ABSTRACT
The chapter examines rhythms, temporalities, and time dimensions that organise both the implementation of Lean management and care work in a Finnish welfare service organisation. The author uses a rhythmanalysis approach to study the temporal architecture and work practices of the Lean trainees. The analysis focuses on organisational, patient, and physiological time. In addition to this, the study takes into account sociomateriality. As the study brought up, encounters and interactions between human and non-human actors are part of the daily work. The objective of the rhythmanalysis is to demonstrate how various factors keep the temporal architecture of the work together, dismantle it, or modify it. The study shows that the implementation of Lean changes the rhythm of a welfare service organisation because the workers must consider two tasks: developing their work and performing their actual jobs. The study is based on the interviews with the Lean trainees.
