Lean Six Sigma Is How Mondelēz Solves Problems at Every Level of the Supply Chain

Thursday, June 18, 2026

Leslie Peters leads continuous improvement initiatives across Mondelēz International’s supply chain, bringing a systems-minded approach to reducing losses and improving process reliability. In this Q&A blog, Leslie explains how IL6S (Integrated Lean Six Sigma) delivers visibility, empowers teams at every level, and transforms everyday problem solving from the shop floor to cross-functional collaboration.

Tell us something about yourself and your journey at Mondelēz International.

I joined Mondelēz International with a passion for making things work better, whether that's a production line, a process, or the way a team collaborates. Over the course of my journey here, I've had the opportunity to work across different areas of our supply chain, which has given me a deep appreciation for how interconnected everything is from raw materials to the finished products our consumers love. What drew me to this company, and what keeps me motivated, is the genuine commitment to continuous improvement. It's not just a slogan here; it's how we operate every single day.

What does your involvement in the IL6S project look like on a daily basis, and which areas of the supply chain are you most engaged with?

No two days are the same, which is part of what makes this role so dynamic. On a typical day, I might be facilitating a Kaizen workshop with a cross-functional team in the morning, reviewing loss analysis data at midday, and coaching colleagues on CI tools in the afternoon. I work closely with manufacturing operations looking at yield losses, waste reduction, and process optimisation but I'm also engaged with quality and food safety teams on root cause analysis, and with logistics on process standardisation. The beauty of IL6S is that it touches every part of the supply chain, so collaboration across functions is constant.

In your opinion, what is the biggest value that IL6S brings to the way we operate within Supply Chain?

For me, it comes down to two things: visibility and empowerment.

IL6S gives us the granularity to see exactly where our main losses are occurring, whether that's in yield, downtime, or waste and it provides a structured methodology to address them. But beyond the data and the tools, the real value is in how it empowers people. Every colleague, regardless of their role, is encouraged to identify inefficiencies and implement their own solutions. That combination of rigorous analysis and human creativity is what drives sustainable results.

How has working with Lean Six Sigma methodologies influenced your approach to everyday tasks and problem solving?

It's fundamentally changed the way I think. Before IL6S, I might have relied on intuition or experience to solve a problem. Now, I instinctively reach for data first. Whether it's a minor process hiccup or a major quality concern, I follow a structured approach, define the problem, measure the impact, analyse the root cause, implement a solution, and then control it to make sure it sticks. Tools like SPC, CAPA processes, and loss analysis have become second nature. It's made me more disciplined, more objective, and ultimately more effective, not just at work, but in how I approach challenges in general.

How do teamwork and employee engagement contribute to the success of IL6S within our operations?

IL6S simply cannot succeed without engaged people working together. The methodology provides the framework, but it's our teams who bring it to life. When colleagues actively participate in daily management meetings, share observations from the shop floor, and feel safe to challenge the status quo, that's when real improvement happens. I have seen some of our best innovations come from operators who spotted a pattern no one else had noticed. The culture of open communication, mutual respect, and shared ownership is what turns a good improvement programme into a truly transformational one.

What would you tell someone who has just joined the company and wants to understand how our culture of continuous improvement works within Supply Chain?

I'd say three things.

• First, be curious - ask questions, observe processes, and never assume something is done a certain way "just because."
• Second, get involved early - attend the daily briefings, volunteer for improvement projects, and don't wait until you feel like an expert. You'll learn by doing.
• And third, know that your voice matters - continuous improvement at Mondelēz isn't driven from the top down alone. It's built on the idea that every person, at every level, has the ability to spot a loss and the empowerment to fix it. The IL6S journey is progressive, and every contribution - no matter how small, moves us forward.

Welcome aboard, and don't be afraid to challenge the way things are.