chap3-fundamentalconcepts(e)

© ISO 2015Quality management systems — Fundamentals and vocabularySystèmes de management de la qualité — Principes essentiels et vocabulaireINTERNATIONAL STANDARDISO 9000Fourth edition 2015-09-15Reference number ISO 9000:2015(E)ISO 9000:2015(E)ii© ISO 2015 – All rights reservedCOPYRIGHT PROTECTED DOCUMENT© ISO 2015, Published in SwitzerlandAll rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of the requester.ISO copyright officeCh. de Blandonnet 8 • CP 401CH-1214 Vernier, Geneva, Switzerland Tel. +41 22 749 01 11Fax +41 22 749 09 47copyright@ --`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---ISO 9000:2015(E)Contents Page Foreword (iv)Introduction (v)1 Scope (1)2 Fundamental concepts and quality management principles (1)2.1 General (1)2.2 Fundamental concepts (2)2.2.1 Quality (2)2.2.2 Quality management system (2)2.2.3 Context of an organization (2)2.2.4 Interested parties (2)2.2.5 Support (2)2.3 Quality management principles (3)2.3.1 Customer focus (3)2.3.2 Leadership (4)2.3.3 Engagement of people (5)2.3.4 Process approach (6)2.3.5 Improvement (6)2.3.6 Evidence-based decision making (7)2.3.7 Relationship management (8)2.4 Developing the QMS using fundamental concepts and principles (9)2.4.1 QMS model (9)2.4.2 Development of a QMS (9)2.4.3 QMS standards, other management systems and excellence models (10)3 Terms and definitions (10)3.1 Terms related to person or people (10)3.2 Terms related to organization (11)3.3 Terms related to activity (13)3.4 Terms related to process (15)3.5 Terms related to system (16)3.6 Terms related to requirement (18)3.7 Terms related to result (20)3.8 Terms related to data, information and document (23)3.9 Terms related to customer (25)3.10 Terms related to characteristic (26)3.11 Terms related to determination (27)3.12 Terms related to action (29)3.13 Terms related to audit (30)Annex A (informative) Concept relationships and their graphical representation (33)Bibliography (47)Alphabetical index of terms (49)© ISO 2015 – All rights reserved iiiISO 9000:2015(E)ForewordISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see /directives). Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see /patents).Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISO’s adherence to World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: /iso/foreword.html. The committee responsible for this document is Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 1, Concepts and terminology.This fourth edition cancels and replaces the third edition (ISO 9000:2005), which has been technically revised.iv© ISO 2015 – All rights reservedISO 9000:2015(E)IntroductionThis International Standard provides the fundamental concepts, principles and vocabulary for quality management systems (QMS) and provides the foundation for other QMS standards. This International Standard is intended to help the user to understand the fundamental concepts, principles and vocabulary of quality management, in order to be able to effectively and efficiently implement a QMS and realize value from other QMS standards.This International Standard proposes a well-defined QMS, based on a framework that integrates established fundamental concepts, principles, processes and resources related to quality, in order to help organizations realize their objectives. It is applicable to all organizations, regardless of size, complexity or business model. Its aim is to increase an organization’s awareness of its duties and commitment in fulfilling the needs and expectations of its customers and interested parties, and in achieving satisfaction with its products and services.This International Standard contains seven quality management principles supporting the fundamental concepts described in 2.2. In 2.3, for each quality management principle, there is a “statement” describing each principle, a “rationale” explaining why the organization would address the principle, “key benefits” that are attributed to the principles, and “possible actions” that an organization can take in applying the principle.This International Standard contains the terms and definitions that apply to all quality management and QMS standards developed by ISO/TC 176, and other sector-specific QMS standards based on those standards, at the time of publication. The terms and definitions are arranged in conceptual order, with an alphabetical index provided at the end of the document. Annex A includes a set of diagrams of the concept systems that form the concept ordering.NOTE Guidance on some additional frequently-used words in the QMS standards developed by ISO/TC 176, and which have an identified dictionary meaning, is provided in a glossary available at: http://www.iso. org/iso/03_terminology_used_in_iso_9000_family.pdf--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---© ISO 2015 – All rights reserved v--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---Quality management systems — Fundamentals and vocabulary1 ScopeThis International Standard describes the fundamental concepts and principles of quality management which are universally applicable to the following:— organizations seeking sustained success through the implementation of a quality management system;— customers seeking confidence in an organization’s ability to consistently provide products andservices conforming to their requirements;— organizations seeking confidence in their supply chain that product and service requirements willbe met;— organizations and interested parties seeking to improve communication through a commonunderstanding of the vocabulary used in quality management;— organizations performing conformity assessments against the requirements of ISO 9001;— providers of training, assessment or advice in quality management;— developers of related standards.This International Standard specifies the terms and definitions that apply to all quality management and quality management system standards developed by ISO/TC 176.2 Fundamental concepts and quality management principles2.1 GeneralThe quality management concepts and principles described in this International Standard give the organization the capacity to meet challenges presented by an environment that is profoundly different from recent decades. The context in which