t micromanage each day’s activities, it is important to make sure that the employee knows that you are available to answer concerns.

The Bullvine Bottom Line

We know that employee turnover is expensive and that it is important to retain valuable employees. Is your first-day strategy achieving the desired results? Is it decreasing turnover? The goal is that everyone joining your dairy staff overcomes their fears, fits into the workforce and becomes a productive employee. This is the foundation that successful dairies are built upon.

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High-quality, consistent milk replacer is not just a nice-to-have option it is a must-have priority! Some variables such as expression of genetics won’t be seen until further into the future but feeding high-quality milk replacer each and every day is the first step in guaranteeing a healthy start for each and every calf.

Consistency is the challenge. Every step in the process can be undone if consistency is not achieved.  Consistency of mixing the powdered product.  Consistency of the volume of water.  Consistent temperature.  Variation in any of these, can have a detrimental effect on the calf’s digestives system and, therefore, on its health and vigor.

How Hard Can It Be To Follow The Manufacturer’s Instructions?

Because of the simple needs of the newborn calf, we tend to think that meeting those needs with bottled milk replacer is simple too. Not so.  Each manufacturer produces a variety of formulations, and each formulation has specific instructions for mixing temperature, amount of powder and volume of water. It is up to the calf-caregiver to follow the unique mixing requirements that are necessary to achieve the best quality reconstituted product. Close is not good enough.  Creative variations are not okay.  Each step of the milk replacer preparation and delivery must be 100% accurate.

Let’s Start With Mixing Temperature

Milk replacer cannot be hot one time and cold the next. In order to produce the desired healthy results, the replacer must be prepared at the correct temperature.  Recommendations can vary from as low as 110° and as high as 150°. Too cold and the mix may be incomplete or have an uneven dispersion of particles.  Too hot and there will be uneven mixing of the fat. Also, at high temperatures, denaturing of whey protein could affect the digestibility of the product.

How Much Water?  How Much Powder?  Get it RIGHT.

We need to remember that milk replacer is not a treat that improves in flavor or increases in value if it is mixed to a thicker or thinner consistency.  There is that word consistency again.  Here it refers to setting up and feeding perfectly mixed nutrients at every feeding. Beyond whether you and your calf feeding team get it right, there may be errors in the instructions themselves.

Here is an example “For example, let’s say your feeding program is set up for the dry matter in milk replacer at 12.5 percent. That delivers about one-half a pound of powder in two quarts of milk replacer. [125 g/liter delivers 500 grams in two liters]. Some instructions correctly tell you to mix the powder with some water and after blending add enough more water to arrive at the desired volume. This works well – you end up with about 12.5 percent solids. The incorrect directions tell you to add the powder to the final volume of water. For example, add 8 ounces of powder to 2 quarts of water. Instead of ending up with two quarts of 12.5 percent solids you get more than two quarts of an 11.6 percent mix [116g powder per liter rather than 125g. “Poor mixing at the simplest level results in clogged nipples but it also contributes to clostridial bloat.

How Many are Fed Each Time?

When preparing milk replacer, the number of calves that will consume the mix has an effect too.  If it is only being fed to one calf, the difference in concentration doesn’t matter as much because the calf will drink the entire batch. However, as soon as the mixture is fed by volume to two our more, any inconsistencies will be magnified. If more than one person is mixing the replacer — and doing it incorrectly — the calves will suffer from the inconsistent feeding.

Get A Recipe!  Get It Right!

• Write it down.
  Working from a written recipe is straightforward and easy. Depending on your situation, prepare the basic recipe and note variations based on the number of calves the mix will be fed to. For so many calves, use so much powder and add water to “x” level. Well-organized prep areas use a dry erase board for recording information. Mark down after each feeding the number of calves fed and the mixing amounts for the next feeding.  Note the number of calves that need special attention because they didn’t drink well or were lethargic. Any symptoms should be noted. For further information, check this article on other issues to watch for (Read more: Good Looking Managers Raise Healthier Calves)
• Stop estimating! Start Calibrating!
  Use precision tools if you are committed to achieving precision results. There are four specific measuring methods that you need to incorporate into your mixing routine: scales, calibrated containers, a calibrated measuring stick and a thermometer.
  There is no better way to measure milk replacer powder than with a scale. Get a gram scale. It will be the best money (approx. $38) that you will ever spend. Using a scale is more accurate than estimating powder by volume which happens when using a cup or spoon.
  1. Hang pail on the scale.
  2. Scoop in powder.
  3. Stop when the needle hits the right place.
  4. Dump contents of pail into water.
• Customize your calibration:
  Each operation has specific containers that are used for calf feeding. Taking the time to mark accurate calibrations on each tank or pail, will significantly improve the accuracy of milk replacer delivery. It might be worthwhile to calibrate bottles, for accurate records of any replacer that isn’t consumed. Take the time to fill each one with water in graduated known quantities. Clearly, mark the container at each step.
• Make a calibrated measuring stick for mixing.
  Over time and with the daily repetition that is part of feeding milk replacer to calves, a large repository of suggestions, hints, tips and ideas is available from those who have refined their methods to what is most effective. Taking the time to research ideas and adapt them to your setup is another way to give your calves the best start.  Here are some steps for calibrating a measuring stick.
  1. Select a piece of white 5-inch PVC approximately 1 foot longer than the pail is tall
  2. Glue a cap on each end of the
  3. In preparation for marking, use a file to roughen the PVC surface slightly
  4. Use an ear-tag pen to make a permanent black line.
  5. Put the stick into the pail.
  6. Add water in graduated known steps, marking the pipe at each step (i.e. 2-gallon steps).
  7. Do this for each size of pail: 20-gallon; 5-gallon etc.
  8. Using the calibrated stick, you can further adjust your milking quantities as needed without resorting to guessing.
  9. Always wash the stick after each use.
• A Temperature Guess Could Result In A Mess
  A guess could result in a mess. Using experience or guesstimating temperatures is another way to mix up your calf milk replacer.  The Ideal situation would be having a temperature gauge on your mixer faucet.  Alternatively, if you use a garden hose or a milker hose for transferring water, try inserting a rapid-read thermometer into the hose. Starting with the right temperature is the beginning. Don’t resort to using your hands to determine temperature. Your perception is notoriously inaccurate, especially in cold weather. Guessing is almost guaranteed not to get you to the warmth that is recommended by your manufacturer.

The Bullvine Bottom Line

Calibrate don’t estimate. We have talked about many things that will make feeding calf replacer more effective.  It may not make your work go any easier or faster.  But that isn’t the goal with calf raising. The goal is to provide consistent, accurate feedings that will allow the calf to develop to its highest potential.

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There was a funny show which was known for the catch-phrase, “Smile! You’re on candid camera!” People were put in difficult or strange situations, and we were vicariously shocked, amazed or amused to see how they handled it.  It was weird to discover they were being watched.  Today we are watched all the time….and…it’s not so funny. Far from inspiring laughter, being watched by a hidden camera strikes fear into most of us.

The days of the candid camera show have lost the innocence of peeking into someone’s life without intent to cause anything more than momentary embarrassment and then the full revelation of the fun.  Today – surveillance regardless of who is doing it is much more serious in intent and consequences.  Next time you’re working with animals in the field or the milking parlor, look around and ask yourself, “Am I being watched? Or maybe just paranoid?”

Caught in the ACT or Above Reproach?

Setting out to go undercover on a dairy operation may have one of two outcomes: shame or fame. Shame if your operation is captured showing inhumane treatment of dairy cattle.  Credibility for whoever claims responsibility for exposing the bad behavior. There is only one thing you can do if you are the subject of an expose. You must stand up to full disclosure and extend an invitation to media and the general public to tour your facilities.  Nothing short of a full public relations campaign will minimize the damage.

