Beef Tips

Author: Hannah Williams

June 2018 Management Minute

“Fatigue and Stress”

By Justin Waggoner, Ph.D., Beef Systems Specialist

Summer is here and along with it comes the long hours that coincide with planting, grain harvest, putting up hay, or shipping cattle. Long hours in the workplace often lead to fatigue and stress, which both have serious consequences. Fatigue in the workplace is one of the leading causes of workplace accidents. Stress is a normal emotional response but it is associated with a number of negative outcomes. Short-term consequences of stress include headaches, trouble sleeping, difficulty concentrating and short temper. Chronic stress may result in insomnia, anxiety, hypertension, heart disease, obesity and depression. Therefore, even though we have to “do the work when the work has to be done” it is important to give our employees and ourselves opportunities to de-stress. Those opportunities can take many different forms, short breaks, leaving a few minutes early, or taking everyone to town for lunch. Although, it may take more time to get the work done, or all the work might not get done (it rarely does anyways), it might be time well spent if it prevents an accident.

For more information, contact Justin Waggoner at jwaggon@ksu.edu

May 2018 Feedlot Facts

“How Much Water Does a Cow Need?”

By Justin Waggoner, Ph.D., Beef Systems Specialist

Most cattle producers fully understand the importance of water. After all, providing an adequate supply of clean, fresh water is the cornerstone of animal husbandry and there are very few things that compare to the feeling of finding thirsty cows grouped around a dry tank on a hot day. Water is important, and in situations where the water supply is limited or we are forced to haul water, one of the first questions we find ourselves asking is, “How much water do those cows need?” The old rule of thumb is that cattle should consume 1-2 gallons of water per 100 lbs of bodyweight. Accurately determining the amount of water cows will voluntarily consume is difficult and is influenced by several factors (ambient temperature, moisture and salt content of the diet, body weight, lactation, etc.). Water consumption increases linearly as ambient temperature increases above 40° Fahrenheit such that cows require an additional gallon of water for every 10 degree increase in temperature. Additionally, lactation also directly increases the amount of water required by beef cows. The table below summarizes the daily water requirements of beef cows of several different body weights, milk production levels and ambient temperatures.

The daily water requirements of beef cows represented are estimates and water consumption varies greatly during the summer months when temperatures exceed 90° Fahrenheit. Therefore, these recommendations should be regarded as minimum guidelines.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

May 2018 Management Minute

“How Do You Evaluate New Technology?”

By Justin Waggoner, Ph.D., Beef Systems Specialist

Technology is everywhere, even in agriculture.

I am continually surprised by the number of operations that don’t use established technologies with well-documented, positive economic returns. These are successful operations, and thus I often leave the conversation thinking, “This is a good operation, how good could they be if?” On the other end of the spectrum are operations that have implemented multiple new technologies. Some technologies resulted in positive managerial and economic outcomes and some did not.

As a manager, what is your attitude toward technology? Do you critically evaluate new technology or do you dismiss new technologies with excuses like “that’s probably too expensive” or “that won’t work here” without any further evaluation?

Evaluating new technology is difficult, but technology isn’t going away. Thus, the ability to critically evaluate, implement and assess new technologies will become an increasingly important skill of a successful manager.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

April 2018 Feedlot Facts

“What’s in Today’s Feedlot Diet?”

By Chris Reinhardt and Justin Waggoner, Ph.D., Beef Systems Specialist

The commercial cattle feeding industry is incredibly diverse in many ways. A recent survey of consulting nutritionists conducted by Samuelson et al., (2016) gives us some insight into the feeding and management practices of the cattle feeding industry. This survey summarized responses from 24 consulting nutritionists that service in excess of 14,000,000 cattle annually. As expected, the primary grain used in both receiving and finishing diets was corn. However, the most commonly reported secondary grain used was wheat. The most common processing methods were steam-flaking and dryrolling. The typical grain inclusion was 60% or less for receiving diets and 34.8% of the respondents reported an inclusion of 60-70% grain in finishing diets with a range of 50-90%. The reported range in grain inclusion of finishing rations is likely attributed to the use of by-product feedstuffs. The most commonly used by-product in both receiving and finishing rations was wet distiller’s grain. Alfalfa was the most common roughage source used in receiving diets (58.5% of responses). In finishing diets corn silage was the primary roughage source used (37.5% of responses), followed by corn stalks (29.2% of responses) and alfalfa (20.8% of respondents). The majority of nutritionists in the survey recommend an energy content 0.68-0.70 Mcal/lb of Net Energy for gain and 13.4% crude protein in the finishing ration.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

