Facility Closing And Reorganization Costs (Approved Plans And Related Charges) (Details) (USD $)	3 Months Ended
	Mar. 31, 2012	Mar. 31, 2011	Mar. 31, 2012 Functional Realignment [Member]	Dec. 31, 2010 Department Realignment [Member]	Mar. 31, 2011 Organization Optimization Initiative [Member]	Mar. 31, 2012 Fresh Dairy Direct [Member]		Mar. 31, 2011 Fresh Dairy Direct [Member]		Mar. 31, 2012 Fresh Dairy Direct [Member] Functional Realignment [Member]		Mar. 31, 2012 Fresh Dairy Direct [Member] Organization Optimization Initiative [Member]		Mar. 31, 2011 Fresh Dairy Direct [Member] Organization Optimization Initiative [Member]		Mar. 31, 2012 Fresh Dairy Direct Facility Closures [Member]	Mar. 31, 2012 Fresh Dairy Direct Facility Closures [Member] Facility Closure [Member]	Mar. 31, 2012 Morningstar [Member]		Mar. 31, 2012 Morningstar Facility Closure [Member]	Mar. 31, 2012 Corporate [Member]	Mar. 31, 2011 Corporate [Member]	Mar. 31, 2012 Corporate [Member] Department Realignment [Member]		Mar. 31, 2011 Corporate [Member] Department Realignment [Member]		Mar. 31, 2012 Corporate [Member] Organization Optimization Initiative [Member]		Mar. 31, 2011 Corporate [Member] Organization Optimization Initiative [Member]		Mar. 31, 2012 Minimum [Member] Functional Realignment [Member]	Mar. 31, 2012 Maximum [Member] Functional Realignment [Member]
Restructuring Cost and Reserve [Line Items]
Closure of facilities						$ 817,000	[1]	$ 1,081,000	[1]									$ 3,387,000	[2]
Severance costs												(17,000)	[3]	1,491,000	[3]								(44,000)	[4]	2,971,000	[4]	(657,000)	[3]	5,100,000	[3]
Severance costs, asset writedowns and other related costs										25,336,000	[5]
Total	28,822,000	10,643,000				26,136,000		2,572,000													(701,000)	8,071,000
Charges incurred to date				5,400,000	24,200,000												55,800,000
Expected costs																$ 1,200,000				$ 500,000											$ 3,000,000	$ 7,000,000
Reduction of workforce			120	75	300

[1] These charges in 2012 and 2011 primarily relate to facility closures in Newport, Kentucky; Baxley, Georgia; and Florence, South Carolina, as well as previously announced closures. We have incurred $55.8 million of charges related to these initiatives to date. We expect to incur additional charges related to Fresh Dairy Direct facility closures of $1.2 million, related to shutdown and other costs. As we continue the evaluation of our supply chain, it is likely that we will close additional facilities in the future.

[2] These charges in 2012 relate to workforce reduction costs and asset write-downs associated with the announced closure of our Sulphur Springs, Texas cultured production facility. We expect to incur additional charges related to this facility closure of $0.5 million, related to shutdown and other costs.

[3] In the first quarter of 2011 we initiated a significant cost reduction program that was incremental to our other ongoing cost-savings initiatives. This initiative was focused on permanently removing costs out of our business through organizational and corporate departmental redesigns, driven by process simplification and standardization, centralization of activities and reorganization to drive growth in our core customers and categories. As part of this program, we eliminated approximately 300 corporate and field positions during 2011. The charges recorded during the three months ended March 31, 2011 relate to workforce reduction costs associated with the first tranche of this program and include costs associated with eliminating the position filled by our then President and Chief Operating Officer. We have incurred $24.2 million of charges related to this initiative to date, and we do not expect to incur any material additional charges related to this plan going forward.

[4] Charges relate to workforce reduction costs associated with a multi-year cost reduction plan aimed at centralization and process improvement, as well as business unit and functional organization redesigns. The plan was implemented during the fourth quarter of 2010 and resulted in the elimination of approximately 75 positions as each function reorganized its processes in line with peer comparisons and internally developed functional blueprints as approved by an executive operating team. We incurred total charges of $5.4 million related to this initiative and do not expect to incur any additional charges going forward.

[5] During the first quarter of 2012, our management team reassessed our company-wide strategy, resulting in a shift in focus to deploying our capital and strategically investing in the value-added segments of our business. With this new strategy, our goal is to invest our strategic capital primarily in those initiatives that yield higher returns over shorter time frames. In connection with this change, our management team approved a cost reduction plan that is incremental to any other prior cost savings initiative. This initiative is focused on aligning key functions within the Fresh Dairy Direct organization under a single leadership team and permanently removing costs from the Fresh Dairy Direct organization as well as certain functions that support this segment of our business. We eliminated approximately 120 corporate positions throughout the first quarter of 2012 under this initiative. Charges recorded during the three months ended March 31, 2012 are related to workforce reduction costs, the write-down of certain information technology assets and costs associated with exiting other commitments deemed not necessary to execute our new strategy. We expect to incur additional charges under this initiative ranging from approximately $3 million to approximately $7 million, primarily related to lease termination costs and the disposal of certain leasehold improvements.