an organization works today is characterized by accelerated change, globalization of markets and the emergence of knowledge as a principal resource. The impact of quality extends beyond customer satisfaction: it can also have a direct impact on the organization’s reputation.Society has become better educated and more demanding, making interested parties increasingly more influential. By providing fundamental concepts and principles to be used in the development of a quality management system (QMS), this International Standard provides a way of thinking about the organization more broadly.All concepts, principles and their interrelationships should be seen as a whole and not in isolation of each other. No individual concept or principle is more important than another. At any one time, finding the right balance in application is critical.INTERNATIONAL STANDARD ISO 9000:2015(E)© ISO 2015 – All rights reserved1N o r e p r o d u c t i o n o r n e t w o r k i n g p e r m i t t e d w i t h o u t l i c e n s e f r o m I H SISO 9000:2015(E)2.2 Fundamental concepts2.2.1 QualityAn organization focused on quality promotes a culture that results in the behaviour, attitudes, activities and processes that deliver value through fulfilling the needs and expectations of customers and other relevant interested parties.The quality of an organization’s products and services is determined by the ability to satisfy customers and the intended and unintended impact on relevant interested parties.The quality of products and services includes not only their intended function and performance, but also their perceived value and benefit to the customer.2.2.2 Quality management systemA QMS comprises activities by which the organization identifies its objectives and determines the processes and resources required to achieve desired results.The QMS manages the interacting processes and resources required to provide value and realize results for relevant interested parties.The QMS enables top management to optimize the use of resources considering the long and short term consequences of their decision.A QMS provides the means to identify actions to address intended and unintended consequences in providing products and services.2.2.3 Context of an organizationUnderstanding the context of the organization is a process. This process determines factors which influence the organization’s purpose, objectives and sustainability. It considers internal factors such as values, culture, knowledge and performance of the organization. It also considers external factors such as legal, technological, competitive, market, cultural, social and economic environments. Examples of the ways in which an organization’s purpose can be expressed include its vision, mission, policies and objectives.2.2.4 Interested partiesThe concept of interested parties extends beyond a focus solely on the customer. It is important to consider all relevant interested parties.Part of the process for understanding the context of the organization is to identify its interested parties. The relevant interested parties are those that provide significant risk to organizational sustainability if their needs and expectations are not met. Organizations define what results are necessary to deliver to those relevant interested parties to reduce that risk. Organizations attract, capture and retain the support of the relevant interested parties they depend upon for their success.2.2.5 Support2.2.5.1 GeneralTop management support of the QMS and engagement of people enables:— provision of adequate human and other resources;— monitoring processes and results;2 © ISO 2015 – All rights reservedISO 9000:2015(E)— determining and evaluating of risks and opportunities;— implementing appropriate actions.Responsible acquisition, deployment, maintenance, enhancement and disposal of resources support the organization in achieving its objectives.2.2.5.2 PeoplePeople are essential resources within the organization. The performance of the organization is dependent upon how people behave within the system in which they work.--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---Within an organization, people become engaged and aligned through a common understanding of the quality policy and the organization’s desired results.2.2.5.3 CompetenceA QMS is most effective when all employees understand and apply the skills, training, education and experience needed to perform their roles and responsibilities. It is the responsibility of top management to provide opportunities for people to develop these necessary competencies.2.2.5.4 AwarenessAwareness is attained when people understand their responsibilities and how their actions contribute to the achievement of the organization’s objectives.2.2.5.5 CommunicationPlanned and effective internal (i.e. throughout the organization) and external (i.e. with relevant interested parties) communication enhances people’s engagement and increased understanding of:— the context of the organization;— the needs and expectations of customers and other relevant interested parties;— the QMS.2.3 Quality management principles2.3.1 Customer focus2.3.1.1 StatementThe primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations.2.3.1.2 RationaleSustained success is achieved when an organization attracts and retains the confidence of customers and other relevant interested parties. Every aspect of customer interaction provides an opportunity to create more value for the customer. Understanding current and future needs of customers and other interested parties contributes to the sustained success of the organization.2.3.1.3 Key benefitsSome potential key benefits are:— increased customer value;© ISO 2015 – All rights reserved 3ISO 9000:2015(E)— increased customer satisfaction;— improved customer loyalty;— enhanced repeat business;— enhanced reputation of the organization;— expanded customer base;— increased revenue and market share.2.3.1.4 Possible actionsPossible actions include:— recognize direct and indirect customers as those who receive value from the organization;— understand customers’ current and future needs and expectations;— link the organization’s objectives to customer needs and expectations;— communicate customer needs and expectations throughout