April 2018 Management Minute

“It’s not Always About the Money”

By Chris Reinhardt and Justin Waggoner, Ph.D., Beef Systems Specialist

If you have an employee who seems to continually be bothering you about not being paid enough, there are usually two possibilities: 1) You’re a tightwad and you’re not paying them enough; or 2) the person is disgruntled about their role in the organization. To find out if the answer is No. 1, make a few phone calls to managers you trust in your general geography and find out what your neighbors are paying for similar jobs in your industry. If you’re within 50¢ or so per hour, then move on to answer No. 2. Some people are just better employees than others are. If this person is worth more than the ‘scale’, you had better pay more to keep them.

But “pay” can come in many forms. You can “buy” an employee’s loyalty and general job satisfaction with many perks other than another few cents or bucks per hour. Make sure your insurance, savings investment, and/or profit sharing plans are at least in line with the industry. This is especially important if this person has a family to look after. Non-monetary benefits include things like flexible time off. Those early mornings and long days are a lot easier to take if a person knows they can take Thursday afternoons off for a child’s ball game or whatever.

What about goals? Have you asked your employee what they want out of this position? They may want to move up in the organization or have opportunities for a management role elsewhere. You can be selfish about this or you can take on the role of mentor and teacher. By taking care of your employee and training them for a leadership role they will most certainly be a better employee, and will have a harder time leaving for a different job. And even if they do leave for a different opportunity, they will give such a glowing report on your leadership and team approach, you can be certain to find a good, young person to replace them.

The question you need to ask yourself is “Do you really want this person around for the long haul?” If you DO, take some time to privately evaluate your plans, and then take some more time one-on-one with this employee to find out their long-term needs and goals. If you DON’T want this person to remain in the organization, you still need to get your plans in order because after you inform this person they are not what your organization needs, you’d better have a pretty good plan set up to attract a quality person to replace them.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

March 2018 Feedlot Facts

“Body Condition Scoring: It’s About More than the Score”

By Justin Waggoner, Ph.D., Beef Systems Specialist

Body condition scoring is one of the most valuable management tools at the disposal of the cattle manager. This one number gives us a direct indication of an individual cow’s previous plane of nutrition and future reproductive capability. Although the individual body condition scores are important, we don’t necessarily manage individual cows, we manage groups of cows. Thus it is important for us to look beyond the individual scores and look at the distribution of body condition scores within the herd.

If we have a herd (Herd 1) with an average body condition score of 5 that is essentially characterized by the classic bell curve, with a few thin cows (3.5’s), the bulk of cows in the middle (4’s and 5’s) and few over-conditioned cows (7’s) everything is good. Alternatively we could have a herd (Herd 2) with an average body condition score of 5 that is essentially the result of a few thin cows (3’s) and some over conditioned cows (6’s and 7’s). Body conditioning scoring also has more value when it is done on the same group of cows at multiple times during the production year. If Herd 2 was scored at calving and had been previously scored at weaning and had an essentially normal distribution (similar to Herd 1). We need to ask ourselves what happened. Did we change anything? Although these examples are somewhat extreme they illustrate that we have to look beyond the individual body condition scores of cows at one point during the production year to get the most of body condition scoring.

A quick reference guide to body condition scoring may be accessed and downloaded at https://www.bookstore.ksre.ksu.edu/pubs/MF3230.pdf

For more information contact Justin Waggoner at jwaggon@ksu.edu .

March 2018 Management Minute

“Is Agriculture a High-Risk Occupation?”

By Justin Waggoner, Ph.D., Beef Systems Specialist

Most of you reading this are likely involved in agriculture in some capacity. Do you think of being a farmer or rancher as a high-risk occupation?

