Applying Lean Thinking Globally: Lessons from Intel's Manufacturing Excellence

In today's competitive global marketplace, organizations face increasing pressure to deliver exceptional value while managing costs. But how do successful companies maintain operational excellence across diverse cultures and geographies? Last week, I had the privilege of speaking with Nix Juban, a seasoned Lean Six Sigma Black Belt and senior technical leader at Intel with 25 years of experience spanning multiple countries.

Why This Matters for Everyone

The challenges Nix faces at Intel – ensuring consistency across seven manufacturing plants with thousands of employees across Asia and Costa Rica while making capital equipment decisions worth hundreds of millions of dollars – might seem far removed from your daily operations. However, the core principles she applies are universally relevant, whether you're running a winery, managing a dental practice, or leading a student organization.

As Nix put it: "The biggest and most important part is understanding the process. I look at things as business process problems, not equipment problems." This perspective shift is the foundation of improvement work across any industry.

The Framework: People Before Process Improvement

"Before you make products, you make people," Nix emphasized, referencing Toyota's philosophy. This principle fundamentally changes how we approach improvement:

1. Cultural Foundation First: Before implementing tools, ensure stakeholders share a common "lean lens" for identifying waste and variation.

2. Common Language: Whether working across departments or countries, establish shared terminology and standards for discussing problems.

3. Respect for Local Context: While standardizing processes, Nix noted the importance of respecting local cultures and adapting approaches accordingly.

One of the most striking insights was how Nix navigates cultural differences at Intel: "We keep forcing people to speak English, but sometimes English doesn't translate well... We need to make sure we all agree on a standard for talking about problems while respecting each local culture."

Practical Application: Tools That Transcend Industries

When asked which tools provide the most value regardless of industry, Nix identified three that she consistently applies across contexts:

• SIPOC: To clearly map process boundaries and stakeholders

• Cause and Effect (Fishbone) Diagrams: To systematically analyze potential root causes

• FMEA (Failure Mode and Effects Analysis): To anticipate potential issues before they occur

What's particularly powerful about these tools is their versatility. "I use them for anything from my personal stuff to business," Nix explained. "Every time I put it up and use it, it looks complicated, but it has helped me tremendously."

While teaching green belts, Nix found that only about 5% continue practicing the full methodology, but approximately 50% continue using individual tools that add significant value to their organizations.

Driving Business Value Through Process Thinking

What keeps Nix up at night isn't technical challenges but ensuring her work delivers concrete business value. "What adds value is keeping this business not only afloat but competitive. How do I bring the cost down? How do I make sure we deliver what we promise?"

This business orientation is especially relevant as Intel faces increasing market pressure. "The last 5 years we have been trailing, and the last 3 years we have been reducing headcount," she shared candidly. "I use my lean tools to identify what adds the most value."

Her advice to students was direct: "Don't pick anything funny and easy. Pick something that will drive the biggest bang for the buck for that business."

Call to Action

No matter your industry or role, you can apply these principles:

1. Register for our monthly Central Coast Lean Coffee discussion on practical implementation at https://www.purpose-ccl.org/lean-coffee

2. Get your 7 Habits on at: https://www.purpose-ccl.org/ccl-events

3. Join us at the upcoming Future of People at Work (FPW) Symposium to continue these discussions on global lean implementation: www.fpwork.org

4. Apply at least one lean tool to a current challenge, even if you're not in a formal improvement role

This post was developed through a synthesis of Nix Juban's interview with Cal Poly's ITP 303 Lean Six Sigma Green Belt class on May 14, 2025, with synthesis support from Claude AI. Content represents the ongoing work of Central Coast Lean, an organization committed to operational excellence through education, networking and facilitating the exchange of ideas and practices.