page 1/12 dinakar murthy krishna +91 99720 16873 dinakar ... · 2013 onwards: senior assessor...

/12 Dinakar Murthy Krishna

+91 99720 16873

[email protected]

Bengaluru, India September 20

Inspiring people and teams to consistently perform, innovate, transform, and achieve amazing

outcomes in companies, is my passion. I have first visualised my Entrepreneurship Career and

then my Corporate Career, both with a summary of highlights, and then their details.

Methodology

Developing a solution followed

by handholding during

implementation and reviewing

the progress regularly.

Customising and delivering the

content for the context and the

desired outcomes using the

Socratic Method.

Assessing the current level of

excellence based on EFQM

model and suggesting the way

forward using my experience.

TOPICS

Sales (Revenue) Growth

Business Process

Improvement

EBIDTA Improvement

OTIF Delivery Improvement

Process and Quality

Improvement

Productivity and Throughput

Improvement

Project Delivery Improvement

Business Development

Leadership Development

Product Cost Reduction

Project Management

Supply Chain Optimisation

Value, Mission, Vision and

Strategy

Business Health Check

Excellence Assessment

Professional Development

Sustainable Profitable Growth

SECTORS

Automotive Components, High

Precision Manufactured

Components, Non-Ferrous

Foundry, Capital Goods,

Corporate Gifting, Mechanical

Engineering, Engineering

Projects, Wood working.

Automotive Components,

Construction, Electrical

Equipment, Fast Moving

Consumer Goods, Glass Fibre

Textiles, High Precision

Manufactured Components.

Cement Production, Electronic

Manufacturing Services,

Ferrous Foundry, Healthcare,

Heavy Engineering,

Horticulture, Hospitality,

Marketing and Trading, NBFC,

Stationary Production, Utilities

Services.

doHow®

Inclusive solution development,

prototyping and organisational

learning

Periodic delivery of cognitive,

affective, and psychomotor

learning content

Quick inclusive situation

appraisal with common

understanding

doHow® (P9/12), invented by me, is a Socratic Methodology for Thinking Progressively and

evolving an Agile Mindset, in large groups.

https://www.linkedin.com/in/dinakarmurthykrishna/tel:+917022716873mailto:[email protected]


+91 99720 16873

[email protected]


During my corporate career spanning almost 27 years, I had the opportunity to work in diverse

roles in all the hierarchy levels, covering project, line, and staff functions, in different locations,

leading and managing people from different cultures. In all my roles, I drove change, especially

a change in mindset, while acquiring these competencies, which serve as my backbone.

• Global (EU-AM-AP) Leadership Skill

• Business and Operational Excellence

• Policy Deployment and Hoshin Kanri

• Business Intelligence and Data Analysis

• Function/Cost and Contribution Margin Analysis

• Technical/Organisational Problem Solving

• Strategic Thinking and Leveraging Conflicts

• Transformation and Change Management

• Lean Manufacturing and Theory of Constraints

• Daily Works Management with Visualisation

• Early Warning System for Closed Loop Control

• Standard Operations and Management Reviews

• Employee Development and Succession Planning

• High Performance Teambuilding with Agile or

Growth Mindset

• Mentoring, Coaching, Facilitating and Training

Professional Lectures/Achievements and Education

2017 Onwards: Fellow of the Institution of Engineers (India) and Inventor of doHow® Methodology

2013 Onwards: Senior Assessor CII-EXIM Bank Business Excellence Award (EFQM Model)

2002 Onwards: Lectures on Entrepreneurship Development, Knowledge Management, Leadership,

Manufacturing, etc. in English and German at industry events/conferences and educational institutions.

1986: Bachelor of Engineering (Industrial Production) at BMS College of Engineering, Bangalore, INDIA

Personal Details

Date of Birth: February 10, 1964 | Place of Birth: Bengaluru, India | Nationality: Indian

Languages: Kannada, English, Hindi, German and Portuguese (Brazilian)

Marital Status: Married: | Wife: Usha Dinakar, Artist | Daughter: Madhuri Dinakar: Water Engineer

Location Preference: Any location that uses the languages I already know.

