国领先的软件开发公司--隆正（Cerno）在实施SAFe后，周期时间缩短了58%[4]。另一家印度的著名的金融软件公司EdgeVerve（他们的行业领先的金融软件被94个国家的银行使用），在实施了SAFe后，周期时间减少了50%[5]。医疗技术公司皇家飞利浦，通过SAFe实施将周期时间减少了58%以上[6]。
However, as more people and organizations learn of the benefits of Scrum, its implementation is growing from just teams up to divisions and organizations. A systematic literature review found that what was experienced as a lack of communication between teams was caused by Scrum not being implemented at a system level. As one Scrum Master (SM) put it, "We had Scrum within our small groups, that's about it [7]". This realization of the benefits of Scrum at an organizational level over that of a team or division level is a significant force driving Scaled Scrum implementations.
随着越来越多的人和组织了解到Scrum的好处，它的实施正在从单纯的团队层面发展到部门和组织层面。一项系统的文献评论发现，目前大家所经历的团队之间缺乏沟通的情况，是由于没有在系统层面上实施Scrum造成的。正如一位Scrum Master（SM）所说的那样，"我们在自己的小组内有Scrum，仅此而已[7]"。领导层意识到Scrum不应该只停留在团队或者部门层面，而是应该将Scrum的战果扩大到组织层面上。这个思路是推动Scrum@Scale实施的一个重要力量。
3 Research Methodology 研究方法
Takeuchi and Nonaka reviewed the best lean hardware teams worldwide and published the first paper introducing Scrum Project Management in 1986 [8]. Sutherland created Scrum for software development in 1993, has worked with Schwaber since 1995 to create the Scrum Guide [9], and created the Scrum@Scale Guide in 2016 [10]. Scrum is rooted in lean, and the authors have worked with Takeuchi and Nonaka directly since 2011 and published a second Harvard Business Review paper on Scrum [11]. The authors are coaches and trainers for Toyota in Japan, the United States, and Europe and worked closely with the Lean Enterprise Institute (LEI) to incorporate lean tooling into Scrum. John Shook, a former CEO of LEI, created the first Toyota plant in the United States [12] and helped proliferate the A3 Process [13, 14].
竹内弘高和野中郁次郎回顾了全世界最好的精益硬件团队，并在1986年发表了第一篇介绍Scrum项目管理的论文[8]（《新的新产品开发游戏》-译者注）。萨瑟兰在1993年创建了用于软件开发的Scrum，从1995年起与施瓦伯合作发布了Scrum指南[9]，并在2016年创建了Scrum@Scale指南[10]。Scrum植根于精益，作者（杰夫.萨瑟兰）自2011年起直接与竹内和野中合作，并发表了第二篇关于Scrum的《哈佛商业评论》论文[11]（《拥抱敏捷》- 译者注）。萨瑟兰是丰田公司在日本、美国和欧洲的教练和培训师，并与精益企业研究所（LEI）紧密合作，将精益工具纳入Scrum。LEI的前CEO John Shook在美国创建了第一家丰田工厂[12]，并帮助推广了A3流程[13, 14]。
The A3 Process, used as the research methodology for this paper, is fundamental to process improvement at Toyota. Its evolution began at the end of World War II when General MacArthur brought Fundamentals of Industrial Management to Japan [15], followed by W. Edwards Deming and others in the 1950s [16]. Taiichi Ohno developed this into the Toyota Production System [17]. Sutherland worked with many A3 experts at Toyota, including Mike Tromas at the Toyota Kentucky plant, who used A3 to introduce Scrum into assembly- line production support and more than doubled productivity at scale [18].
作为本文研究方法的A3流程是丰田公司流程改进的基础。它的演变始于二战结束时