the organization;— plan, design, develop, produce, deliver and support products and services to meet customer needs and expectations;— measure and monitor customer satisfaction and take appropriate actions;— determine and take action on relevant interested parties’ needs and appropriate expectations that can affect customer satisfaction;— actively manage relationships with customers to achieve sustained success.2.3.2 Leadership2.3.2.1 StatementLeaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives.2.3.2.2 RationaleCreation of unity of purpose and the direction and engagement of people enable an organization to align its strategies, policies, processes and resources to achieve its objectives.2.3.2.3 Key benefitsSome potential key benefits are:— increased effectiveness and efficiency in meeting the organization’s quality objectives;— better coordination of the organization’s processes;— improved communication between levels and functions of the organization;— development and improvement of the capability of the organization and its people to deliver desired results.--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,4 © ISO 2015 – All rights reserved2.3.2.4 Possible actionsPossible actions include:— communicate the organization’s mission, vision, strategy, policies and processes throughout the organization;— create and sustain shared values, fairness and ethical models for behaviour at all levels of the organization;— establish a culture of trust and integrity;— encourage an organization-wide commitment to quality;— ensure that leaders at all levels are positive examples to people in the organization;— provide people with the required resources, training and authority to act with accountability;— inspire, encourage and recognize the contribution of people.2.3.3 Engagement of people2.3.3.1 StatementCompetent, empowered and engaged people at all levels throughout the organization are essential to enhance the organization’s capability to create and deliver value.2.3.3.2 RationaleIn order to manage an organization effectively and efficiently, it is important to respect and involve all people at all levels. Recognition, empowerment and enhancement of competence facilitate the engagement of people in achieving the organization’s quality objectives.2.3.3.3 Key benefitsSome potential key benefits are:— improved understanding of the organization’s quality objectives by people in the organization and increased motivation to achieve them;— enhanced involvement of people in improvement activities;— enhanced personal development, initiatives and creativity;— enhanced people satisfaction;— enhanced trust and collaboration throughout the organization;— increased attention to shared values and culture throughout the organization.2.3.3.4 Possible actionsPossible actions include:— communicate with people to promote understanding of the importance of their individual contribution;— promote collaboration throughout the organization;— facilitate open discussion and sharing of knowledge and experience;— empower people to determine constraints to performance and to take initiatives without fear;© ISO 2015 – All rights reserved 5— recognize and acknowledge people’s contribution, learning and improvement;— enable self-evaluation of performance against personal objectives;— conduct surveys to assess people’s satisfaction, communicate the results and take appropriate actions.2.3.4 Process approach2.3.4.1 StatementConsistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system.2.3.4.2 RationaleThe QMS consists of interrelated processes. Understanding how results are produced by this system enables an organization to optimize the system and its performance.2.3.4.3 Key benefitsSome potential key benefits are:— enhanced ability to focus effort on key processes and opportunities for improvement;— consistent and predictable outcomes through a system of aligned processes;— optimized performance through effective process management, efficient use of resources and reduced cross-functional barriers;— enabling the organization to provide confidence to interested parties related to its consistency, effectiveness and efficiency.2.3.4.4 Possible actionsPossible actions include:— define objectives of the system and processes necessary to achieve them;— establish authority, responsibility and accountability for managing processes;— understand the organization’s capabilities and determine resource constraints prior to action;— determine process interdependencies and analyse the effect of modifications to individual processes on the system as a whole;— manage processes and their interrelations as a system to achieve the organization’s quality objectives effectively and efficiently;— ensure the necessary information is available to operate and improve the processes and to monitor, analyse and evaluate the performance of the overall system;— manage risks which can affect outputs of the processes and overall outcomes of the QMS.2.3.5 Improvement2.3.5.1 StatementSuccessful organizations have an ongoing focus on improvement.6 © ISO 2015 – All rights reserved N o r e p r o d u c t i o n o r n e t w o r k i n g p e r m i t t e d w i t h o u t l i c e n s e f r o m I H S2.3.5.2 RationaleImprovement is essential for an organization to maintain current levels of performance, to react to changes in its internal and external conditions and to create new opportunities.2.3.5.3 Key benefitsSome potential key benefits are:— improved process performance, organizational capability and customer satisfaction;— enhanced focus on root cause investigation and determination, followed by prevention and corrective actions;— enhanced ability to anticipate and react to internal and external risks and opportunities;— enhanced consideration of both incremental and breakthrough improvement;— improved use of learning for improvement;— enhanced drive for innovation.2.3.5.4 Possible actionsPossible actions include:— promote establishment of improvement objectives at all levels of the organization;— educate and train people at all levels on how to apply basic tools and methodologies to achieve improvement objectives;— ensure people are competent to successfully promote and complete improvement projects; --`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---— develop