Spy Gate Exposes Sneaky-Dirty
Farm Gate Exposes Squeaky-clean

There is a fine line between watching to see that everything is being done properly and watching to expose or threaten.  Somewhere in between is the sincere intention to use what is seen to make the dairy operation function better. With the instant ability to take and transmit pictures, anyone in the barn can find themselves on that spectrum.  As a dairy manager, it is up to you to clearly communicate the policies you have regarding cell phones.  You can prohibit them entirely, or you can communicate how they are to be used and assign trusted employees to help enforce the rules.

Sneak attacks can be financially costly and emotionally damaging due to the attack on the operation’s reputation.

It goes without saying that if you’re not doing anything wrong, then you won’t have to worry about exposure.  However, if that were entirely true, then there would be no reason to fear exploitation by an undercover animal rights activist. Establish the guidelines. Make sure they are posted.  Provide ongoing training.  Make sure you are aware of how well your planned steps are being followed.  It doesn’t eliminate the possibility of something going wrong, but, if it does, you are more likely to have been the victim of photos or video taken out of context. The tone you want to set on your dairy operation is one that ensures that staff comes to you first, whenever or wherever there are concerns about animal health and treatment.

Hiring Squad or Firing Squad?

Dairy operations vary in size.  Certainly, when very large operations who are hiring hundreds of people and turning them over relatively quickly, it is much harder to be sure that an anti-agriculture activist hasn’t infiltrated your dairy. Even smaller producers, could unknowingly hire an animal rights activist. Everything turns on what you are confident of and how well you know who is on your farm. Modern dairy managing must do everything to make sure they know each new hire.  It takes a lot less time to do the work before problems happen. That starts with searching references. Do it 100% of the time.  Then make sure you provide effect employee training. Do it 100% of the time. If there are infractions.  Fire the person responsible.  Accept responsibility for proper hiring. Take responsibility for necessary firing. Do the first one well and it will be less necessary to resort to the latter.

On Your Own or Backed by a Team?

What if the worst case scenario does happen and you are in the negative spotlight of public scrutiny? This is when you turn to your crisis team. It is not an admission of guilty practices to have such a team in place that includes a variety of professionals.  Call on your human resources person and have speedy access to your attorney and veterinarian as well. Set up protocol that includes a spokesperson with media training and someone prepared to handle social media and press inquiries. It makes sense to have a crisis response team in place to handle a variety of situations which could include not only undercover videos but also food safety issues and manure spills and other events that could impact animal and public safety.

Accusation or Preparation?

It takes a certain amount of time to develop a communications policy but, once it is in place, you won’t face the daunting task of responding under pressure to a crisis. It is all too easy to speak too hastily or emotionally when under the probing eye of the media. Make sure you have a plan in place for who will be handling media questions and who will be responding on social media. Brainstorm each type of issue and establish what is best for your operation and determine who will provide one official statement, rather than bits and pieces from several employees speaking, posting or updating.

Caretakers and Muckrakers

Both sides are looking for proof.  Make sure your records are detailed and up-to-date. When muckrakers are dragging your name through the mud, you have to have evidence on your side of good animal care. Here is a short list of written records you can keep:

1. Employee training
2. Animal welfare audits by licensed evaluators
3. Animal care licenses, certificates, and awards
4. Voluntary participation in livestock animal welfare programs

All of these demonstrate your commitment to good animal care practices.

Prospects vs. Suspects

In preparing for the worst case scenario, you should consider the possibility of legal action. Here again, you need to have resources that can determine if there are legal claims to be raised against an undercover videographer or the organization which he or she is affiliated with.

Claims may include fraud, perjury, trespass, broken contracts, and conspiracy. Understanding what is viable is something to be discussed with an attorney before deciding whether or not to pursue such legal claims.  

Don’t Close Down Instead Open UP

The public can’t be blamed if they are taken in by negative videos.  If that is all they are seeing, then that is all they have to make their decisions on. More and more operations, large and small, are taking the opportunity of inviting the general public and reports to the operation to have a look for themselves.  Doing this regularly is a proactive step in establishing credibility that can withstand activist attack.

The Bullvine Bottom Line

Although it is frustrating to feel that you must be on the defensive against activist attack, it is reassuring to know that by taking the steps we have discussed, you are taking positive action for the protection of your animals, your business, and public safety.

Smile!  It’s Okay!! Your Dairy is Camera READY!

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We all know what it’s like to be Bossy.  You give your “bossy” orders, usually using a very loud voice and then hope that the job will get done.  Super Bosses, on the other hand, run their dairy operations without resorting to being the loudest in the room … and amazingly… everything runs smoothly, and when there are problems, they are handled efficiently. As with any other worthwhile achievement, it takes time. Long before you can build a super-dairy you have to channel your inner super boss and get rid of your cow bossy side.

In the offices of The Bullvine, we have combined experiences of working with eighteen different bosses and all three of us have been “the” boss ourselves.   The challenge we share with dairy teams everywhere is knowing the difference between being bossy and being a super boss. Let’s compare and contrast the differences between the two, when applied to running a dairy operation.

