Page 1/12 Dinakar Murthy Krishna
+91 99720 16873
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.
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Page 2/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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/
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Page 3/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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.
Aug-2020 Onwards Dinakar Murthy and Co (Services) Principal Expert
Apr-2013 Onwards Samuthána Consultancoaching LLP (Product) Managing Partner
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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Page 4/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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.
Aug-2020 Onwards Dinakar Murthy and Co (Services) Principal Expert
Apr-2013 Onwards Samuthána Consultancoaching LLP (Product) Managing Partner
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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Page 5/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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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Page 6/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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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Page 7/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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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Page 8/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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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Page 9/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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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Page 10/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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]
Page 11/12 Dinakar Murthy Krishna
+91 99720 16873
Bengaluru, India September 20
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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+91 99720 16873
Bengaluru, India September 20
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