Animal Welfare and Dairy Management

Animals have to suffer on large confined operations. Abuse is rampant.

Large herds only can exist through widespread use of antibiotics and hormones.

Large farms pollute rivers.

Meat and milk are laden with drug and hormone residues.

Large operations exploit animals and workers for profit.

Workers not trained in how to move animals.

Workers not trained in proper animal handling. Heifers not trained to parallel parlor.

No equipment to move downers properly. Facility doesn’t allow loader access.

Workers under time pressure.

Workers are tired and frustrated.

Management tolerated abuse.

NO ONE STOPPED IT!

Death rates.

Use of hormones in synch programs.

Calmer cows, less running, fewer injuries to cows. Better milking and milk letdown.

Cleaner parlor.

Fewer worker injuries by cows. Fewer slips and falls. Lower insurance rates.

Can make humane cow handling more difficult. Make provisions to remove down cows humanely. Wider entry and exit platforms on rotaries.

Minimize twists and turns in cow path. Modify loading chutes.

But you have to work with what you have.

Loader/Bobcat access to holding area and exit lanes. Ropes to flip cow into bucket.

Sled for moving down cows.

Soft bedded area for them to lie in. Feed and water for down cows.

Do not use hip clamps to move cows!!

For moving cows.

For moving and caring for down cows.

For euthanasia.

For obstetrics and calf care.

For lame cows’ treatment and prevention.

For loading cows into trucks.

Detailed

Specific

Simple and practical

Used for training

Modified when needed.

Once protocols are in place, all dairy employees who handle cattle need to be trained.

New employees need training.

Refresh training periodically.

Preferably hands-on training, not just a video or a Powerpoint.

 

NMPF National Dairy

FARM program:

Merck Dairycare 365: www.dairycare365.com

Good videos on Dairycare365 site.

Watch and listen.

Do you see items that can be used to hit cows? Hotshots?

How do cows respond to you?

Are cows calm in milking barn? How much defecation?

How many broken tails?

We produce high quality food.

We take good care of our animals.

We take good care of our people.

We take good care of the environment.

We are a successful business.

Basics—food, shelter, transportation.

Feeling of being treated fairly.

Family and spiritual.

Recreation, hobbies, fun.

Feeling of belonging, acceptance.

Autonomy. Jobs with little autonomy are more stressful.

Feeling of importance, making a contribution or a difference.

Nothing we do is worth getting someone hurt or killed. Machismo is bad.

Provide protective gear needed for safe work.

Guards and interlocks on equipment, restraints, tagout/lockout.

Safe chemical handling.

Make sure first aid supplies and emergency contact information are available to all.

Organization helps avoid crises that put people in danger.

Equipment and facilities need to be maintained.

Strict limits on cell phones.

Immediate correction when dangerous practices are seen.

Openness with employees helps dispel effects of rumors and gossip.

Better to admit mistakes than hide them.

Be willing to hear bad news.

If you cheat your workers, they will get even.

A neat, organized work space is safer than a dirty one.

Clean equipment is easier to maintain and makes it easier to see leaks.

We are producing food.

Promotes pride in employees.

Greet people by name.

Show interest in their personal life.

Be considerate of family needs.

Praise in public, and often.

Correct in private.

Thank them for what they’ve done.

 

 

Manager’s job is to make it possible for employee to do it well. Training

Supplies

Clear goals and expectations Praise and correction

Fair compensation and time off.

Strategy is decided by the boss.

The employee knows the job better than the boss. Detailed procedures may not reflect daily reality.

As long as goals are achieved, give workers some autonomy.

Provide a workable schedule.

Provide structure and clear instructions. Needed supplies available.

Equipment works properly. Tolerable working conditions. Safe working environment.

Be fair.

Facilities make animal sorting and restraint easier.

Vital supplies and equipment available and easy to find. Spares available for key items.

Plan for adverse events: breakdowns, bad weather, power failure, absences.

Who is my boss?

What am I responsible for? Who evaluates my work? Whom do I supervise?

To whom can I go for help?

How do I get the supplies I need?

Good cow people tend to be introverted and asocial.

A good supervisor must communicate and convey that she/he cares. Don’t promote people to their level of incompetence!

Some people are natural leaders, others followers.

It may be hard to assert authority over your former buddies. Provide training and feedback to novice supervisors.

Respect the chain of command; don’t undercut your supervisors.

Very important to clarify responsibilities and organizational chart; boss benefits most.

Usually only consulted in a crisis and at evaluation time. Hazard that it also defines what job is not.

You want employees to be flexible and show initiative. What if the employee can’t read?

Who will update them, and when?

Happens everywhere.

New people, outside influences, poor attitudes, conscious decisions. Reinforcement of proper methods must be continuous.

Training has to be repeated.

Be open to suggestions for change.

You have to trust your good people to do their jobs. It is discouraging if you meddle in their area.

But you have to be close enough to see problems. Tough to get it right.

If you don’t, your supervisors can’t command the respect of their workers. Your instructions may contradict theirs.

When you see something you don’t like, talk to the supervisor, not the worker. Be friendly, but don’t play favorites.

Listen, but don’t act on complaints until you get the whole story. Default: support the supervisor.