1. COW BOSSY Hires a CLONE.
   A SUPER BOSS Hires the MISSING piece.
   It goes without saying that a Super Boss must have employees.  In choosing employees, Super Bosses do two things especially well. First off they look to hire people who are good at the things they themselves are weak at.  You don’t need a team that has only one major matching strength.  An exceptional team covers all the abilities the job requires and each one is exceptional in bridging knowledge or experience gaps that you or others don’t
2. COW BOSSY Saves money with LOW salaries and CUTTING corners
   A SUPER BOSS is Not stingy in PAYING for value and SPENDING to make money.
   Super Bosses recognize the importance of paying top dollar for top talent. Matching the right compensation with the right employee is a Super Boss skill. When your staff knows that you recognize their abilities and appreciate them, you are laying the foundation for an efficient People who feel valued are committed to doing their best on the job. Super Bosses are not stingy when it comes to recognizing consistent and valued contributions. Your team is the first line that suppliers, consultants and clients meet.  You want a team that works well and gives a good impression even when you’re not there.
3. COW BOSSY Sees no REASON to learn more.
   A SUPER BOSS Never STOPS Learning
   As leaders in an industry that is constantly changing and evolving, dairy super bosses know that they can never stop learning and finding better ways to run their operations.  A super boss is not afraid to try something new, even if their current methods are working. Super bosses are comfortable with continually striving to improve. A successful dairy is never finished evolving.  Super Dairy Bosses have an outstanding ability to know what’s important and how to use new learning and training to keep everyone responding effectively to present and future challenges
4. COW BOSSY Shrouds Success in MYSTERY
   A SUPER BOSS sets the EXAMPLE for HIGH achievement
   The goal of a Super Boss is to build confidence. Bossy bosses more often find their security when their employees are never exactly sure where the benchmark is set on any given day beyond the fact that the staff is probably falling below expectations. Bossy leaders live by the mantra, “It’s my way or the highway!” On the other hand, Super Bosses instill staff with the tools, instructions and intense feedback that keeps them striving to do better, not only for themselves but the dairy. The dairy team doesn’t fear retribution for failure because they are led by the example of the Super Boss. Super Boss teams often achieve results that were thought to be impossible.
5. COW BOSSY Likes the STATUS QUO AND WON’T ROCK THE BOAT
   A SUPER BOSS is committed to CONTINUOUS IMPROVEMENT
   Even though we want to succeed, there is always the temptation to settle for “good enough”.  It’s easier to wear a boss hat if you don’t have to guide your team through tough changes.  Bossy leaders like the title of Boss and protect themselves from situations that acknowledge that problems exist.  They actually fight against anything that could make them look bad. When problems arise, they respond defensively and try to prove that everything is okay. Rather than work through the difficulty, they put up DETOUR signs.  Super Bosses are all about the movement of the dairy operation from good to better to best. They know that you can’t fix what you don’t acknowledge to be broken, so they use problems as signposts to building a better dairy.  Success comes from knowing the operation so well that there is always room for improvement. Even if the journey hits a few rough patches, they are willing to keep going.
6. COW BOSSY is always PLAYING CATCH-UP
   A SUPER BOSS FACES the future
   Crisis management, while it may be good for an adrenaline rush, is not the way to manage a successful dairy. Letting nature take its course decreases the need for planning but drastically increases the likelihood of problems.  A Super Boss plans for future. Some bosses wear their ability to manage a crisis as a badge of honor never realizing that if they had planned ahead, they may have avoided the crisis altogether. If you’re always running to catch-up, you never get far enough ahead of the situation to feel a sense of calmness as you face the future. Why would anyone allow rising young heifer mortality rates to continue before making changes to nutrition program? Why wait until your dairy is in the red to implement financially responsible changes?  As the world leaps ahead in technology are you moving with it? Are you training yourself and your employees to be mainstream or struggling to keep your head above water? Do you and the staff or employees share a vision for the future?  Is there a clear path? It takes training, commitment, planning and daily adjustments to build a super dairy.
7. COW BOSSY KEEPS SUCCESS UNDER WRAPS
   SUPER BOSSES Grant access to their dairy experts, mentors and peers/advisors
   It is one of the curiosities of life that cow bossies who manage by intimidation are themselves frightened by the successes of their employees. Rather than seeing the benefits for the dairy, they may feel threatened and start staking out their territory in an effort to keep employees in their place.  Employees who interact with consultants or dairy peers tend to make cow bossy bosses feel threatened or territorial. On the other hand, Super Bosses make the introductions and encourage employees to expand their knowledge and skills through interacting with those who are proficient or even experts in their fields.  Super Bosses see the industry as a vast resource for improvement. They take every opportunity to personally introduce their team to individuals who can make a positive impact on their knowledge and dairy skills. They are not afraid of being surpassed or cut out. They know that there is always more room at the top.  That is the way Super-Bosses build Super-Dairies.
8. COW BOSSY COMPETES WITH EVERY STAFF PERSON
   SUPER BOSSES GROW NEW SUPERBOSSES
   The difference between being bossy and being a Super Boss has a lot to do with where you put your energy.  Bossy spends most of their energy giving orders and trying to keep their employees in the box they have assigned to them.  Super bosses, in contrast, spend their time and energy finding the right people. They look for creativity and confidence in finding new ways to handle problems and excel at their work. They feel it is natural that talented people will continue to rise to the top.  Career changes are not seen as threatening but as a confirmation that skills and training are achieving the right results. Employees who rise to a new position are not cut off or deemed threatening.  The same interest that got them their promotion is seen as a resource to be maintained and perhaps drawn from in the future. The bossy boss is threatened by peers rising to their level.  Super bosses find it to be a natural and rewarding outcome of selecting and nurturing talented leaders.
9. COW Bossy is Hands OFF.
   SUPER BOSS IS Hands-on
   The Bossy dairy manager is distant from the daily grind of 24/7 problem solving.  They manage from crisis to crisis.  A dairy super boss doesn’t fear what’s going to go wrong because they are working and communicating with staff to a level that keeps all parties engaged. While Bossy bosses point out the shortcomings when something misses the mark, Super Bosses don’t need to be brought up to speed. They have the people and processes in place that they not only know how things are going but can work alongside the team as needed.

THE BULLVINE BOTTOM LINE

It is hard to be a boss.  Many people don’t want to have one.  Having said that, all of us want to follow a good leader, and we know that dairy operations succeed or fail based on the quality of the people in charge. Super Bosses stop thinking about what their people could do for them and started thinking about what they could do to help their people succeed.  Inspire. Teach. Remove obstacles. Be human. If you cultivate these characteristics, you’ll become the Super Dairy Boss that your people will remember for the rest of their careers.

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Modern homes and workplaces are mostly air-conditioned and so working humans are quite literally not getting so hot and bothered over the stresses brought on by the highest seasonal temperatures.  Having said that, on dairy operations, there are still many opportunities to join the animals we care for in panting and sweating and sometimes getting seriously ill due to rising temperatures. Today we are going to look at some Keep It Simple ways that we can deal with heat stress on the modern dairy operation.  Are you still using the same heat stress strategies that were used by the generation ahead of you?  If so, you may not only be closer to losing your cool but, also, closer to losing your cattle too! Keeping it Simple DOES NOT mean Keeping it the Same!

When it comes to heat stress every degree adds up. The following ideas could provide you with 12 degrees of separation from ineffective methods of dairy heat stress management!