and deploy processes to implement improvement projects throughout the organization;— track, review and audit the planning, implementation, completion and results of improvement projects;— integrate improvement consideration into development of new or modified products and services and processes;— recognize and acknowledge improvement.2.3.6 Evidence-based decision making2.3.6.1 StatementDecisions based on the analysis and evaluation of data and information are more likely to produce desired results.2.3.6.2 RationaleDecision-making can be a complex process and it always involves some uncertainty. It often involves multiple types and sources of inputs, as well as their interpretation, which can be subjective. It is important to understand cause and effect relationships and potential unintended consequences. Facts, evidence and data analysis lead to greater objectivity and confidence in decision making.2.3.6.3 Key benefitsSome potential key benefits are:— improved decision making processes;© ISO 2015 – All rights reserved 7— improved assessment of process performance and ability to achieve objectives;— improved operational effectiveness and efficiency;— increased ability to review, challenge and change opinions and decisions;— increased ability to demonstrate the effectiveness of past decisions.2.3.6.4 Possible actionsPossible actions include:— determine, measure and monitor key indicators to demonstrate the organization’s performance;— make all data needed available to the relevant people;— ensure that data and information are sufficiently accurate, reliable and secure;— analyse and evaluate data and information using suitable methods;— ensure people are competent to analyse and evaluate data as needed;— make decisions and take actions based on evidence, balanced with experience and intuition.2.3.7 Relationship management2.3.7.1 StatementFor sustained success, organizations manage their relationships with relevant interested parties, such as providers.2.3.7.2 RationaleRelevant interested parties influence the performance of an organization. Sustained success is more likely to be achieved when the organization manages relationships with all of its interested parties to optimize their impact on its performance. Relationship management with its provider and partner networks is of particular importance.2.3.7.3 Key benefitsSome potential key benefits are:— enhanced performance of the organization and its relevant interested parties through responding to the opportunities and constraints related to each interested party;— common understanding of objectives and values among interested parties;— increased capability to create value for interested parties by sharing resources and competence and managing quality related risks;--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---— a well-managed supply chain that provides a stable flow of products and services.2.3.7.4 Possible actionsPossible actions include:— determine relevant interested parties (such as providers, partners, customers, investors, employees or society as a whole) and their relationship with the organization;— determine and prioritize interested party relationships that need to be managed;8 © ISO 2015 – All rights reserved— establish relationships that balance short-term gains with long-term considerations;— gather and share information, expertise and resources with relevant interested parties;— measure performance and provide performance feedback to interested parties, as appropriate, to enhance improvement initiatives;— establish collaborative development and improvement activities with providers, partners and other interested parties;— encourage and recognize improvements and achievements by providers and partners.2.4 Developing the QMS using fundamental concepts and principles2.4.1 QMS model2.4.1.1 GeneralOrganizations share many characteristics with humans as a living and learning social organism. Both are adaptive and comprise interacting systems, processes and activities. In order to adapt to their varying context, each needs the ability to change. Organizations often innovate to achieve breakthrough improvements. An organization’s QMS model recognizes that not all systems, processes and activities can be predetermined; therefore it needs to be flexible and adaptable within the complexities of the organizational context.2.4.1.2 SystemOrganizations seek to understand the internal and external context to identify the needs and expectations of relevant interested parties. This information is used in the development of the QMS to achieve organizational sustainability. The outputs from one process can be the inputs into other processes and are interlinked into the overall network. Although often appearing to be comprised of similar processes, each organization and its QMS is unique.2.4.1.3 ProcessesThe organization has processes that can be defined, measured and improved. These processes interact to deliver results consistent with the organization’s objectives and cross functional boundaries. Some processes can be critical while others are not. Processes have interrelated activities with inputs to deliver outputs.2.4.1.4 ActivityPeople collaborate within a process to carry out their daily activities. Some activities are prescribed and depend on an understanding of the objectives of the organization, while others are not and react to external stimuli to determine their nature and execution.2.4.2 Development of a QMSA QMS is a dynamic system that evolves over time through periods of improvement. Every organization has quality management activities, whether they have been formally planned or not. This International Standard provides guidance on how to develop a formal system to manage these activities. It is necessary to determine activities which already exist in the organization and their suitability regarding the context of the organization. This International Standard, along with ISO 9004 and ISO 9001, can then be used to assist the organization to develop a cohesive QMS.A formal QMS provides a framework for planning, executing, monitoring and improving the performance of quality management activities. The QMS does not need to be complicated; rather it needs to accurately© ISO 2015 – All rights reserved 9。