Services Website: https://dinakarmurthy.com | Product Website: https://dohow.in/

https://www.linkedin.com/in/dinakarmurthykrishna/tel:+917022716873mailto:[email protected]://dinakarmurthy.com/https://dohow.in/


+91 99720 16873

[email protected]


Aug-2020 Onwards Dinakar Murthy and Co (Services) Principal Expert

Apr-2013 Onwards Samuthána Consultancoaching LLP (Product) Managing Partner

Consulting and Coaching

Corrective and preventive actions to improve availability based on the analysis of the breakdowns for

improving OEE.

Development and documentation of business processes with ISO compliance based on good practices for

first time right and every time right.

Development of a common customer centric sales pitch based on core competencies and implementation

of regular reviews of the sales funnel.

Identifying the target segments for growth, preparing a segment focussed sales pitch and streamlining the

proposal process.

Implementation of a project tracker, based on critical chain project management, and a regular weekly

project review.

Implementation of a structured order to pay process and a system for visualisation and tracking of the

order status along with daily works management.

Implementation of a structured weekly sales review based on the sales funnel, including reduction of

receivables by reinforcing accountability of sales executives for collections.

Implementation of daily rolling plan, practices to ensure full kitting, scoreboards, and daily standing review

to achieve 100% on-time-in-full deliveries.

Implementation of drum-buffer-rope method for planning, scheduling, and controlling the production

orders.

Implementation of the sales funnel to monitor Prospects to Collections followed by strategy development

for better prospecting.

Redefining the roles for matching competencies to organisational needs for improving effectiveness of

teamwork towards one common outcome.

Process improvements and introduction of a traceable system for validating vendor self-certification

reports to reduce vendor quality rejections.

Release of machining capacity and reducing planned CAPEX expenditure by optimising the machining

stock at each stage combined by optimisation of heat treatment process to reduce distortions.

Review and redesign of the process, especially for repeatability of clamping reference in machining and

assembly processes, to achieve zero defect.



Facilitating and Training

Development and implementation of a full kit (100% or 0%!) status report for the rolling plan for

significantly reducing the duration of the daily standing meeting.

Development of a vision statement followed by defining intermediate milestones and deriving of the key

planning premises for business planning.



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Feasible approaches to market core competencies to third parties.

Goal deployment without any buffers, while intentionally defining/tracking the contingency buffers for

planning based on consistency and capability of the individual contributor subordinates.

Identifying and removal of the barriers for On-Spec, On-Budget, On-Time project delivery and

optimisation of the system for real-time project status monitoring.

Leadership development of the first level for inspiring and getting the best out of the individual

contributor subordinates.

Senior and middle management team leadership development by understanding each other better and

self-discovering own contribution within the circle of influence towards a common team outcome.

Prioritising the focus areas using a function x cost matrix, both for cost reduction and value enhancement

to the customer.

Setting higher targets for market share by enhancing the emotional content in sales.

Supply chain strategy matrix for A | B | C, Bulk | Arranged | Jumbled and Import | Domestic | Local items.

Validated product cost reduction opportunities based on SECAR (Simplify | Eliminate | Combine |

Automate | Rearrange/Relocate) approach.



Assessing and Mentoring

Business health check comprising of assessment of core competencies and identification of key

differentiators by developing a market canvas.

Developing a personal mission and vision followed by identifying the next steps and handholding during

implementation.

Evolving a culture of adhering to the established processes already developed with intensified focus on

the direct value stream, while further improving the effectiveness and efficiency of the processes using a

scientific structured methodology.

Extending the culture of walking the talk of values to walking the mission/vision from a global perspective

for setting global benchmarks.

