ne of the legends of the U.S. technology industry, Intel Corp. has come a
long way since its founding in 1968, by Robert Noyce and Gordon Moore,
as a manufacturer of memory chips. Today, Intel is a $59 billion maker
of processors, memory, field programmable gate array technologies, and
software for the cloud, data centers, personal computing products, autonomous vehicles, communications devices, and connected devices in the emerging Internet
of Things market.
Intel’s manufacturing footprint includes nine production sites, which are located in Ire-
land, Israel, New Mexico, Arizona, Oregon,
China, Vietnam, and Malaysia. In these
factories, the company makes well-known
brands such as Xeon, Core, Celeron, Penti-um, Atom, and Quark processors.
In our latest Dialogue with a manufacturing industry thought leader, Intel’s Dr. Ann
Kelleher, Corporate Vice President and General Manager, Technology and Manufacturing Group, talks with Executive Editor Paul
Tate about her role in strategic planning for
the company’s worldwide manufacturing
operations, Intel’s emerging business with
the Internet of Things, and the challenges of
smart decision-making in a data-intensive
Q: What excites you about your role at
A: Honestly, what excites me is being part of
the manufacturing organization, which is
the most advanced manufacturing organization in the world. We make the products
that are powering the technology moving
forward within the world – data center and
PC technology, memory, and more. Equally so, our manufacturing sites are very advanced as is our end-to-end supply chain.
And it’s not just making the products, but
getting the products into the hands of customers that enables us to change the world.
Our vision is that if it’s smart and connected, it works best with Intel.
Q: With such a broad scope, I presume
there are a fe w challenges. What still
keeps you awake at night?
A: The good news is I sleep very well. When
I look at the challenges we’re facing, the
good news is we have a rapid rate of technology change which we are powering. The
issue is: how do you harness the advantage
of that back into our manufacturing and
back into our supply chain so that we enable ourselves to deliver in the most cost-effective and efficient manner?
Q: What would you specifically point to
as being some of the difficulties of mak-
ing the most efficient and cost-effective
A: Sure. I’ll break it down into a couple of
parts. First of all, I’ll come at it from the
supply chain. We have large amounts of
data. We’re data-rich, but the technol-