ChatGPT的基本原理解析概述ChatGPT是一种基于预训练和微调的transformer模型，它使用大量的对话数据进行训练，以生成语义一致的对话回复。

它的核心思想是以语言模型为基础，通过自回归的方式逐词生成对话回复。

自回归语言模型自回归语言模型（Autoregressive Language Model）是一种用来预测序列中下一个词的概率分布的模型。

它假设当前的词依赖于前面已经生成的词。

形式化地说，给定一个输入序列X={x1,x2,...,x t}，自回归语言模型的目标是估计条件概率P(x t|x<t)，其中x<t={x1,x2,...,x t−1}。

例如，在对话生成任务中，给定用户的输入“你好，还有什么菜推荐吗？”，模型需要生成一个合理的回复，比如“我们推荐的特色菜是红烧肉和麻婆豆腐”。

Transformer模型Transformer是一种基于自注意力机制（Self-Attention）的深度神经网络模型，它在许多自然语言处理任务中取得了令人印象深刻的效果。

与传统的循环神经网络（RNN）相比，Transformer更容易并行计算，使得训练速度更快。

Transformer模型包括编码器和解码器两部分，其中编码器负责将输入序列映射到一组连续的向量表示，解码器在此基础上生成输出序列。

自注意力机制自注意力机制能够在不同位置之间建立关联并为每个位置分配注意力权重。

在自注意力机制中，查询（query）、键（key）和值（value）是通过对输入序列的线性变换得到的，通过计算查询与键的相似度来分配注意力权重，并使用注意力权重对值进行加权求和以得到表示序列的上下文。

具体地，给定输入序列X={x1,x2,...,x n}，通过线性变换将其映射为查询Q、键K 和值V。

则自注意力得分矩阵A可以通过计算查询和键之间的相似度得到，每个元素a ij表示x i对x j的注意力权重。

通过将矩阵A与值V相乘，并对结果进行归一化，可以得到上下文表示C。

·862·主国缸左医堂整堂塑!生!旦星!Z鲞筮!翅￡堕!』曼!丛丑型丛型墅i z驰!出!!坚：必：!!：盟!：!·讲座·额叶执行功能的测量周振和袁国桢程灶火执行功能(E xecuti ve Functions)是一种重要的高级认知加叶损害的评价具有很高的灵敏度。

目前，在科研领域中，超过工过程，是个体在行为活动过程中，将不同的认知加工过程进70％的研究人员应用威斯康星卡片分类测验测量大脑的执行行灵活整合以及协同操作的功能，包括注意和抑制、任务管理、功能。

Heaton于1981年在原来基础上重新设计了WCST，被称计划、监控以及编码等。

多种神经心理评估方法应用于对大脑作Heaton版本．目前一致认为该版本为标准版本。

执行功能的测量，如用于测量能力的河内塔实验、测量抑制控具体测验程序为：被试者参照预先呈现的四张印有不同符制的反肜不反应任务以及Stroop色词干扰测验(Stroop Col or号或几何图形标示的图片，被试的任务就是把接下来呈现出的Word Interference Test)、测量认知灵活性的威斯康星卡片分类印有不同符号或几何图形标示的图片与四张图片中的一张归测验(Wisconsin Car d Sorting Test，WCST)以及连线测验(Trial为一类。

