Dairy Turnkey Project

The advanced technology from brands including APV, Anhydro, Gerstenberg Schröder and Seital mean ZHM has leading capability in the supply of complete lines for the production of high quality milk powders from skim milk and buttermilk. The processing plant is designed and manufactured to customers’ specific requirements based on ZHM’s long experience and proven capability in this area.
Efficient separators and plate heat exchangers are used for pre-treatment of the milk and cream and the butter maker produce high quality butter and butter milk. The skim milk/butter milk is heat treated prior to evaporation and a homogenizer feed the concentrate to the spray dryer to produce the milk powder. A complete range of ZHM centrifugal pumps and valves further help ensure efficient and effective processing. The breakthrough ZHM Cavitator may also be used to reduce the viscosity and improve the microstructure of the milk concentrate enabling higher solids feed to the dryer and enhanced drying performance. It uses powerful shockwaves produced by the collapse of generated micro bubbles in a controlled cavitation field and is just one example of ZHM’s innovations for optimizing dairy plant efficiency.


At ZHM, our focus is on meeting the needs of a growing world. We bring to market solutions that benefit society, while delivering value-added, bottom-line business results to customers across three broad-based categories:

Food and Beverage

The Taste of Success

A growing world requires more food. At the same time, New Entrepreneur to seek food processing technologies and other solutions to help cope with rising transport costs, increased government regulations, food safety concerns and changing consumer tastes.

ZHM Group, we understand the market drivers, trends and obstacles impacting the food and beverage industry Integrating with Streamline cooperation of our world Reputable Machinery.

Customer-centric Solutions

From rugged flow control valves to a wide range of integrated food processing equipment, we provide solutions to help customers improve process performance and profitability ― and respond quickly to changing consumer and market demands.

ZHM Group solutions, which include some of the industry’s leading product brands, are designed for long-lasting reliability and low maintenance. Engineering excellence and stringent quality control help ensure they comply with the highest international standards for hygiene.

Process technology expertise, custom engineering and continued research and development also help us deliver solutions that respond to the environmental, regulatory and other issues faced by our customers.


The project management for any contract entered between ZHM and the client will be carried out by a project manager.

The project manager is responsible for the project being executed in a proper technical way, both quality and time wise.

The project manager will work out time and procurement schedules for the project including time of shipments.

The project manager will be responsible for all the correspondence between the client and ZHM and will once a month or week issue a progress report to keep both the management of the client and ZHM posted on the implementation of the project based on the project is a medium scale or large.

The project manager will be responsible for the invoicing of the shipments and services to the client.

The project manager will be responsible for the installation of the machinery and equipment and will during the installation period have a supervisor stationed at the site, who will supervise the erectors and coordinate the installation. Further, the supervisor will hold regular site meetings to monitor the progress.

The project manager will arrange the taking-over tests upon completion of the installation and will be responsible for all contractual obligations from the time of award of contract to completion of guarantee period.

The project management will be ended upon a successful completion of the project by signing a project completion document evident the complete satisfactory outcome and should have the admiration for a the great deal of his successful intervention.

We are thankful to all the concern for helping us even with a single word if the same is for the welfare the entire project management.


The supply of mechanical Software services as regard drawings, documentation, and other technical information comprises the following main functions:

  • Preparation of principle proposals for machinery lay-out
  • After approval of our approached preliminary conceptual design by the Client, we provide the final design of flow sheets
  • Machinery lay-outs, and detailed pipe diagrams for product, and service pipe systems
  • Preparation of all detailed working drawings, necessary for the erection and installation of the machinery and equipment delivered.

The scope of supply of the above services, e.g. the number of drawings and the degree of details on the individual drawings, generally decided by us, on which shall consider the actual requirements.

If the Client wishes to have further drawings or documentation, we can

supply this at a negotiable price.

Respondents to the Latest Plant Engineering and Maintenance identified six important, high-level findings impacting the manufacturing industries today:

  1. Maintenance strategies:Seventy-eight percent of manufacturing facilities follow a preventive maintenance strategy; 61% use a run-to-failure method and 59% use a computerized maintenance management system (CMMS).
  2. Shutdown schedule:Standard and specialized production machinery are generally shutdown only once or twice each year for scheduled maintenance, while material handling equipment is typically shutdown on a quarterly or monthly basis.
  3. Unscheduled downtime:The leading cause of unscheduled downtime within respondents’ facilities remains aging equipment (42%), followed by operator error (19%) and lack of time (13%). Some facilities plan to upgrade their equipment and improve/increase training in an effort to decrease downtime.
  4. Training:Maintenance teams are mostly trained on safety (81%) and basic electrical (70%) and mechanical skills (66%). Other types of training include motors, gearboxes, bearings (58%) and lubrication (56%).
  5. Technologies:The most common technologies facilities use to monitor/manage maintenance are CMMS (53%), in-house spreadsheets/schedules (52%), and paper records of maintenance reports (39%).
  6. Outsourcing:The average facility outsources 19% of their maintenance operations, and the leading factors are lack of time/manpower and lack of skills among current staff.

