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Robust Process Control at Cerestar's Refineries

Author

Listed:
  • Kumar Rajaram

    (Anderson Graduate School of Management, UCLA, Los Angeles, California 90095, USA)

  • R. Jaikumar

    (Graduate School of Business, Harvard University, Cambridge, Massachusetts 02138, USA)

  • Franz Behlau

    (Cerestar Benelux BV, Nijverheidsstraat 1, 4551 LA, Sas Van Gent, The Netherlands)

  • Frans van Esch

    (Cerestar Benelux BV, Nijverheidsstraat 1, 4551 LA, Sas Van Gent, The Netherlands)

  • Corrie Heynen

    (Cerestar Benelux BV, Nijverheidsstraat 1, 4551 LA, Sas Van Gent, The Netherlands)

  • Ralph Kaiser

    (Cerestar Deutschland GmbH, Dusseldorfer Straße 191, D-47809 Krefeld, Germany)

  • Albert Kuttner

    (Cerestar Deutschland GmbH, Dusseldorfer Straße 191, D-47809 Krefeld, Germany)

  • Izaak van de Wege

    (Cerestar Deutschland GmbH, Dusseldorfer Straße 191, D-47809 Krefeld, Germany)

Abstract

With annual sales of over $2 billion, Cerestar is Europe's leading manufacturer of made-to-order wheat- and corn-based starch products. Cerestar relies on refineries that are highly automated and require large fixed investments. Starting in 1993, we developed Robust Process Control (RPC) to increase average throughput and reduce throughput variation by combining engineering principles with OR/MS techniques. RPC includes a mathematical-programming model to reduce downtimes due to product switchovers, models for process optimization, and dynamic control models for process-flow synchronization. Cerestar implemented the resulting decision support system at eight refineries in six countries. It has increased average daily throughputs by 20 percent and reduced average throughput variation by 50 percent. Concomitantly, the refineries have reduced their consumption of supplies and utilities. In addition to over $11 million in annual benefits, RPC has had major strategic and organizational impact.

Suggested Citation

  • Kumar Rajaram & R. Jaikumar & Franz Behlau & Frans van Esch & Corrie Heynen & Ralph Kaiser & Albert Kuttner & Izaak van de Wege, 1999. "Robust Process Control at Cerestar's Refineries," Interfaces, INFORMS, vol. 29(1), pages 30-48, February.
    • Handle: RePEc:inm:orinte:v:29:y:1999:i:1:p:30-48
    DOI: 10.1287/inte.29.1.30
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    Citations

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    Cited by:

    1. Peter C. Bell & Chris K. Anderson & Stephen P. Kaiser, 2003. "Strategic Operations Research and the Edelman Prize Finalist Applications 1989--1998," Operations Research, INFORMS, vol. 51(1), pages 17-31, February.
    2. Patrik Flisberg & Mikael Rönnqvist & Stefan Nilsson, 2009. "Billerud Optimizes Its Bleaching Process Using Online Optimization," Interfaces, INFORMS, vol. 39(2), pages 119-132, April.
    3. Suresh Muthulingam & Suvrat Dhanorkar & Charles J. Corbett, 2022. "Does Water Scarcity Affect Environmental Performance? Evidence from Manufacturing Facilities in Texas," Management Science, INFORMS, vol. 68(4), pages 2785-2805, April.
    4. Rajaram, Kumar & Robotis, Andreas, 2004. "Analyzing variability in continuous processes," European Journal of Operational Research, Elsevier, vol. 156(2), pages 312-325, July.
    5. Felipe Caro & Kumar Rajaram & Jens Wollenweber, 2012. "Process Location and Product Distribution with Uncertain Yields," Operations Research, INFORMS, vol. 60(5), pages 1050-1063, October.
    6. Akkerman, Renzo & van Donk, Dirk Pieter, 2007. "Product prioritization in a two-stage food production system with intermediate storage," International Journal of Production Economics, Elsevier, vol. 108(1-2), pages 43-53, July.
    7. Peter C. Bell & Chris K. Anderson, 2002. "In Search of Strategic Operations Research/Management Science," Interfaces, INFORMS, vol. 32(2), pages 28-40, April.

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