每一次归类，均及时得到反馈。

被试者根据反馈来修making test，TMT)、评估语词流畅性的语音词语流畅作业(Pho-正自己的归类方式，找到正确的方法。

常用的分析指标包括：n e m i c Ve rb al Fl ue nc y Test)等，WCST、语音词语流畅作业以及完成分类数、错误分类数、持续性错误分类数、持续性错误分类Stroop色词干扰测验是常用于测量执行功能的工具。

对重度额百分数、持续性与非持续性应答数、完成第一个分类所需应答叶损害的被试者进行抽象推理与词语流畅作业时，患者作业成数以及概念化水平。

ChatGPT技术中的随机性和确定性处理方法ChatGPT是一种用于生成自然语言对话的技术，它基于人工智能模型，可以根据输入的问题或指令产生相应的回答。

然而，在ChatGPT的回答中常常会存在一定程度的随机性，这意味着相同的输入可能会得到不同的输出。

随机性在一些情况下可以提供创造性和多样性，但在其他情况下可能导致不一致性和误导。

因此，处理ChatGPT技术中的随机性和确定性成为一个重要的任务。

在ChatGPT技术中，随机性通常源于模型的结构和训练过程。

ChatGPT模型是通过对大量的文本数据进行训练得到的，训练过程中会考虑到文本中的随机性和变异性。

这使得模型能够更好地适应不同的对话场景和语境。

然而，由于数据量的限制和训练过程中的随机性，模型在生成回答时可能会出现不确定性。

为了处理ChatGPT技术中的随机性，研究人员和开发者们提出了一系列方法。

其中一种方法是基于有限制的采样。

在这种方法中，模型在生成回答时会基于一定的概率分布进行采样，以保持一定的随机性。

然而，为了增加输出的确定性，可以通过调整概率分布的参数或者限制采样的范围来减小随机性的影响。

另一种处理随机性的方法是采用贪婪搜索。

在贪婪搜索中，模型会选择具有最高概率的回答作为最终的输出，而不考虑其他可能性。

这种方法可以有效地减小随机性的影响，产生比较确定的回答。

然而，贪婪搜索可能会导致模型过于保守，缺乏创造性和多样性。

除了上述方法，研究人员还提出了一种称为“温度控制”的技术。

温度控制可以调整采样过程中的概率分布，从而控制生成回答的随机性。

较高的温度值会增加随机性，而较低的温度值则会减少随机性。

通过调整温度值，我们可以在随机性和确定性之间找到一个平衡点。

处理ChatGPT技术中的随机性和确定性还有其他一些思路和方法。

例如，可以结合传统的规则和逻辑方法来对模型的输出进行过滤和修正，以确保回答的准确性和一致性。

此外，可以根据实际应用的需求和场景的特点，采用不同的处理方法和策略。

1995-2010英语专八汉译英及参考答案1CHINESE TO ENGLISH乔羽的歌大家都熟悉。

但他另外两大爱好却鲜为人知，那就是钓鱼和喝酒。

晚年的乔羽喜爱垂钓，他说：“有水有鱼的地方大都是有好环境的，好环境便会给人好心情。

我认为最好的钓鱼场所不是舒适的、给你准备好饿鱼的垂钓园，而是那极其有吸引力的大自然野外天成的场所。

”钓鱼是一项能够陶冶性情的运动，有益于身心健康。

乔羽说：“钓鱼可分三个阶段：第一阶段是吃鱼；第二阶段是吃鱼和情趣兼而有之；第三阶段主要是钓趣，面对一池碧水，将忧心烦恼全都抛在一边，使自己的身心得到充分休息。

”ENGLISH TO CHINESEEffort is the gist of it. There is no happiness except as we take on life- engaging difficulties. Short of the impossible, as Yeats put it, the satisfaction we get from a lifetime depends on how high we choose our difficulties. Robert Frost was thinking in something like the same terms when he spoke of “The pleas u re of taking pains”. The mortal flaw in the advertised version of happiness is in the fact that it purports to be effortless.We demand difficulty even in our games. We demand it because without difficulty there can be no game. A game is a way of making something hard for the fun of it. The rules of the game are an arbitrary imposition of difficulty. When someone ruins the fun, he always does so by refusing to play by the roles. It is easier to win at chess if you are free, at your pleasure, to change the wholly arbitrary roles, but the fun is in winning within the rules. No difficulty, no fun.乔羽的歌大家都熟悉。

chatglm3 模型推理架构全文共四篇示例，供读者参考第一篇示例：在近年来，随着人工智能技术的迅速发展，深度学习模型在各个领域取得了显著的成果，成为推动智能技术进步的关键。

