ABSTRACT
In the final chapter, I return to the theoretical questions that framed this study and discuss model friction, model utopia, model acceleration, model power, and model failure in relation to policy words, meetings, colours, flows, and plans. I analyse the tensions between the easy to use and difficult to use in management models. I discuss the relationships among the chapters and the social effects of Lean in the preschool context. Particular focus is placed on the pedagogical assignment that has been set for the preschools and the need to separate the pedagogical and the organizational in the Lean model in order to make the model work. This situation is discussed in relation to the idea that Lean creates more time with the children. Moving beyond these questions, I explore the utopian dimension of the modern project in pursuit of efficiency and speed in relation to the Lean model and the preschool teachers’ work, asking ‘What are the wider societal implications of the Lean project?’
