Final Team Report-Team Rain-v2

浙江省金砖高中联盟2024学年第一学期期中联考高一年级英语学科试题考生须知：1.本卷共八页满分150分，考试时间120分钟;2.答题前，在答题卷指定区域填写班级、姓名、考场号座位号及准考证号并填涂相应数字;3.所有答案必须写在答题卷上，写在试卷上无效;4.考试结束后，只需上交答题卷。

第一部分听力(共两节，满分30分)做题时，先将答案标在试卷上。

录音内容结束后，你将有两分钟的时间将试卷上的答案转涂到答题卡上。

第一节(共5小题;每小题1.5分，满分7.5分)听下面5段对话。

每段对话后有一个小题，从题中所给的A、B、C 三个选项中选出最佳选项。

听完每段对话后，你都有10秒钟的时间来回答有关小题和阅读下一小题。

每段对话仅读一遍。

1. Why does the woman offer to buy the man a penA. His birthday is coming.B His pen has been broken by her.C. He usually has no pens to write with.2 What will the boy probably do nextA. Stay at home.B. Go swimming.C. Have fun with his mother.3. What kind of food does the girl dislikeA. Onions.B. Tomatoes.C. Carrots.4. What does the man say about the football coachA. He is fair.B. He is the best.C. He is improving.5. What is the probable relationship between the speakersA. Friends.B. Mother and son.C. Brother and sister.第二节(共15小题;每小题1.5分，满分22.5分)听下面5段对话或独白。