1. HEAT STRESS: Ignoring Heat Stress COULD BE FATAL
   First off you must accept that there isn’t a choice when it comes to dealing with heat stress. You must keep your cows cool.  Nothing gets done without them. Every year heat stress accounts for losses to the tune of US$1.7 billion. One very serious and costly consequence is lowered reproduction. (Read more: BEAT THE HEAT – DAIRY CATTLE BREEDING AND MILK PRODUCTION CHALLENGES CAUSED BY HEAT STRESS and 10 WAYS COOL CALVES BEAT THE HEAT) When temperatures rise, so should your skill in managing the impact on your dairy herd. Some management priorities are optional but ignoring heat stress could be fatal.
2. HEAT STRESS: Heat Goes BOTH WAYS
   It is easy to recognize as you walk past panting cows that, not only are they picking up heat from the overheated environment, but they are also generating a substantial amount of heat themselves.  It’s a vicious cycle.  Although heat happens everywhere, you may think that, if you’re not in a hot spot, heat stress won’t affect your operation.  Granted some, like California, have severe stress especially during exceptionally high temp days but, to some extent, cattle have adapted to what is the norm in these locations.  Stress occurs in cattle when they have sudden changes in temperature. Recently we had three days of normal (aka comfortable) weather that was followed by a 10-degree spike. Dairy cows are forced to adapt to these sudden changes, regardless of location, and that makes them candidates for heat stress.  Up and down are BOTH stressors. Remember when you got sun stroke at the family reunion?  How long did it take you to get back to your normal self?
3. HEAT STRESS: The LOW DOWN on HIGH TEMPS and SHADY PRACTICES
   It’s always tempting to use what works on us to solve problems faced by our cattle. That could lead you to suppose that shaded structures and wooded groves are two of the best measures you need to put in place to combat summer cattle heat stress. Your reasoning concludes that summer milk gets made in the shade – so provide lots of shade. Basically, money grows on (shady) trees. Unfortunately, panting, increased water intake and decreased feed intake are the all too familiar visible signs of heat stress that even dairy cattle in shady conditions experience. As well as the obvious visible signs there are invisible signs of heat stress that are also being expressed through rumen acidosis, decreased reproductive performance and increased susceptibility to metabolic diseases.
4. HEAT STRESS: Go Beyond COUNTER PRODUCTIVE COUNTER MEASURES
   Responsible managers can’t stop with cooling interventions such as shade, fans and sprinklers. How are they working for you?  Do you still have substantial decreases in performance? Have you decreased feed intake to lower the heat generated by rumination?  No doubt, it is frustrating. You may think you’re winning that battle but you are losing the production war at the same time.  Decreased feed intake means lost milk.  Increased feed intake means poor performance due to heat stress.  It’s a hot mess no matter how you look at it.
5. HEAT STRESS: COLD WATER CHILL is Just a DROP in the BUCKET that doesn’t LAST
   Effectively changing the hot mass of a dairy cow’s rumen to a cooler state is easier said than done.  Using human experience, we want to transfer our success with drinking chilled beverages to our overheated cattle. Studies have been undertaken to determine if chilled water could be a solution for heat-stressed animals.  Unfortunately, the results conclude that chilled water is only about 32% effective in lowering body temperature.  Furthermore, the cooling effect only last two hours or less.  This is not enough to keep cows’ body temperatures from rising above the critical temperature of thermoneutrality.  The thermo-neutral zone of dairy cows ranges from just above zero to 22ºC. Above this critical temperature (combined with humidity) cows begin to alter their basal metabolism and metabolic rate. Nevertheless, chilled water may remain as a part of your larger plan or may be used as an incentive for cows to enter the milking parlor.
6. HEAT STRESS: A Cold Fact that Brings Hope to Heat Stress.
   As mentioned earlier (3), reducing the thermoregulation response by decreasing digestion also decreases milk production. That’s the bad news. If we are going to get a serious handle on managing heat stress, we have to get ourselves out of this vicious cycle. The good news is that recent findings from heat stress studies on dairy cow performance have shown that reduction in feed intake plays a much smaller role than previously thought. Smaller role. Bigger hope.
7. HEAT STRESS: TRIALS and TRIBULATIONS
   The physiology underlying heat stress and abatement methods has been studied for decades. Scientists at Iowa State have run trials that concluded that, “reduction in feed intake accounts for only 35-50% of the decrease in milk production”.  The other 45 to 50% is due to other causes. More research is needed to focus on these remaining issues which could optimise animal feeding and heat management during heat stress. It would be great if simply targeting the correct research was that easy.  However, if abatement strategies are somewhat successful, they will be skewing the results which will then underestimate the problems. Is heat stress under control or under-controlled?  Each dairy operation needs to answer that question with their own assessment of causes, effects and results.
8. HEAT STRESS: Don’t OVERLOOK the ROLE of INSULIN
   You never know where you will discover a new approach to bovine health management. Some suggestions we recognize and accept because of parallels in human health.  One such recent finding is the role of insulin in relation to dairy cattle susceptibility and rates of survival when exposed to heat stress.  Consult with your nutritionist for strategies to improve insulin activity in lactating cows. This could improve their ability to cope with heat stress.
9. HEAT STRESS: It takes GUTS to BEAT Heat STRESS
   It has taken eight steps to get us to the guts of the matter, as was hinted at in the title of this article. Thank you for persisting this far.  It bodes well for your persistence in seeking heat stress solutions. Here we come to a discussion of another thermoregulation response, namely the shift of blood flow from internal organs to the skin surface.  You will be familiar with the term ‘leaky gut’ which describes the decrease in the health of the gut. When your dairy cows are also suffering from rumen acidosis, they experience a double setback at the gut level.
   1. When gut health is sub-optimal, it impairs the absorption of nutrients that are critical in the rumen for fermentation of feed.
   2. Continued research by Iowa State University also suggests that leaky gut in dairy cows could be a significant factor in other metabolic diseases, including ketosis.
10. HEAT STRESS: CHILL OUT by choosing FRESH OPPORTUNITIES
    Dairy managers need to be prepared to take advantage of even the newest feeding technologies. Phytonutrients fall into this category.  They represent a promising natural solution for alleviating heat stress. As reported by Dr. Emma Wall and Jennifer Maurin, Pancosma, Switzerland in “Heat Stress a Refreshing New Take” a specific combination of phytomolecules consisting of capsicum oleoresin, cinnamaldehyde and eugenol (CCE*), does just that.
    1. Capsicum oleoresin has two significant benefits. It increases feeding frequency and does so without increasing total feed intake.  This results in a more consistently filled rumen. It also stabilises heat production and reduces the occurrence of rumen lesions.
    2. The combination of cinnamaldehyde and eugenol acts upon the lower gut. They decrease inflammation and reduce the local generation of heat. This aids in maintaining optimal gut structure and nutrient absorption, while improving the breakdown of ingested feed and enhancing the volatile acids profile and optimal protein metabolism.
       The combination of the two phytonutrients (CCE), has positive effects on both the rumen and lower gut. They prevent any additional heat from being generated and yet optimise digestion and nutrient absorption.
11. HEAT STRESS: TUNE in the WEATHER CHANNEL or DIAL up ANIMAL Heat ADVISORIES?
    Seeking ways to manage heat stress in dairy cattle is the same as any other proactive actions in managing a dairy.  Each advance improves outcomes and, at the same time, has the potential to inspire other improvements. Raising awareness through heat wave warnings issued by media channels has proven to result in heat-related mortality (LINK 28). This raises the possibility that adding animal heat advisories would have further positive impacts. More data from more stations could provide even bigger advantages. As data is added and improved, refining it to report exact in-barn heat stress, as opposed to only ambient or outdoor values, is the next level that needs to targeted.
12. HEAT STRESS: Weather Predictions are NOT PROMISING
    There is an old saying that the only things that are certain are “Death and Taxes”.  Well, dairy farmers need to recognize that climate change is adding a third factor, “Death, Taxes and Heat Stress!”  Regardless of what your viewpoint is on climate change, there is no doubt that we will continue to see a rise in the frequency and severity of extreme weather events such as heat waves. This has the potential for a corresponding rise in the mortality rate of cattle and, therefore, by extension, a rise in economic losses associated with heat stress. We can’t outwait this problem in the hope that it will go away without action on our part.

The Bullvine Bottom Line

Losing your cool means losing your cattle.  If you’re serious about making heat stress management a priority, seek out and put into place feeding rations that improve gut health. The goal here is to improve the performance of your dairy herd through solutions that decrease heat stress induced metabolic disease. Keep an open mind and you could be several degrees closer to effective heat stress management and that’s cool!

As dairy producers, do we know how to describe the way we want the milking parlor to operate?  Certainly “efficient”, “clean” and “productive” come quickly to mind.  But do we consciously include “safety” on that priority list? When asked, we probably answer that we all want to work safely in the milking parlor! Certainly there are many great reasons we have for being in the dairy business, but facing danger every day is not one that we want to brag about. What are we willing to do to make 100% sure that the milking parlor is a safe place?

We have a problem.  Whose safety are we concerned about?

There are many dangerous places on a dairy farm. At the top of the list is the milking parlor. With its 24/7 schedule and the combination of cows, people and equipment all coming together in one place, it isn’t surprising that insurance companies report that every year dairy workers sustain serious injuries. Of course, that list can quickly expand to include the cattle that are in and out of this location on a daily basis. There is the potential to create a world of hurt for both cows and people. Of course, we must be ready to admit that “to err is human” and then, having said that, do everything possible to make sure that a safer milking parlor is an accepted responsibility.

NINE Milking Parlor Dangers and How to Avoid Them

If you have ever tried to sit down to create or recall all the possible safety issues that can occur in a milking parlor, you will have created a long list. Today at The Bullvine we are looking at ten main areas to consider when making your milking parlor a safe place for workers – both human and bovine.