Improving effectiveness of teamwork with the contribution of every team member towards one common

outcome.

Improving the consistency in delivery through digital transformation and identification of new avenues for

growth along with implementation of weekly business review.

Inculcating a bottom up PDCA culture, the essence of excellence, across the organization, driven by a top

down deep dive by randomly seeking factual evidence.

Leveraging exceptional people engagement across all segments not only to achieve spurts of excellence

but also to systematically sustain the improvements.

Sustaining the customer centricity and operational excellence demonstrated by the working level by

catalysing the change in mindset of mid and senior management for supporting effectively.



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Translating the vision to reality by identifying and deploying the relevant key performance indicators

followed by consistently practicing RADAR (Results → Approaches → Deploy → Assess → Refine) for

organisational learning.

With organisational capabilities and capacity for delivering and consistently improving benchmarks

proven, shifting of the focus to capture the international market.

Feb-2012 Jan-2013 Total Environment Building Systems Pvt Ltd President

Construction and Capability Verticals Leadership

Lead the project teams for “On-Spec On-Time On-Budget” delivery of designer customized apartments

and villas to achieve unsurpassed living experience in a rapidly growing organization.

Facilitate the goal and priority alignment across functions in an environment with negligibly few formal

systems.

Introduced some concepts of operational excellence like 5S, Full kitting, levelling, etc. in construction.

Conceptualised and contributed to a lean organisation structure with project specific fully empowered

teams having top line and bottom-line accountability.

Apr-2011 Jan-2012 Bosch Ltd Vice President

Waste Elimination in Indirect Areas

Implemented approaches to improve cross functional working, especially in the indirect areas, by adapting

lean approaches for mapping and designing business processes.

Catalysed the change from a functional mindset to an end outcome mindset by clarifying the interphase

between the various functions in a business process chain for avoiding local improvements which not

necessarily make business sense.

Structured the cross functional process maturity reviews from the end outcome perspective.

Jul-2006 Mar-2011 Bosch Ltd Vice President

International Strategic Business Unit (in a Matrix Organisation) and Plant Leadership

Lead the organisation (Domestic Top Line: 13 billion INR | Global Top Line: 500 Mio EUR) to achieve an

excellent improvement in the stakeholder's perceptions, 80% reduction in 0km complaints, 30% reduction

in internal defect cost, 35% increase in production with 30% increase in productivity, 40% reduction in

inventory and 65% reduction in attrition with various recognitions and awards, while significantly

increasing the top line and doubling of both domestic and global bottom line.

Handled the strong unionized workforce (2½ months strike) in an increasing demand phase with change

management for lean manufacturing.

Continually developed and drove the policy deployment, routine meaningful MIS, cascaded

review/steering system across hierarchy for all KPI’s, walking-the-talk with daily rhythms, Kaizen activities,

Associate Involvement, Empowerment of Shop Floor Self-Managing Workmen Teams, Check-list for

Leadership Behaviour, Succession and Long-term Personnel Demand/Supply Planning, Systematic

Employee Development, Competence Management and Training.

Digital transformation with a web-based tool for monitoring of the OEE and the capacity utilisation in all

the lines across the plant, including the measures for improving the OEE.



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Recognised, took initiative among peers, addressed, secured the stakeholder buy-in, and resolved some

core issues like 1) leaders shrugging away during cornering of specific executives by workmen mobs in the

unionised environment, 2) demoralised supervisors due to a prior management decision to significantly

increase the salaries of workmen, while not adjusting supervisor salaries based on performance, 3) a

"Lose-Lose" agreement signed with the workmen union that was incentivising overtime on weekends and

absence on normal working days, and 4) the knowing and doing gap in going to Gemba (The actual

place), physically checking out Gembutsu (The thing or machine/equipment) and personally collecting

Genjitsu (The facts), 5) manipulating the transfer pricing for the benefit of the foreign entities, etc., in

accordance to the Bosch values I have imbibed.