GPDS Milestone Description<MR>ManagementReview AlignmentManagement Review (<MR>) presents and secures cross-functional SeniorManagement alignment regarding the Program's fundamentalBusiness/Marketing/Technical assumptions (including initial content, scale,timing, investment, etc.) and agreement on the Program's role in supporting keycorporate strategic/business needs (e.g. role in portfolio, vision, etc.).Remaining key issues & workplans are to be resolved prior to <PS> andagreement on any additional alternative studies to be conducted between <MR>& <PS>.<PS>Program Start The focus of <PS> is to further refine output of the MR Review into a prime strategy that defines the starting point for the Program (e.g. program assumptions, financial targets/status, product vision, manufacturing strategy, etc) This task is the responsibility of a small cross-functional team taking into account customer, business, technical and manufacturing perspectives.<PSC>Program StrategyConfirmedComplete 1st Engineering Concepts, Attachment C's and AttributeSystem Requirements (Attachment D's) to provide multiple sets offeasible hardware concepts for System Selection. Review Attachment C'sto agree on Prime Alternative and Targets. Study hardware alternativesfor the product concept and prepare Program Direction Letter (PDL) andBill of Material (BOM) for <PSC>. All manufacturing long- leadfunding (if required) is requested at this time.<PTCC>Program TargetCompatibilityCheckpointAll system/subsystems are selected & reconfirmed as compatible withQCWF targets and the Bill of Process (BOP). The major Marketingtargets & attributes are confirmed and work continues in preparation for<PTC> (Program Target Compatibility). For commodities with SupplierEngineering- On-Board (EOB) date at <PTCC> (per Key CommodityPlan) Sourcing Agreement Letters (SAL's) are signed.<PTC>Program TargetCompatibilityThe focus of <PTC> is to use the output from the target alignmentsystem selection and further refine programs targets. This task is theresponsibility of a small cross-functional team taking into accountcustomer, business, technical and manufacturing perspectives.<PA>Program Approval At <PA/AA2> ABS, QCWF targets and market equation are confirmed compatible and become objectives, Commercial and Program Agreements are signed, program objectives are approved, preliminary activities for mass production are initiated, the second of three Appearance Approval Process events (AA2) is completed, the final Interior / Exterior design is approved, the design data is released, and the Upper Body V2 activities are completed.<FDJ>Final Data Judgment At <FDJ> all engineering designs are completed, and data readiness for VP prototype tooling, build, test and production tooling is judged by Senior Engineering Management based on verification/validation during Upper Body V0/V1/V2 and <M-1DC> results.Vehicle Milestone Names and Descriptions GPDS Milestone Names<VP>VerificationPrototypeThe VP builds are production intent for all Underbody and Upper Bodycontent, including UP electrical, and P/T calibration. The VP ProgramPDL (Feature/Options Summary) is defined at <PTC>. The VP Prototypecontent is defined to efficiently satisfy specific DV test requirements.The VP Digital Pre-Assembly (DPA) prototype variants are aligned tophysical builds. DPA ensures vehicle compatibility and designcompleteness. A VP Electrical Engineering Breadboard build is required,and the Electrical Design Completion timing is identified on programVPP. GPDS v2.2 maximizes production / hard tooling for the VP andlater builds phases.<PEC>PreliminaryEngineeringCompletionThe Preliminary Engineering Completion (PEC) event includes all the documentationand signatory elements described within FAP 03-201. Preliminary EngineeringCompletion is an engineering gateway where Senior Engineering Management assessesthe status of Program versus attribute and financial objectives. The intent of PEC is toidentify shortfalls to objectives and to confirm work plans are in place to successfullyachieve Final Engineering Completion (FEC). Success criteria are described in FAP 03-201.<FEC>Final EngineeringCompletionAt <FEC> Final Engineering Completion is authorized by SeniorManagement based upon the successful completion of all designvalidation testing and confirmation of no major open issues/risks.<LR>Launch Readiness At <LR> all Verification Prototype (VP) issues are resolved, all cross-functional activities' readiness to proceed to Body Construction / Assembly Tooling Trial is confirmed, and final approval to proceed to Tooling Trial is obtained.<LS>Launch Sign-off Pilot Production (PP) Approval is the approval to proceed to the PP build. Approval is obtained at the Launch Sign-Off Meeting, in which the following should occur: determine the readiness of internal & external tooling/equipment and operator training etc. for each relevant department; forecast the achievement level of quality targets; and Confirm and provide External Supplier APQP/PPAP Readiness –Element Summary Report (Schedule B). All data previously stated is required to proceed to PP.<J1>Job #1The physical product / process functional evaluation is conducted; homologation /self certification (excluding US Emissions) is performed, body & vehicle pilot production (PP) is completed, and approval to proceed to MP1 is obtained.