1. Heading for a Fall
   Milking parlor safety issues can begin outside of the milking parlor.  When cows are being moved to the parlor from pens or barns, they can walk through, mud, manure and other environmental situations that mean they are tracking wet materials into the parlor and thus contributing to potential safety issues. Dairy workers are also transmitters of materials that can cause slips.  Wear proper, well-maintained footwear that has good slip resistance features.
2. Slips, Lapses, and Mistakes
   Once inside the parlor the very water that is used to keep the area clean can be a problem if it creates slippery surfaces. Someone will have the responsibility for keeping floors clean, but that must also include being alert to situations where there is too much water. Lack of traction on excessively smooth or wet surfaces is a hazard. Hopefully, original planning ensured that the flooring provides slip-resistant footing for both staff and livestock with a roughened surface on concrete ramps and floors in animal facilities. If this isn’t in place, the mistake in design must be corrected. Once that is in place, you must guard against water, milk or algal buildup on concrete surfaces.  Anything that spills from wet feed to manure can contribute to slippery surfaces and dangerous footing. Here again, proper footwear is a necessary part of milking parlor safety preparedness.
3. There’s No Such Thing as a Good Trip — in the Milking Parlor
   Tripping can also be caused by different floor levels, broken concrete, and obstacles. Open drains or drainage holes should be covered with a firm, flush-fitting grate. Encourage everyone who works in the milking parlor to report damaged or pitted concrete so it can be repaired. Make sure to put in place a regular resurfacing or maintenance plan. Ensure that all open pits and drains have covers or guard rails. You may think that everyone is familiar with particular situations, but accidents are exacerbated by fatigue, multitasking and lack of communication. Have SOPs (standard operating procedures) in place and provide regular training updates in all aspects of equipment maintenance and safe operation. Raise standards wherever and whenever possible.
4. Control the Hazards of Hoses
   As previously mentioned (#1), water can be a major contributor to safety hazards. Make sure hoses, pipes and taps are maintained at all times and that they are not causing ongoing drips or leaks. Schedule complete flushes and visual checkups for walking lanes. Provide storage for hoses or pressure washers so that the equipment itself does not become a tripping hazard.  Hoses and other obstacles should be secured to the walls and kept out of the way.  Hoses – when under pressure — can produce whiplash injuries. Injuries also can occur when hoses  The injury can be caused by the whipping hose itself, blowing debris or the release of high-pressure or high-temperature water. Always be alert for ways to reduce risks of injury.
5. Safety Starts on the Drawing Board
   Good design makes safety a priority. We all know how badly designed steps can create a daily and very dangerous hazard. Lighting, surfaces, functional storage and equipment access and maintenance need to be built into the work area.  After that, one must acknowledge that safety issues can also arise from lack of skills or mechanical error. This also means planning for and writing down planned Safe milking parlors always have checklists in place to make sure there aren’t breakdowns in the following three areas: (1) communication, (2) training and (3) teamwork. The goal is to make sure that you have enough of all three.  If you skimp on any one of these standards, you will see a corresponding rise in unsafe situations.
6. People Must Be Prepared to Work Safely­
   Some safety measures are as simple as being appropriately dressed for the work that is carried out in a milking parlor. Waterproof clothing, proper footwear and correct gloves for specific situations, all contribute to working safely. ­ Chemicals used for washing and cleaning equipment are potential hazards for staff, animals, and the milking parlor environment, and all precautions should be observed. Another potential hazard often associated with milking time is the accidental inoculation of veterinary drugs when administering routine shots, such as hormones in the Ovsynch program. Women should not administer shots in the Ovsynch program, especially if they are pregnant. Regularly scheduled training in all aspects of safety, including biosecurity, can be a definite asset in making sure that your milking parlor is safe, productive and risk-free
7. Electrical Safety in the Milking Parlor
   It goes without saying that all electrical equipment must be kept in good repair. Updating lighting in older facilities increases visibility and should be adequate for both day and night operations. Seek experienced advice on avoiding electric shock hazards in the milking parlor. Always use an electrical system and equipment grounding that meet requirements of the national electric code. Use ground fault circuit interrupter with stock water heaters, power tools, and other equipment. Make sure fuse boxes, switches, and electrical outlets in wet areas are moisture proof. Avoid the risks which result from using homemade or temporary electrical solutions.
8. Don’t Make Milking a Risky Business!
   Sometimes we become so familiar with the work we do in the milking parlor, that we become complacent. This can lead to inattentiveness and could cause safety lapses.  Even worse are lapses in good judgment.  The milking parlor is not the place to climb on or sit on gates or railings.  As much as a good working atmosphere is much to be desired, the milking parlor is not the place to participate in horse play.  What starts as harmless fun can too easily escalate into a dangerous situation. Don’t play the blame game. Hold all individuals responsible for working safely in the milk house.
9. Animal Awareness
   Last but by no means least in working safely in the milking parlor is anything that involves how working safely with dairy cows. Throughout the milking process, staff must move cattle into, around and out of the milking parlor. There are many opportunities for accidents to occur. While experience will always improve animal handling, it is the responsibility of those who manage the milking parlor to make sure that there is sufficient training. There are typical behaviors that can be expected from bovines … such as kicking forward and out to the side.  Unfortunately, sick animals do not behave normally and care must be taking in working around an animal that is suffering from a condition such as mastitis or that is agitated because of unfamiliar procedures or caregivers.

The Bullvine Bottom Line

As with the maintenance of any well-oiled machine, milking parlor safety protocols can always use a tune-up.  A milking parlor relies on many moving parts to get the job done, and all of the parts have to run efficiently from pre-milking to post-milking to ensure milking parlor safety for everyone — human or bovine. Check your operation’s benchmarks in the areas discussed. The priorities should always be threefold: Reduce risks.  Raise standards. Be safe.

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In 2016 dairy operations everywhere are coming face to face with the pressure to “go big or go home.” Big business impacts all areas of our daily lives.

• Entertainment is big business.
• Politics is big business.
• Computerization is the biggest business of all.

It isn’t surprising that the dairy industry is consistently implored to use big business principles when planning for the future.

Is “BIG” Synonymous with “BETTER”?

Big may not always be better, but good business sense is recognized as the foundation that any viable enterprise is built upon.  To support two or more family units or partnerships, the dairy must have cash flow, infrastructure, and good management.  Scrutinizing financial considerations and long-term viabilities is necessary before committing to growing bigger. These two areas are included in the following checklist of nine items to consider when deciding if expansion is right for your dairy operation.

1. Are you READY for the RISKS?
   Managing risk and capitalizing on opportunities are two ways used by the most successful businesses to separate their operations from those that are fading fast. Sometimes weighing risk is instinctive and is done almost without conscious thought. But defining risk is crucial to seek out solutions and gain confidence in deciding whether to grow or to stay the same? People who are risk-averse may consider that avoiding change is the safest route.  But, as the dairy industry changes and grows, maintaining the status quo could well be the riskiest choice of all.
2. Can you IDENTIFY the OPPORTUNITIES?
   Before taking even one step forward, it is well worth your while to take a quick look at where you’re standing right now! Ask yourself if there is something that you could be doing better? Even if getting bigger is the right choice, getting better before going bigger could smooth the way for expansion. For example, maximizing milk production per cow is the place to start. Do you know the industry averages for milk, fat, and protein yield? Where does your operation fall?  If you are below average, address that problem before considering expansion.
3. Are we talking DAIRY LIFESTYLE or DAIRY LEGACY?
   Expansion is going to affect your loved ones. There is no way that a 24/7 dairy operation can be separated from the family side of the operation. Expansion decisions may give you more time with family if more staff can be added to complete the work.  Perhaps more family will be brought onto the team. Do you want more help?  More time with family?  More revenue?  The expansion decision is going to affect your loved ones: both the current generation and the next ones. Are you building a dynasty or planning for retirement?
4. What’s HEALTH Got to Do with It?
   Expansion depends on the health, creativity and physical and mental stamina of its leader. Take time for yourself to guard against burnout. Stress and burnout lead to illness, relationship breakdowns and more. Stay healthy so that you can steer your ship through expansion to success. But don’t forget to give the same consideration to each team member. Staff –whether family or not – need to feel that all aspects of their contribution matter. They need to feel empowered and that they are contributors to the success of the dairy farm. They need to feel valued if they are to support and sustain the transition ups and downs which are a normal part of the expansion process.
5. How Good Are Your Management Skills?
   Expansion is complicated. Realistically, you are looking at expansion not only of herd size and milk production goals but also changes in the day to day duties that make up your work day. Of course, hopefully, it includes expansion of your bottom line.  But, before that, it could all fall apart and cause panic and pandemonium, if you do not have the management skills to keep everything – cows, people and equipment and systems– running smoothly.  An expanded operation means dealing with more of everything — including problems.  Are you task-oriented?  Or people-oriented?  Are you solutions oriented?  Can you give up areas of responsibility to others? How prepared are you to deal with a bigger and much different job than you have been used to in the smaller operation?
6. Is your Infrastructure Solid?
   Okay! You have done your homework. You have the people and the will and the plan to expand.  But do you have the land?