Oct-2003 Jun-2006 Robert Bosch GmbH Director

Manufacturing Technology Development Leadership

Managed the teams for platform development of manufacturing technologies ahead of market need, with

a budget of 30 Mio EUR.

Identified the need, launched, and managed the program for classifying and standardizing the materials

and heat and surface treatment processes.

Restructured the competence centers with international simultaneous engineering centers followed by

redesigning the guidelines for lead plants and manufacturing plants.

Developed a web-based system (MiPET) for effectively assessing the process and quality risks for products

under development.

Established technology cooperation with machine tool manufacturers like UVA (Sweden), Gehring

(Germany), Mahr (Germany), Zygo (USA), etc.

Aug-2001 Sep-2003 Robert Bosch GmbH Manager

Business Process Development

Business process development for advanced platform development of manufacturing technology.

Budget restructuring from individual international plants to a centralised corporate account for effective

balance between continual improvement and innovation.

Oct-2000 Jul-2001 Robert Bosch Corporation Manager

Cost Reduction Coordination

Initiated, monitored, and coordinated the cost reduction projects.

Established a contacts matrix for interplant communication.

Apr-1999 Sep-2000 Motor Industries Co Ltd Manager

Operations and Value Stream Leadership

Handled the strong unionized workforce decisively for win-win outcomes.

Managed the team to achieve zero customer defects, 50% reduction in internal rejections.

Drove and motivated the team to achieve 1.5% month on month increase in productivity, doubling of

production in 6 months.

Introduced policy deployment and goal sharing, monthly tracking/steering of all KPI's and monthly

business update to all employees.



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Nov-1996 Mar-1999 Robert Bosch GmbH Fachreferant

International Corporate Planning

Load distribution and capacity planning for ~12 products with ~65 product groups being produced in ~21

locations world-wide to meet global demand.

Coordinated the doubling of demand for conventional Direct Injection systems, ramp-up of Common Rail

and Unit Injector systems.

Coordinated 1 billion DM investments in 1 year with justification to the board for increasing the CAPEX

budget by 300% within one year.

Coordinated the shift of production from HCL (High Cost Locations) to LCL (Low Cost Locations) without

causing trade imbalance in the regions.

Jan-1996 Oct-1996 Motor Industries Co Ltd Manager

Implementation of PRMS (MRP II System)

Design, development, and implementation of a simulation game for negative stocks.

Development and roll-out of ERP product master/structure guide with implications of every data field.

Facilitation of a CFT workshop to increase throughput by 35% without any CAPEX.

Jan-1995 Dec-1995 Robert Bosch Limitada Assessor Profissional

Implementation of SQA and SPC with Vendors

Preparation and implementation of an overall vendor development program, starting with change in

mindset of the top leadership.

Implementation of strategies for productivity improvement as TQM-CFT-Leader.

Implementation of the concept of Ppk (Preliminary Process Capability).

Implementation of regular tracking of statistical process indicators (Cgk, GR&R, Cpk).

Implementation and standardisation of 8D method of systematic problem solving.

Feb-1993 Dec-1994 Robert Bosch Limitada Assessor Profissional

Implementation of SPC

Mindset and culture change from SPC being for customers to being for self.

30k Man-Hours of SPC training, using Watermelon Sampling Analogy – more mindset - less SPC!

Compliment from a top US Customer - "Best understanding and use of SPC in Bosch.”

Standardisation of templates for planning, preparing, implementing, and executing SPC.

Creation and managing of more than 25 Quality Improvement Teams.

Jul-1991 Jan-1993 Robert Bosch Limitada Assessor Profissional

Managing Manufacturing Engineering Team Leadership

Bulk manufacturing of a high precision component with zero defect.

150% Increase in productivity through Kaizen and TOC (Theory of Constraints).

Preparation and implementation of customer expectations for production release.

Defects and cost reduction with engineering and organisation improvements.