Installation and Supervision

The installation of the machinery and equipment comprises the following main


  • Complete supervision of all the machinery supplied by us
  • Complete supervision of the piping systems supplied by us
  • Complete supervision of the electrical equipment supplied by us

The above mentioned services shall be carried out by ZHM’s installation

Supervisors with the assistance of a labour force.

The cost for the local labour force whatsoever will be under the contract.

Total time for installation is calculated to 2 months for any project of approx. Out capacity within 100MT per day based on 24 hours. 1 main machinery Engineer will continuously be at site for full time any prolongation without the control of ours should be on the Client expenses.

The charges in connection with any prolongation of the supervision to be agreed upon 10 working hours per day – each 6 days a week.

Commissioning and Training

Commissioning and Start-up:

Start-up of the plant takes place immediately after the installation has been

completed and may comprise, e.g.:

  • Test runs with water and/or product and/or other media and materials
  • Taking-over test(s)

We shall supply the required number of specialists to undertake the starting-up of the plant, which must take place with assistance of the local staff, attached to the plant.

The Client shall provide and pay for lubricants, fuel, water, electricity, detergents, and material of all kinds required for the start-up procedure. The taking-over test(s) if any, shall be carried out in the presence of the Client and ZHM or their authorized representatives.

Test Facilities and Innovation Centers

We can help you make sure that new plant investments payoff!

The ZHM GROUP Innovation Centers leverages the extensive industry experience and expertise of a permanent staff of food technologists, process engineers and production engineers together with knowledge gained over many years to contribute actively to all types of development, testing and application of ZHM GROUP equipment, systems and processing lines. All facilities and services are designed to provide added value by minimizing waste and energy requirements, or by converting commodity ingredients into new, competitive products.

Services and assistance provided in the following ways:

  • General advice and guidance in connection with test planning
  • Suggestions of plant and equipment most suited to achieve the ultimate concept and objective
  • Booking of test facilities and, if required, our experts and technician’s intervention
  • Product and process development
  • Test of high-risk projects prior to order
  • Troubleshooting of processes flow, applications and products
  • Product quality and yield optimization
  • Development and test of new recipes
  • Assistance with product analyses in a laboratory
  • Practical and theoretical training courses and seminars
  • Pilot and full production plant rentals for trials on your own premises
  • Scale-up of results for commercial plants

Trial Running

Commissioning and start-up is the final step before production runs in a processing plant. AMG, Inc., is uniquely poised to perform commissioning and start-up and the accompanying trouble-shooting and problem-solving activities, whether as part of a design/build project or as a final step in an ongoing project. Essential tasks include:

Commissioning & start-up preparation

Understanding that each project/process is unique, the AMG, Inc., staff takes the following approach:

  • Meet with client to determine specific needs & concerns
  • Create a customized checklist based on the client’s needs
  • Assemble all information collected during the project’s planning, design, & construction
  • Sort project data from the Intelligent P&ID design database into the appropriate areas:
  • Equipment
  • Piping
  • Valves
  • Instrumentation

System sterility

nitially, a system is sterilized by direct injection of low-pressure steam. Equipment, piping, and sterile barrier surface temperatures are checked and documented.

When necessary, a sterility challenge is performed. The system is inoculated with sterile media, and bacteria growth is monitored for several days. If contamination occurs, the system is completely disassembled and inspected to identify the root cause.

Sometimes, the system later shows evidence of contamination after a successful sterility challenge. AMG, Inc., can be called in to identify the source of contaminants and suggest actions that will prevent future contamination.

What can cause repeated contamination of a previously sterilized production system? Examples include:

  • Equipment design or maintenance
  • Staff procedures or practices
  • Stainless steel integrity
  • Sterilizing equipment failure
  • Clean-in-place equipment failure
  • Building contaminants, such as airborne particulates & organisms


In industrial marketing, there are two ways in which services are provided to their customers: 1. Guarantee, Warrantee and After Sales Services 2. Technical Assistance and Involvement.

A service is any act or performance that one party can offer to another that is eventually intangible and does not result in the ownership of anything. Its production may or may not be tied to a physical product.

When a service is completed, the customer is not left with a tangible product but rather with feelings – satisfaction, frustration, disappointment, anger and so on.

The unique selling proposition is shifting from care product feature to value-added services accompanying the product. There may be a few exceptions where the state-of-the-art technology could be offered as an unique preposition to the customers. Competitors would soon catch up on the technology.