If you don’t have or can’t buy land, can you buy the forages you will need for an expanded herd? Realistically we should have started with land availability because it is the single most important element that will govern the success or failure of your expansion plan. This could be a deal breaker.  Not enough land or availability of feed.  No expansion.

Other factors of your infrastructure are the next challenge.  Do you have manure system? Is there enough feed storage?  What parlor capacity do you have for your expanded herd? Are you ready to handle the need for more or better equipment?  What maintenance plan is in place now and after the expansion.  Failure to carefully consider any of these can bring your forward-looking expansion plans to a screeching halt. If you’re breathing a sigh of relief, because you already have considered all of these, then you’re in great shape. However, before moving on decide how you will use the dollars saved by economies of skill to develop an even better infrastructure that includes employee training, education, and remuneration as well as investment in new technology. The bottom line is more productivity throughout the entire operation.

1. Succession Planning is Essential
   At, its most basic, a succession plan is a documented road map for your dairy. When it’s in place, it provides a guide that partners, heirs, and successors can follow in the event of your death, disability or retirement. Are you mentoring the next generation? Does everyone know who will be responsible for the next stage in ongoing farm operations? Simply growing without planning for a smooth succession, means you are not taking advantage of the full potential of your dairy’s development.  Having a well-ordered succession plan in place means that history, education, and goals can be a part of the learning experience of the next leader on a daily basis. Many dairy operations experience their most significant challenges when it comes to a sudden situation where the hand-off of management comes as a shock or without understanding or preparation.
2. Can you “SHOW ME THE MONEY!”?
   You may have clearly determined that expansion is the best way for your dairy to remain viable and sustainable but you are not fully prepared to achieve that goal until you prepare for the banker? Of course, it’s a tremendous advantage if your banker has the background to understand a dairy operation. In many cases, this doesn’t happen. Nevertheless, thorough preparation can make it possible to satisfy the bankers’ questions and at the same time provide a learning experience for this lender. Expansion may bring new timings of payables and receivables and create greater financial strain. You must have a strategy for controlling costs and keeping control of debt. Be ready to disclose fully all factors relating to your request for expansion. The list will include, but won’t be limited to, how much working capital is needed to long-term cash-flow assumptions, transition and construction-phase issues, contingencies and having a well-documented plan. The better you can quantify these areas, the more likely your expansion plans will be approvable and bankable.
3. Technology Is VERY Important!
   limitations on the dairy that could limit expansion of your dairy. Operational technology can overcome challenges of available labor. Training your staff in new dairy technology is important to maximizing the potential of your operation, whether it involves 100 cows or 1,000 cows.
4. It’s Up to You!
   Don’t wait until the decision to expand has either passed you by or is forced upon you by circumstances.  Planned expansion is the best way to ensure that your dairy is profitable.

The Bullvine Bottom Line

At the end of the day, there are only two choices: success or failure. It’s a lot of pressure but with foresight, preparation and the courage to follow your expansion dreams, you too could reap the benefits of bigger!  

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The majority of us have never experienced anything even remotely similar to the devastating wildfires that have affected the Fort McMurray, Alberta region. It is mind boggling to consider what the evacuees are going through.

As of May 5, the Alberta government reported that the fire covered an area of approximately 85,000 hectares. This is significant; the consumed area is now half as many hectares as were destroyed in the entirety of both 2008 and 2013.

If your dairy farm was to be put under a mandatory people evacuation order, would you have any idea what needs to happen?

BE READY

Of course, emergencies and disasters by their very nature can occur at any time and without warning. You might think that there is absolutely nothing you can do …. but that would be incorrect.  The more you are prepared for potential disaster, the better you will be able to act, minimizing panic and confusion when an emergency occurs.

THINK BEYOND PEOPLE ONLY ON LIVESTOCK FARMS

Relatively speaking farms have more to lose than other companies when a disaster – natural or otherwise — strikes because of the combination of an imminent threat to animals as well as people.

PRIORITIES IN EMERGENCIES

It could be that you have plans in place for evacuating workers from all structures on your dairy farm.  But are those plans and the materials needed up-to-date?

It is good planning to have all building exits clearly marked.  DC emergency lighting marking exits is a good idea.

The first step is to call 911.  However, in disasters the size of Fort McMurray, the emergency lines may be down or overloaded.  In any case, make sure that the address of your dairy location is clearly marked at the entrances and that all staff knows the address.  It seems simple, but it is one of those things that can be difficult or impossible to remember under stress.

In the case of a barn fire or dairy property-specific event, the first priority is to ensure that no person is harmed. Evacuation of people who could be injured and care for those injured have the highest priority.  Always take actions to prevent the involvement of additional people in the event. This means isolating all affected areas from inadvertent involvement by keeping the curious away.

During an emergency, evacuation routes from barns, buildings, and sites must stay clear.

EMERGENCY DAIRY DISASTER PLANNING

Any contingency planning must consider the potential for injuries to people.  First aid staff and evacuation teams, rescue equipment and vehicles should be part of any emergency dairy evacuation plan.

Before you go any further, ask yourself these five basic questions:

1. How well is your dairy prepared right now, if disaster should strike?
2. What procedures do you already have in place for an emergency situation?
3. What potential emergency situations could occur?
4. If necessary, how will staff return to the disaster zone, if it’s allowed, to attend to animals?
5. Who is the leader in times of disaster including when the owner or manager is absent?

ANIMAL EVACUATION DURING A DISASTER

1. Put a plan in place for quickly evacuating occupants and animals. It is preferable to prepare to move at least 72 hours ahead of landfall (in the event of hurricanes). Procrastination could be especially problematic. Once the emergency hits, roads may become restricted or even impassable.
2. Have enough transportation available and plan for where the animals will be taken.
3. Be sure to have access to portable loading ramps to load, or unload animals.
4. If your Plan A destination also requires evacuation, it is a good idea to have a Plan B already in place.
5. Of course, during this time period, additional biosecurity measures will need to be in place.
6. During the disaster event, animals will continue to require feed and water both during transportation and at the destination they are to be taken to.
7. It is unfortunate but quite likely that the measures taken will have to remain in place for an extended period of time. Does your plan allow for long-term housing?
8. If safe, accessible, locations are a problem, it is a good idea to establish an emergency plan with locations such as fairgrounds, racetracks or exhibition centers.
9. Accommodation will need to include milking equipment for lactating cows.
10. Milk will need to be stored separately from the cows of other herds. Milk “pickup” companies should be notified where to pick up the milk.

ANIMAL HEALTH DURING A DISASTER

1. Ensure that there will be enough feed supplements and sufficient medication supplies available at the destination.
2. Minimize the contact among animals from different premises.
3. Verify the health and vaccination status of animals which must be co-mingled.
4. Handle mortalities in a manner which will minimize the possible spread of contagious disease.
5. Monitor the health and well-being of the animals on at least a daily basis, whether sheltered in place or evacuated.
6. Seek appropriate veterinary medical advice and services where there is suspicion of an animal disease problem.
7. Whether you evacuate or shelter in place, make sure you have adequate and safe ways to separate and group animals appropriately.
8. Have specific actions in place to be carried out by assigned people. Assign responsibility for checking all areas to ensure that o person or animal is overlooked.
9. Specific actions should include people to close doors, shut off power or fuel sources or to shut down computers and equipment.
10. Be particularly aware of the possibility of contaminants or toxins getting into the feed or the animals.