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Role and task clarity development for seamless interdepartmental teamwork.

Favourable feedback as a leader/manager from +2 to +12 years older subordinates.

Mar-1987 Jun-1991 Motor Industries Co Ltd Manager

Manufacturing Engineering and Process Planning

Implementation of turned execution from extruded execution of a component.

Commissioning, programming, start-up and ramp-up of the 1st CNC Turn/Mill Center.

Introduction of standardised process and templates for Quality Improvement.

~2% Year on year cost reduction with engineering and organisation improvements.

Optimisation of ergonomic workplaces using Methods-Time-Measurement.

Conceptualisation, ordering, try-out, and start-up of low-cost automations and special purpose machines.

Know-how transfer from Germany, manufacturing engineering and start-up of 15mm3 Delivery Valve.

Mar-1986 Feb-1987 Motor Industries Co Ltd Technical Graduate Trainee

Improvement Projects

Application of Design of Experiments, Kepner-Tregoe Problem Solving Method for Defect Reduction.

Analysis and Strategy Development for Decentralising Resharpening Shop and Scrap disposal without

pilferage to the spurious components market.

Glossary

5S Sorting - Straightening - Shining - Standardising - Sustaining

CAPEX Capital Expenditure

CFT Cross Functional Team

CNC Computer Numerical Control

EBIDTA Earnings Before Interest, Depreciation, Taxation and Amortisation

EFQM European Foundation for Quality Management

F2F Face-to-Face

KPI Key Performance Indicator

MiPET Manufacturing Process Evaluation Tool

MIS Management Information System

NDFC Non Banking Financial Company

OEE Overall Equipment Effectiveness

OTIF On-Time-In-Full

PDCA Plan-Do-Check-Act

SaaS Software as a Service

SPC Statistical Process Control

SQA Self Quality Assurance

TQM Total Quality Management



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Inspired and actively engaged people are the key to success of any company, organisation, team

or society. Various global surveys on this topic validate the importance of PEOPLE ENGAGEMENT

and STRATEGY EXECUTION and the huge potential for improving both, a common yet highly

complex problem. doHow® addresses this problem through its innovative gamified

methodology for Thinking Progressively and rapidly evolving an Agile Mindset, in large groups.

Challenging goals are achieved with doHow® in a short-term, proactive collaborative culture is

evolved in the mid-term and continually improving performance is seen in the long-term, as

experienced by our doHow® clients so far in our iterative learning journey of 7 years. These

outcomes, in our analysis, is mainly due to a Progressive Mindset, evolved with doHow®.

Mindset is the way each one of us perceive our reality, think about the cause and effect of our

consequences by connecting the dots, decide our fate based on intuition or by evaluating the

benefits versus effort, and act with conviction and consistency. Mindset is based on a unique

continually changing framework or filter in our mind derived from our memories and experiences,

along with their respective feelings and emotions. The alternating individual tasks in doHow®

drive perception, thought, decision making, and action.

The participants in doHow® Workshops perform alternating individual and collective tasks based

on contextual hints in doHow® Web APP. While performing these tasks, they generate personal

insights and ideas through lateral thinking by connecting the dots that lead to a common amazing

outcome in team workshops and an individual amazing outcome in sharpening sessions.

Additionally, a facilitator with domain expertise and experience provides concepts, solutions, hints,

tips & tricks, relevant to the amazing outcome, for thinking progressively. Though doHow® may

seem like brainstorming, the design is inherently different. As a rule, all the insights and ideas must

always be within the circle of influence of the respective players. This is a key feature for

introspection, which is necessary to change the mindset. During introspection focussing on

Affects, our interoceptive sensations, is equally important for evolving a progressive mindset.