在自然语言处理领域，chatglm3 模型是一种非常先进的模型，能够实现自然、流畅的对话交互，具有较高的模型推理能力。

chatglm3 模型推理架构是一种基于大规模预训练模型的对话生成模型，能够实现自动对话生成、情感分析、情感生成等多种功能，拥有广泛的应用价值。

一、chatglm3 模型推理架构的基本原理chatglm3 模型推理架构的基本原理是基于大规模预训练模型和生成式对话生成模型相结合的模型架构。

在预训练阶段，chatglm3 模型通过大规模文本数据的无监督训练，学习到语言的语法、语义等知识，形成模型的表示能力。

在对话生成阶段，chatglm3 模型通过生成式模型结构，根据用户输入的对话内容，主动生成回复，实现自然而流畅的对话。

chatglm3 模型推理架构的关键技术包括注意力机制、编码器-解码器结构、序列到序列模型等。

在注意力机制方面，chatglm3 模型通过对输入序列的不同位置进行不同权重的关注，提高模型在长文本处理中的效果。

在编码器-解码器结构方面，chatglm3 模型通过编码器将输入序列映射到隐层表示，再通过解码器将隐层表示映射到输出序列，实现对话生成的任务。

在序列到序列模型方面，chatglm3 模型将对话生成任务看作序列到序列的映射问题，通过优化模型参数，实现对话生成效果的优化。

二、chatglm3 模型推理架构的应用案例chatglm3 模型推理架构在实际应用中有着广泛的应用场景，例如智能客服、智能助手、情感分析等领域。

在智能客服领域，chatglm3 模型可以实现自动回复用户问题、处理投诉、提供服务等功能，提高客户服务效率。

在智能助手领域，chatglm3 模型可以实现与用户的自然对话交互，帮助用户完成任务、获取信息等。

chatgpt的基本概念ChatGPT是一种基于人工智能技术的对话生成模型，它能够模拟人类的对话方式进行交流。

它的基本概念是通过深度学习算法，将大量的对话数据进行训练，从而使其能够理解并生成自然流畅的对话内容。

ChatGPT的核心是一个深度神经网络模型，它由多个层次的神经网络单元组成。

这些神经网络单元通过学习对话数据中的模式和规律，从而能够预测下一个可能的对话内容。

通过不断迭代训练，模型可以逐渐提高对话生成的准确性和流畅度。

在训练过程中，ChatGPT使用了一种称为“自回归”的生成方式。

它通过将前面生成的对话内容作为输入，预测下一个可能的对话内容。

这种方式使得模型能够根据上下文生成连贯的对话，使得对话内容更加自然。

为了提高ChatGPT的生成效果，研究人员还引入了一种称为“注意力机制”的技术。

这种技术可以使模型更加关注对话中重要的部分，从而提高生成的准确性和连贯性。

通过注意力机制，ChatGPT可以根据上下文中的关键信息来生成合适的回复，使得对话更加有逻辑性。

ChatGPT的应用领域非常广泛。

它可以用于智能客服系统，帮助用户解答问题和提供服务。

它还可以用于虚拟助手，帮助用户完成各种任务，如日程安排、提醒等。

此外，ChatGPT还可以用于教育领域，辅助学生学习和解答问题。

然而，尽管ChatGPT在对话生成方面取得了很大的进展，但它仍然存在一些挑战和限制。

首先，由于模型是通过训练数据学习得到的，它可能会受到数据偏差的影响，导致生成的对话内容不准确或有偏见。

其次，由于模型是基于统计学习的方法，它可能无法理解某些复杂的语义和逻辑关系，导致生成的对话内容不够准确和连贯。

为了解决这些问题，研究人员正在不断改进ChatGPT的模型和训练方法。

他们致力于提高模型的鲁棒性和可解释性，使其能够更好地理解和生成对话内容。

此外，他们还在探索如何引入人类监督和强化学习等方法，以提高模型的生成效果和适应性。

总之，ChatGPT是一种基于人工智能技术的对话生成模型，它通过深度学习算法和自回归生成方式，能够模拟人类的对话方式进行交流。