THE LOGISTICS of ANIMAL EVACUATION

1. How do animals get out of their containment areas?
2. What needs to happen for the animals to be physically evacuated?
3. Once removed from the structure or area under threat, where will the animals be moved to?
4. Do you have a plan in place (with neighbors or friends?) if the animals require off-property housing and transportation?
5. Do you have accurate records of current inventory of animals? Where is it kept and is it easily accessible?
6. What needs will your dairy animals have once they have been evacuated?
7. How will you address the ongoing needs of your animals throughout the duration of the evacuation order or disaster recovery time period?
8. Information is key during an emergency. Current status and ongoing updates must be communicated keeping everyone informed regarding evacuation routes, road conditions, materials and equipment, the location of resources and other elements.
9. Decision-makers need access to maps, phone directories and other information regarding supplies and resources.
10. Emergency plans need to identify what supplies and equipment will be necessary when an emergency occurs.
11. As much as possible run simulation drills with staff

THE BULLVINE BOTTOM LINE:

By developing a dairy disaster plan, you are in a much better position to respond, recover and restore your dairy operation if disaster strikes. Educate all dairy staff about the types of emergencies that may occur. Train them in the proper course of action for emergency situations and, as much as possible, run simulation drills with staff. Make sure they understand the components of your evacuation plan and who will be in charge during an emergency. Being ready for a disaster takes planning and practice. Be prepared.

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Did the title get your attention? That’s what I was hoping it would do. Because first I want to get your attention, and then I want that attention directed to your calves!

The key to raising healthy calves depends on how quickly and effectively you respond to changing clues they’re sending out. This means being observant. You have got to actually get your eyes focused on the calves as a regular part of the daily routine. Walk the line! It never ceases to amaze me when I hear people talking about working with a nutritionist, vet or other consultant who makes recommendations from a phone, computer or their car or truck. Actually looking at the calves is always the best and the ONLY way to raise healthier calves.

Walking the Talk

By the time, today’s managers are receiving printouts on the production of their milking herd, it’s too late to wind back the clock and fix what went wrong when those calves should have been getting a healthy start. Great starts equal great production. Poor starts result in production problems. The challenge is that, at that very crucial time in their lives, we tend to look at calves as a group and from too far away. Not walking up close and personal with calves is like assessing the performance of cars by watching them as they pass by on the highway. As long as the traffic keeps moving, we could assume that all the cars are in good working order. We all know it takes much more careful analysis and maintenance to get longevity and performance from a car. The same applies to calves on a farm.

What Should You Be Looking For?

In the simplest terms, calf managers are looking for indicators of potential problems. Not once a day. Not once a week. They check calves often, walking through from youngest to oldest to avoid transmitting diseases. Is every calf healthy? There are so many factors that can influence the final result that regular oversight is important. The key is to be on the lookout for danger signals. Don’t overlook anything.

Head to Tails

Everyone who works with calves develops a list of indicators they look for, but a simple rule to follow is to do a quick check of the entire calf. Looking from head to tail…observing one section at a time is the proven way to make sure nothing slips through the cracks. You may say that you don’t have time to be this thorough, but this is actually a pretty fast and efficient way to get through the process. Of course, you can choose not to look closely. That indeed may be easier, but it would also be the most costly.

Take Note!

Unless you only have a few calves to monitor, you need to have a method for recording your notes. Memories are fallible and with other distractions all around you, it is best to have notes you can refer to and act upon as needed. Look at every calf, using whatever system you have for covering all the important points. Record the ear tag number and concerns, if there are any. It’s worth mentioning again that prudent managers work from the youngest to the oldest to keep from transmitting anything contagious from one group to the most vulnerable one. Often calves are fed by more than one person. It is paramount that records be available for any calf that is sick. The degree of sophistication of the record keeping system will depend on the size of the calf herd and the on-farm software system which is being used. A white board with the ear tag numbers of sick calves is good for the calf caretakers. It is also beneficial for herd managers. They can see at a glance how many calves are not up to par and if calf rearing protocols are working.

Start with the Big Picture. Then Work End to End.

When you observe a calf, the first evaluation should be of the overall health suggested by the coat and the attitude of the animal. A rough hair coat on several calves may be a reason to check closer into calf health over the past few months. Calves that catch your eye may do so because they have shaggy, dull or off color hair coats. Shiny black body hair is one indicator that calves are in good health. Speaking of eye-catching, healthy calves will be aware of you and respond to your presence. If they fail to do so and are lethargic or disinterested, you should note the calf number and pen for further follow up. Healthy calves interact with their environment. Sick calves will separate themselves and could even be unresponsive if you enter into their flight zone. Look for and take note of any unusual behavior.

“Head and Shoulder, Ears and Nose “

After your general overview, it’s time to check much closer. The eyes of calves, the same as with humans, are good indicators of the health of the calf. When health is good, the calf’s eyes will be bright and shiny. The presence of tears, mucus or thick discharge indicates that something needs attention. As well, drooling of saliva, when not sucking on a bottle, is a type of discharge that should receive follow-up.

Sticking with observation around the head, it is time to note the ears. In healthy animals, there is no crusty discharge and the ears are carried straight out and are responsive to noises. A sick calf conversely has droopy ears.

If you’re familiar with the exercise song, “Head and shoulders, knees and toes”, just give it a slight variation to “Head and shoulders, ears and nose!”. This easy to remember phrase can be a helpful checkpoint in monitoring the` health status of individual calves. Having checked the head carriage and stance of the calf, follow up with a quick look at the ears and nose. As with the ears, we are looking for an unusual discharge. While a wet nose is alright, a snotty discharge should raise concern.

BODY CHECK: Breathing, Bellybuttons, and Bulges

In looking at the calf head to tail, our next area of observation is the main body of the calf. Observe the chest for an indication of ease of breathing. The rise and fall of the calf’s chest indicate respiratory rate and should be neither faster nor slower than other calves around her. Listen for any raspiness or wheezing or calves that are taking shallow breaths. This will help you to determine if there may be a respiratory infection. Drooling from the mouth, if not already noted, is definitely a trigger now for taking the calf’s temperature and then implementing protocols to care for this sick calf.

“Where does it hurt? “

If only calves could talk, that would be the first question to ask. However, since they can’t, we must rely on how things look. As you walk through the calf pens, make a special effort to look at navels. Swelling is one thing you’re looking for. It can be caused by either a navel infection or an umbilical hernia. If your herd is using iodine as a navel dip, it should be obvious for the first day or two after dipping, because of the yellow staining. If you don’t see staining reevaluate your dipping protocol. Overlooking an effective dipping protocol can lead to problems such as navel infection and swollen joints. Once these germs settle in, it is very difficult to treat the calf successfully.

Navel-dipping protocol

To stop problems before they start, work to improve cleanliness in the calving area and improve the navel-dipping protocol.

• Iodine for navel dipping should be the 7 percent iodine tincture.
• Apply iodine by dipping the navel into a cup, not by spraying.
• The dip must cover the umbilical cord and navel where the cord attaches to the body.
• Disposable paper cups work well for dipping navels.
  • Put about an inch of fresh iodine in the bottom
  • Place the top of the cup over the navel
  • Shake the cup vigorously to thoroughly cover the umbilical cord and navel.
  • Throw away the used cup and any remaining iodine rather than trying to reuse it.
• Even iodine can lose its disinfecting ability if it has been used over and over.