Hence the ‘pioneer’ company, which launched a product innovation, has to depend on the service factor when the ‘followers’ are in hot pursuit in dynamic markets. Whether the individual organisation is selling CNC lathes, machines tools, braking system or tyres, there is scope to improve the service factor on several dimensions apart from the product promise.

In this era of marketing where differentiation is hard to achieve, the service factor may be the deciding factor in the minds of the customers.

Industrial marketing theory and practice developed initially was in connection with physical products. Yet service over the years has gained tremendous potential as a marketing weapon or tool. Providing services by the industrial marketing team involves time and effort on behalf of the organisation. Hence the organisations have to plan the service strategy well ahead in order to delight the customers and at the same time not erode the bottom line of the company.

In fact, one of the primary differences between a consumer product and an industrial product is that the service component is more in the latter and hence cannot be overlooked.

Last year ITC foods division, based in Bangalore became more active in the branded packaged foods market. The suppliers to this division are the farmers who grow agricultural products. The company examined a network distribution service for the farmers – a two-way sourcing and distribution system for them in remote villages. This is a computer network service called ‘E-chaupal for the farmers to know the market price and sell their products to ITC.

In industrial marketing, there are two ways in which services are provided to their customers:

1) Guarantees, warranty and after sales services which is standardized for all customers and

(2) Technical assistance, improvement in new product development etc. which depends on the type of customers.

1. Guarantee, Warrantee and After Sales Services:

All industrial marketers are legally responsible for fulfilling a buyer’s normal or reasonable expectations.

Many industrial marketers go further and offer guarantees, general assurance that the product can be returned if its performance is unsatisfactory. For example Acer offers a guarantee of 97% uptime for its servers. Guarantees work best when the terms are clearly stated without loopholes. The customer should find them easy to act upon and the company’s redress should be swift. Otherwise it will lead to customers being dissatisfied.

Guarantees are most effective in two situations. The first is where the company and/or the product is not well known. The second situation is where the product’s quality is superior to competition. For example, IBM Think Pad Laptops. Here the company can gain by guaranteeing superior performance because it knows that competitors cannot offer the same guarantee.

Apart from guarantees and warranties, industrial marketers are turning more towards after sales service support. Large organizations have either outsourced this operation or have a separate department called the customer service department. This department ensures that the relevant personnel are contacted in the organisation and service provided or at times technical people capable of handling the services are recruited.

2. Technical Assistance and Involvement:

As discussed earlier in the industrial market, service now serves as a tool for differentiating the product offering. When a customer goes in for a new product development, it requires the assistance of key supplies.

Before Hero Honda launched Ambition, a 130 CC bike, it had the complete support of its suppliers. The piston, rings, blocks etc. have been sourced from Indian suppliers. They provided support to Hero Honda and worked with them to make sure that the materials that went into the manufacture of these components would reduce friction to a minimum. The industrial suppliers work with the customers much before the product is launched and this forms a part of the service they provide.

These types of services that they provide are non-standardised since it differs from customer to customer.

For example, Pidilite Industries are the makers of the Fevicol brand of adhesive whose customers are the carpenters. The sales force approach them directly, not only to market the product but also to provide technical tips. ‘Fevicraft’ is a bi-monthly magazine which displays various furniture designs to help the carpenters. This is just a service to keep in touch with the customers. Such services are also termed as non-standardised.

Some organisations provide such services on a continuous basis without any change to the customer but to maintain a relationship or to differentiate their product offerings. There are instances where companies try to make more money on the services they provide. Auto dealers today make most of their profit financing, insurance and repair services, as compared to selling automobiles.

Here are some ways in which manufacturers can create service business:

(1) Repackaging:

Its product into a system solution rather than just selling only its products, the industrial firm can enable these products into service programmes that meet more of the customer’s needs. Thus, a service-minded fertiliser company can offer to customise the fertilizer for each individual farm and even spread the fertiliser with its own equipment.

(2) Offering to manage other companies physical facilities:

A major growth area is contract management of such facilities as buildings, corporate houses, data processing centres and so on. A real estate or a corporate construction company can now offer to maintain the buildings, built to house small and large corporate houses. The maintaining of the front grass facade, the lightings, air-conditioners etc. maintenance, the beautification of the interiors of the offices are all taken care of by such an enterprise on a contract basis for profit.

(3) Selling financial services:

Equipment companies often discover that they can profit from financing the customer’s purchases. TVS group of companies have under them many companies manufacturing auto components and parts. Today they have ‘Sundaram Finance’, a finance wing selling financial services.

(4) Moving into distribution services:

Manufacturers can own and operate retail outlets for their products. Gokuldas is essentially a clothing manufacturer. They now operate a series of clothes chains called ‘Weekender’. Many manufacturers also have opened factory outlets like KSDL (Karnataka Soaps and Detergents Limited), Mysore Lamps had opened an outlet though within factory premises.