<OKTB>Okay To Buy Okay-To-Buy confirms MP2 quality confirmation results, & vehicle static/drive evaluations. The Okay-To-Buy meeting is held at the Assembly Plant. The meeting should be held around the product with a follow up discussion of the measurables from the Okay-to-Buy scorecard. The discussion of the measurables will be given by the responsible launch team/assembly plant members who will present the recommendations and the decision/facts that are reported on the Okay-to-Buy scorecard.Prototype Builds Final Status ReportAn initial summary is prepared after MP (Mass Production) team events. The ProgramManagement team confirms program objective achievement status, identifies countermeasures, documents final results/lessons learned (financials, sales & market share,quality surveys, campaigns, field actions, etc.) and obtains approval for the final report.DescriptionPrototype BuildsFC0FeasibilityCheckpoint 0The Studio Feasibility Process is a subset of GPDS deliverables and astep by step guide for Design & surface development. Prior to <FC0>,Annual Process and Advanced (pre PS) activities are taking place tosupport the initial program assumptions. At FC0, only a small team ofdesigners and engineers are working on the project to establish a set ofhigh level program assumptions. Resulting from the outputs of pre PSactivities, at <FC0> the Concept Design is decided.FC1FeasibilityCheckpoint 1The Studio Feasibility Process is a subset of GPDS deliverables and astep by step guide for Design & surface development. At FC1,Functional Engineering and Design Studio completes benchmarking.Additionally, mechanical & occupant package parameters are beingestablished. The Studio Design Theme alternatives are evaluated againstprogram assumptions and attribute strategies. Representations of selectedStudio Design Theme alternatives are prepared to support the plannedPackage & Concept Clinic.FC2FeasibilityCheckpoint 2The Studio Feasibility Process is a subset of GPDS deliverables and astep by step guide for Design & surface development. At FC2, the threeStudio Design alternatives are matured along with the programassumptions. Functional Engineering completes Attachment C/Dreconciliation allowing provisional upper body system selection. StudioDesign Theme alternatives are assessed to attribute target ranges.FC3FeasibilityCheckpoint 3The Studio Feasibility Process is a subset of GPDS deliverables and astep by step guide for Design & surface development. At FC3, the threeStudio Design alternatives are matured and further refined until Themesare narrowed down to 2 with Character Feasibility completed (+/-10mmto +/-20mm).FC4FeasibilityCheckpoint 4The Studio Feasibility Process is a subset of GPDS deliverables and a step by step guidefor Design & surface development. At FC4, along with the results from the Theme &Package Clinic, the Studio Design Theme is evaluated against program assumptions andattribute point targets. Cost checkpoint to collect supplier data has been added forversion 2.2.FC5FeasibilityCheckpoint 5The Studio Feasibility Process is a subset of GPDS deliverables and a step by step guidefor Design & surface development. From FC4 to FC5, the Single Design Theme isfurther refined with additional feasibility inputs incorporated. Preliminary upper bodygeometry is available for program team evaluation. Exterior and interior math surfacedata reflecting Design intent is provided to the program team. FC5 represents the end ofDesign led change.AA1AppearanceApproval 1At <AA1> the first of three Appearance Approval Process events iscompleted, approval for Interior and Exterior Design feasible surfaces isobtained, and the transfer of production intent surfaces and the start ofUpper Body V2 activities is initiated.AA2AppearanceApproval 2From AA1 to AA2, all surface data files are released from the DesignStudio to the program team. Digital Pre Assembly activity continues.AA1 marks the beginning of surface release. <AA2> represents the endof surface release. Releases are phased depending on part ranking.FAA Final AppearanceApprovalAt <FAA> the final event in the Appearance Approval process iscompleted, Interior / Exterior surface final refinements and highlights areapproved, and supporting design data is updated.DescriptionX-1X-1 Prototype First Drivable X-1 Prototype Vehicle build is completed and ready to be delivered to the customer.M-1M-1 Prototype First Drivable M-1 Prototype Vehicle build is completed and ready to be delivered to the customer. M-1 vehicles are used to verify key specifications in the Under Body area.DescriptionUNV0Underbody V0DevelopmentDuring this phase engineers collect information and develop Under Bodybase mechanical package work plan. Information includes: <PSC>program paper, pre-V0 mechanical package data, 1st engineeringconcept, Attachment C and preliminary vehicle & system attribute targetranges (Attachment D), and then develop mechanical package work plan.UNV1Underbody V1DevelopmentDuring this phase engineers update the Underbody V1 Geometric 2D/3Dprogram intent CAD data, non-geometric data, and engineering databased upon latest 3D data, digital pre-assembly reviews,system/component CAE assessments, Campaign Prevention actions andVO resolution actions.UNV2Underbody V2DevelopmentDuring this phase engineers confirm and refine V2 