“Another pair of eyes.”

If you want to surprise yourself, ask your nutrition company consultant or veterinarian to take a look at your calves.  You may be surprised at what you learn from having what is familiar observed from a different perspective or in a more objective light.

“And so we come to the tail end!”

It would seem logical that, if we start looking at calves at the head and ears, we will most likely end with the tail.  Here we are looking for everything to be dry.  Scours always presents with a wet tail, even if you don’t see fresh manure.  If your walk through has discovered streaky walls or watery manure in the bedding, get the calves to move, and it will be easier to discover which one it is coming from. At the other end of the scale, the problem may be hard manure.  This indicates that the calf is not consuming enough water.  Clean, accessible, fresh water is a simple solution for this problem.

The Bullvine Bottom Line

Walk.  Look and listen. The goal of every dairy calf manager should be to polish the observation skills of the calf-care team until you can say, “We have the best-looking calf team anywhere!” Use all your senses and don’t overlook anything when looking over your calves.

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Opinions on tail docking cover the full spectrum of views. You might think that there would be a clean division of preferences between On-farm and off-farm thought leaders. This is really not the case. Not all dairy managers and animal care practitioners are in support of tail docking. Not all consumers – especially those familiar with the practice in other species are against it. In reviewing the literature, you can find support or dissension within all sectors. Having said that, time doesn’t stand still and the time is coming for a legal decision.

Clean or Mean. What is the Verdict?

The case for tail docking does not boil down to a simple conflict of the dairy community versus the non-agricultural camp. For a long time, it never really was settled which side was right –regardless of where the support came from. There were people from both sides, within both camps.

One clear shift is that research is becoming more aligned against the practice of tail docking. As long ago as 2002, the Journal of the American Dairy Journal published “The Effects of Tail Docking on Milk Quality and Cow Cleanliness” D.A. Schreiner and P.L Ruegg). The abstract stated:

“There was no significant difference between treatment groups for somatic cell count. The prevalence of contagious, environmental, or minor pathogens did not differ significantly between treatment groups. This study did not identify any differences in udder or leg hygiene or milk quality that could be attributed to tail docking.”

How Are Opinions Formed?

Here at The Bullvine we are well aware that scientific support does not necessarily sway consumer and public opinion, but two things may be having an effect on this situation. First off is that we all tend to respect opinions of those that we feel are well-informed, credible and unbiased. In the case of tail docking, it certainly carries weight when veterinarians – who may be closer to the general public than dairy farmers are— take stances against the procedure. Secondly, the scientific data is achieving critical mass on tail docking. Let’s look at these two areas.

Tail Docking is Tailing Off with Veterinarians

The country’s leading veterinary organizations have long held opinions against tail docking. The American Veterinary Medical Association, which represents over 88,000 veterinarians, came out against tail docking in 2004. They raised concerns about the pain and distress it can cause animals. The organization’s 2014 review on the welfare implications of tail docking on cattle cites 34 studies, surveys, and positions taken on tail docking. It is interesting that the review included that there is a general lack of perceived benefits to docked cattle over intact cattle. This included the often cited claims regarding cleanliness, somatic cell count, or udder health. That leaves tail docking as a management procedure that has no benefit.

However, even within the veterinary association they did not have a unanimous decision. It was a contentious discussion each time it came up,” says Riddell and reports that the contention continues. At this time, “the committee has reviewed but not reconsidered that 2010 decision.”

Science is Achieving Critical Mass

The original cow sense position held that those working herd-side concluded that long tails make milking more hazardous for workers, increased the dirt and germs on udders and contributed to poorer milk quality. In carrying out their responsibility to members, national organizations such as NMPF’s board of directors sought and continue to seek direction from animal welfare committees made up of scientists, industry representatives, and farmers. There is growing proof, scientifically supported, that is swaying opinion toward ending tail docking. The following points are taken from published studies:

• Leptospirosis in milkers has no relationship to tail docking (Mackintosh, 1982)
• No studies have shown statistical differences in udder cleanliness or somatic cell count (SCC) (Eicher, 2001 and Tucker, 2001)
• While leg cleanliness scores were improved in docked cattle, no statistical differences were shown in SCC, udder cleanliness, and intramammary infections (Schrader, 2001)
• Conversely, tail tip necrosis was found in one Ontario slaughter plant, with 3.4% having infections (Drolia, 1991).
• Tail tip lesions occur most often in cattle with intact tails on slats, followed by cows with docked tails on slats (Schrader, 2001).
• Two studies found no differences in performance of docked versus intact cattle on slats (Grooms, 2010 and Kroll, 2014).

Legislation Forecasts the Tail End of Tail Docking

Fifteen years ago, the issue of tail docking was not deemed a high priority and was largely left to producers’ choice. It has, however, become much more front and center with the growing public concern over animal treatment. Seven years ago (2009) California banned the practice of tail docking. The National Dairy FARM program established by the National Milk Producers Federation (NMPF) set 2022 as the expiration date for tail-docking. As with many things that have a far off horizon, it was easy to become complacent and not proactively prepare for the end game scenario. That 2022 date has since been moved forward to January 1, 2017. The support for the move includes high profile commercial enterprises, including Walmart, Chobani, Kroger, and Starbucks. With them taking public positions against the practice alongside NMPF, it would appear, therefore, to be industry wide support. Not quite so.

Are the Dairy Industry and the Public Still divided?

Recently much more reviews and literature are being published that raise animal welfare concerns. Data is being collected regarding pain from “mild distress” or a “Mild response” to “discomfort”. As happens with human amputees, one study found phantom pain following an amputation, when tested in sensitivity to heat or cold. In some cases, gangrene and tetanus have been reported in association with tail docking. Studies have also been done to see if there were differences in stress levels between heifers that were docked and three-month-old calves that were docked. No statistically significant higher blood cortisol (stress) levels were found.

Looking further into tail docking, we come to how it affects cattle behavior. Studies have reported that tail docking has a limiting effect on normal signaling behavior. As well, tail docking significantly affects fly control, with more flies found on docked young cows and calves.

Thus, reviews are finding that the benefits of tail docking are being outweighed by the problems. Alternative management solutions are better answer to tail problems. For example, lower stocking density would lower the risk of tail trampling.

“Is The Tail Wagging the Dog?”

It often seems that, by the time the problem has achieved spotlight status, we are already too late in determining how the situation got to this level of crisis. On the one hand, it is argued that consumers are largely unaware of the reasons tail docking is being done. Their only exposure may be with dog breeding, where it is largely cosmetic or to retain show dog characteristics. While more transparent communication may have helped, at this point it could be too little, too late.

Also weighing on the minds of observers is the question, “Why is a producer-led organization doing something to limit management options?” First thought would be that they would be on the “other” side! A recent article in Agri-Talk addressed this point, “NMPF’s CEO Jim Mulhern told the crowd at the NMPF/DMI annual meeting that he knew it would be unpopular, but this was a case of leadership where they needed to put a hot topic behind them. He also saw it as a chance to make one decision, rather than a patchwork of requirements pushed by processors.” It is also important to look to the future, as Mulhern added, “Many are establishing their own policies as companies to require their milk supply to come from farms that don’t use this practice.” A food supplier always needs to meet the requirements of those buy the products.

The Bullvine Bottom Line

Animal welfare is a complex issue that is interwoven throughout the food production industry.

Producers and consumers want the same thing: healthy well-cared for animals producing healthy food products. Although it’s a serious topic, with serious implications sometimes we may see more clearly, when we take a lighter viewpoint and accept that we must always move forward because, “When it comes to tail docking, it would appear that there are no shortcuts!”

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