The reality is that farming and ranching is a dangerous, high-risk occupation. A 2017 report from the U. S. Department of Labor contains some staggering statistics and emphasizes the need for safety. There were 5,190 fatal work-related injuries in 2016. Additionally, this is the first time that more than 5,000 fatal injuries have been reported since 2008. In 2016, farmers, ranchers, and agriculture managers were the second greatest civilian occupation with regard to fatal work-related injuries; with 260 reported fatalities in 2016. Sales and truck drivers had the greatest number of fatal work injuries (918). The leading cause of injuries was transportation incidents (2,083). These statistics are sobering. Agriculture can be dangerous business, and many times our daily activities put us on the road hauling commodities, equipment and livestock. The need for safety in our industry is real and present; don’t be complacent about your safety and the safety of those around you.

The full report from the U.S. Department of Labor may be accessed at https://www.bls.gov/news.release/pdf/cfoi.pdf

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

February 2018 Management Minute

“Continuing Education”

By Justin Waggoner, Ph.D., Beef Systems Specialist

As a manager or small business owner, “what’s your policy on continuing education for your employees…do you have one?” If an employee comes to you and asks for time away from the operation or business to attend a three-hour seminar on a topic that is directly relevant to what he or she does would you support it? Would you pay for the seminar? Would you compensate the employee for the time away from the job? If you do not have an existing policy on continuing education, it may be something to consider. Now that millennials make up the workforce, the data clearly indicates that it is going to take more than just a steady paycheck or salary to keep them engaged. Allowing employees to attend seminars and expand their knowledge often benefits the organization. Individuals who have the opportunity for professional development reportedly experience greater job satisfaction, are more engaged and committed to the business than those who do not. Additionally, allowing your people to pursue continuing education opportunities demonstrates that the business is willing to invest in its people. If you don’t have a policy in place, give it some thought. For more information, contact Justin Waggoner at jwaggon@ksu.edu.

February 2018 Feedlot Facts

“The Basics of Mineral Nutrition”

By Justin Waggoner, Ph.D., Beef Systems Specialist

Most beef cattle producers recognize that mineral nutrition is important. However, a mineral program is only one component of an operation’s nutrition and management plan. An exceptional mineral program will not compensate for deficiencies in energy, protein or management. Additionally, the classical signs associated with clinical deficiency of a particular mineral (wasting, hair loss, discoloration of hair coat, diarrhea, bone abnormalities etc.) are not often or are rarely observed in production settings. The production and economic losses attributed to mineral nutrition in many situations are the result of sub-clinical deficiencies, toxicities and antagonisms between minerals which are often less obvious (reduced immune function, vaccine response, and sub-optimal fertility). The figure below, adapted from Wikse (1992), illustrates the effect of trace mineral deficiency on health and performance and the margin between adequate mineral status and clinical deficiency.

Many producers erroneously assume that the science of mineral nutrition is relatively complete. However, mineral nutrition is complicated and our knowledge of mineral nutrition is actually relatively incomplete. There are 17 minerals required in the diets of beef cattle. However, no requirements have been established for several minerals that are considered essential (Chlorine, Chromium, Molybdenum, and Nickel). Minerals may be broken down into two categories. 1. The macrominerals whose requirements are expressed as a percent of the total diet (calcium, phosphorous, magnesium, potassium, sodium, chlorine and sulfur). 2. The microminerals or trace minerals (required in trace amounts) whose requirements are expressed as parts per million (ppm) or milligrams per kilogram of dry matter consumed (chromium, cobalt, copper, iodine, iron, manganese, molybdenum, nickel, selenium and zinc).

Mineral status of an animal is a function of the total diet (both water and feed) and stored mineral reserves within the body. Water may be a substantial source of mineral; however the variation in water consumption, makes estimating the contribution of mineral from water sources difficult. Mineral content of forages is influenced by several factors including plant species, soil, maturity, and growing conditions. These factors, and others not mentioned, makes estimating the dietary mineral content of grazing cattle challenging. Most commercial mineral supplements are formulated to meet or exceed the requirements for a given stage of production. This ensures that deficiencies are unlikely, but providing supra-optimal levels of minerals may be unnecessary unless specific production problems exist. A mineral program does not have to be complex or expensive to be successful. Minerals are an important component of beef cattle nutrition that should not be over-looked as sub-clinical deficiencies of minerals likely contribute to more production and economic losses than we realize. For more information, contact Justin Waggoner at jwaggon@ksu.edu.