Tina Kontos Email & Phone Number

Phoenix, Arizona Area

Responsible for creating and delivering a portfolio of improvement solutions for the Phoenix and Los Angeles facilities. Coordinate with Plan Management and Production Operations teams to provide Change Management tools and techniques to achieve successful adoption and buy-in from leadership and team members. Drive business improvements by identifying opportunities and leading kaizen along with training over 210 associates.• Led twelve kaizens such as reconfigured hybrid product line to reduce cycletime by ~20%• Participated in Leadership Development workshop to train and prepare two plants for one piece flow

865 N Arizola Road, Casa Granda Az, 85122

Conducted key performance indicator development initiatives and implementation at a not-for-profit community health center with $44 million in revenue providing primary health care services to over 41,000 patients in 13 locations. Utilized Lean Six Sigma methodology for continuous improvement program for over 400 employees including training, mentoring and oversight. (Created more than 16 modules, 26 templates, 1 study guide, 1 test, and 10 examples.). Provided project management support on Electronic Health Record (EHR) implementation in close coordination with team leaders, business partners, and clinical experts. • Upgraded EHR system across 12 sites; co-led the successful adoption of new system with focus on budget management, risk mitigation and effective communication for over 400 end users. Resulted in over 90% consistency in clinical scheduling and revenue reporting.• Designed company-wide operational efficiency program using Lean Six Sigma methodology, on-site training and mentoring; realized 15% revenue increase for project and savings of $300,000 in billing and coding costs in year 1.

Phoenix, Arizona Area

Improved organizational and team performance via development and deployment of efficiency initiatives. Contributed to creating future process for risk-sharing partnership (RSP) which included evaluation of current state, communication with RSP team, and preparation of change management plan. Supported new engine development with $35 billion revenue stream over program life, while focusing on RSP and customer-value proposition. Led multiple projects to maintain solutions, increase organizational effectiveness, decrease implementation cycle time, and build emerging markets.• Coached 8 staff member with Green Belt projects that resulted in a 10% decrease in cycle time.• Reduced cycle-time by 20% and avoided legal costs of $7.5 million by improving supply chain partner relationships and focusing on RSPs. • Created multi-million dollar, non-traditional, program funding stream by organizing supplier symposiums with top global suppliers and C-Suite executives to create exchange agreements to share proprietary market data and develop future development roadmaps. • Co-led Supply Chain and Engineering Workout Team to develop processes for metrics: increased visibility of product priorities and technical issues by 75%, improved management of momentum funds and enhanced monthly program reviews. • Developed standard forecasting process for obsolescence of electrical parts, to streamline and improve forecast accuracy. Reduced process steps by 50% and reduced costly redesigns.

Phoenix, Arizona Area

Electric Power generates, converts, controls and distributes power and is an aircraft's central nervous system.Established and managed business intelligence and market research activities for a product line with $150M in annual sales. Coordinated with Sales pursuit team development of competitor landscape for $550M in opportunities which included win / loss analysis, market pricing and pursuit strategy development. Benchmarked top competitor's technology, processes and business model which included Research & Development spend and cost structure to support a strategic pursuit worth over $6B over life of program. Led development of product line's STRAP which included developing CI analysis and developing STRAP structure.

Supported Aviation Aftermarket Services (AAS) AOP and STRAP initiatives, special projects and other programs. Provide liaison between Engines Systems & Services (ES&S) and AAS enterprises. Developed, AAS sub-distributor network and sub-distribution contracts. Led strategic development of an integrated Spares strategy through Sales Tool Kit development. Led Customer Insight and Analysis Workstream for AAS Marketing Transformation. Received Bravo Silver Award for dedication and detail on recommendations. • Responsible for all marketing activities for $810M propulsion aftermarket. Developed Turboprop Overhaul Kit for Service Centers to streamline quoting and billing process by 75% and increased revenue by $3M in 2005/2006

Certified Black Belt with emphasis on DFSS and Market / Customer Research. Led, managed, trained, and mentored multiple green belt teams. Six Sigma focal for Integrated Electronics Systems site leadership -- provided coaching to leaders, managed certifications & acted as Six Sigma change agent. Mentored green belt projects with total business impact over $420,000 and cycle time reductions of 40 % for over 90 people. For example, updated obsolescence management process for over 35% cycle time reduction. Member of Six Sigma core team which trained over 1000 engineers in DFSS seven / eight day course within one year

Led the after-market proposal effort for Product Support and New Products multi-business unit proposals (over $200,000) worldwide. Led executive team to pursue short-term growth opportunities. Developed processes to proposal activities to centralized location for faster turnaround time and provided aftermarket focal point for Marketing.

London, United Kingdom

Managed the aftermarket for the European Regional Business Unit (ERBU) with total revenues of $53 million for the region. The aftermarket support business includes R&O services, Exchange and Rental Programs, Long-term Maintenance agreements, Warranty Administration and Franchise / Subcontract agreements. Managed team of three in Business Development andrefurbished equipment. Provided program management on maintenance contract and negotiated $2M per year global agreement for largest customer with sixty-two aircraft in six countries. Improved reliability figures for six products by developing enhanced exchange process, increasing exchange pool locations, increasing repair locations and developing financial charges. Developed & negotiated long-term maintenance agreement with airlines which varied from $10K to $1M; provided financial analysis & developed pricing to ensure profitability. Negotiated franchise and subcontract contracts, SRU exchange agreements with airlines, and agents agreements for maintenance support.

Selected for a three year leadership program composed of assignments across various disciplines. The purpose of the program is to maintain and improve its leadership role in avionics. Assignments included Alliance Manager, Helicopter Applications / Program Manager, Systems & Hardware Engineer

Masters, Business Of Administration

Bachelor'S Of Science, Electrical Engineering