The Learning Taxonomy, popularly known as Bloom’s Taxonomy describes the three domains of

learning and each domain’s maturity level: (1) Cognitive, (2) Affective and (3) Psychomotor. While

almost all the L&D programs impact only the Cognitive (Development of Analytical Skills) and

Psychomotor (Development of Muscle Memory) domains, another handful – Coaching and

doHow® being some, impact the Affective Domain. Affective Domain maturity levels are Receiving,

Responding, Valuing, Organising, and Internalising the insights and ideas for evolving new

behaviours, habits, and routines by modifying our belief system. The alternating collective tasks in

doHow® directly impact the Affective Domain.

The outcome of a doHow® Session is at least one committed immediate action per participant,

within his/her circle of influence, after a peer-validation of clarity and conviction, for progressing



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towards an amazing outcome. During the subsequent doHow® Workshops, every participant is

asked to present their experiences in implementing their immediate actions along with the

observed favourable and adverse effects. In 3 months (6x 2h doHow® sessions) the effectiveness

and performance are improved and in about 6 months (12x 2h doHow® sessions) the new belief

systems are internalised.

doHow® Sessions are both Face-to-face and Web-Workshops, and they typically last for just 2

hours. This feature offers totally new options to companies for regularly sharpening employee skills

as well as conducting large scale After-Action-Reviews with everyone from Top Floor to Shop Floor,

more frequently than the current industry practice. Thereby creating and fostering self-organising

and governing work cultures.

doHow® can be used for developing purpose/strategy, engaging during leadership retreats,

increasing sales, improving throughput/delivery, improving quality, reducing cost, improving

profitability, improving stakeholder satisfaction, improving employability, sharpening skills, building

high performance teams, changing organisational culture, among many more amazing outcomes.

doHow® ultimately solves Organisational Problems and Challenges by changing the Mindset.

doHow® being a Web APP, SaaS Subscription model is also available for use by anyone, anywhere,

in any language. doHow® is also quickly customisable and easily scalable.

The average participant rating of 4.25/5 for the question “I became introspective and changed way

the I see the world and its challenges and I am more confident now” and an average rating of 4.45/5

for the question “I participated and involved myself well, during the entire duration with good energy

levels” demonstrate the effectiveness of doHow® for evolving a progressive mindset. These

comments additionally motivate us to propagate doHow® with persistence and further develop

doHow®:

• doHow® has business relevance with focus on execution and results

• doHow® prompts people to think differently, engage and contribute

• doHow® makes people accountable and self-motivated

We eagerly look forward to introducing doHow® to your organisation.

Thank you,

Samuthána Consultancoaching LLP | https://dohow.in/ | [email protected]

Dinakar Murthy and Co | https://dinakarmurthy.com| [email protected]

https://www.linkedin.com/in/dinakarmurthykrishna/tel:+917022716873mailto:[email protected]://dohow.in/mailto:[email protected]://dinakarmurthy.com|/mailto:[email protected]


+91 99720 16873

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Global Strategy Execution and People

Engagement Survey Results

The outcomes being delivered by doHow® based

on the feedback from our clients

Background of the way our mind works and

evolves a mindset

The contextual hint for the amazing outcome

and the activities during an individual task

Alternating Individual and Collective Tasks with

emphasis on Mindset and Progression

Generating insights by laterally connecting to

the amazing outcome within circle of influence

Selection of topics and practices covered by the

facilitator for catalysing progressive thinking

Comparison of the conventional Brainstorming

with doHow®



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Levels of Affective domain and the Affects

Quadrant

The contextual hint for the amazing outcome

and the activities during an collective task

The structure of doHow® for establishing the

contextual hints and designing the game

Layout of a 2h doHow® Session for large groups

of people through self regulating small teams

Areas of application of doHow® in organisations

for evolving a collective mindset

Various options of deploying doHow® and the

links to the next steps for engaging Samuthána

doHow® Participant feedback on its

effectiveness

Samuthána Founder and Alliance Team

https://dohow.in/team
https://www.linkedin.com/in/dinakarmurthykrishna/tel:+917022716873mailto:[email protected]://dohow.in/team

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