ABSTRACT
This chapter examines the networks of collaboration that arise during the implementation of Lean methodology in a Finnish social and health care organisation. The author uses an actor-network theory approach and the concept of translation to trace the network of Lean-in-the-making. The analysis focuses on identifying the connections and chain of translations that were established between different actors and practices, resulting in the development of temporary outcomes such as new working practices and procedures during a year-long Lean training course. The objective of the network analysis is to demonstrate how living labour are persuaded to engage in extensive cognitive, relational, communicative, and emotional labour to create value not just for the customer, organisation, or society but also in the interests of capital within the biocapitalist regime. The investigation is based on ethnographic observations, interviews with employees, one strategic document, and an email interview conducted with the organisation’s development manager.