UnderbodySystem/Component designs and Mechanical Package to achieve allapplicable vehicle level engineering requirements and PMT targets. ForAgreed Exception ‘Long Lead’ tools, tool order may be placed prior toUNV2 and rough cutting of tools may start at the completion of UNV2(not before).M-1DJ M-1 Data Judgment At M1-DJ all Underbody engineering designs are completed, and the data is ready for release for M1 prototype tooling, build and test. Final cutting of tools may start at the completion of M1DJ (not before). The goal is to complete supplier testing by M-1 MRD. On an exception basis for agreed ‘long lead’ parts some aspects of component testing may be allowed to complete post MRD provided the integrity of the vehicle build and test plan is not judged to be compromised. Each commodity team must define the critical component testing which must be completed prior to M1 MRD and get signed off as part of the M1DJ sign-offUPV0Upperbody V0DevelopmentDuring this phase engineers collect information and develop Upper Bodybase mechanical package work plan. Information includes: <PSC>program paper, pre-V0 mechanical package data, 1st engineeringconcept, Attachment C and preliminary vehicle & system attribute targetranges (Attachment D), and then develop mechanical package work plan.Prototype Builds Engineering GatewaysUPV1Upperbody V1DevelopmentDuring this phase engineers update the Upperbody V1 Geometric 2D/3Dprogram intent CAD data, non-geometric data, and engineering databased upon latest 3D data, digital pre-assembly reviews,system/component CAE assessments, Campaign Prevention actions andVO resolution actions.UPV2Upperbody V2DevelopmentDuring this phase engineers confirm and refine V2 UpperbodySystem/Component designs and Mechanical Package to achieve allapplicable vehicle level engineering requirements and PMT targets. ForAgreed Exception ‘Long Lead’ tools, tool order may be placed prior toUPV2 and rough cutting of tools may start at the completion of UPV2(not before).M-1DC M-1 DevelopmentCompleteCompile the <M-1DC> Engineering Sign Off Report (targetdemonstration versus status). All Program risks for Quality, Cost,Weight, & Functional Targets assessed and countermeasures developed.Identify and select the M-1 Drive Vehicle. Prepare M-1 Drive Vehicleand schedule the M-1 SME Drive. Conduct the attribute characterizationof the M-1 Drive Vehicle. Develop work plan and countermeasures toclose issues identified during <M-1DC> testing and M-1 Drive VehiclePreparation.DescriptionTT Tooling Trial –Build StartThe Tooling Trial (TT) Vehicles Built per Pre-Launch Control Plan is abuild conducted at the production location utilizing production tooling,process, and hard-tooled production parts at the required PPAP level(LQOS Standard G06). The build is conducted per the Pre-ProductionControl Plan to verify capability of assembly production tools,equipment, facilities & processes to ensure readiness for Pilot Production(PP).PP Pilot Production –Build StartThe readiness and the ability to proceed for Pilot Production is assessed,the start of Pilot Production is authorized, the MP1 readiness isreviewed, and Pre-production builds are conducted to verify thecapability of the production tools, equipment, facilities, systems andprocesses with hard-tooled production parts.MP1Mass Production 1MP1 Vehicles Built per Production Control Plan is a build verifying the compatibility of production process, facilities, and tooling with material at the required PPAP level (LQOS Standard G06). MP1 Build Review Meeting, in which the following should occur: confirm the readiness of internal & external tooling/equipment and operator training etc. for each relevant department is complete; confirm the achievement level of quality to targets Confirm and provide External Supplier APQP/PPAP Readiness –Element Summary Report (Schedule B). All data previously stated is required to proceed to MP2.MP2Mass Production 2MP2 Vehicles Built to Production Control Plan is a build verifying the compatibility of production process, facilities, and tooling with material at the required PPAP level (Standard G06).Assembly Plant Build Starts。

Characters:- John Smith: Project Manager- Emily Johnson: Site Supervisor- Michael Brown: Construction Manager- Sarah Davis: Safety Officer- Alex Wang: Design Engineer---John Smith: Good morning, everyone. Let's get started with the weekly project management meeting. How's the progress on the construction site, Emily?Emily Johnson: Good morning, John. The construction is progressing well. We've completed the foundation work for the first two buildings and are now moving on to the framing phase. The team is working efficiently, but we've encountered a few minor delays due to weather conditions.John Smith: I see. Any specific issues that need immediate attention?Emily Johnson: Yes, the weather has caused some delays in the concrete pouring. We're working with the supplier to ensure that the materials are delivered on time and meet the required specifications.Michael Brown: On that note, John, I've spoken to the concrete supplier. They've assured us that they'll prioritize our orders. However, we should also consider having backup suppliers just in case.John Smith: That's a wise decision, Michael. Let's document this in our risk management plan. Sarah, do we need to update the safety protocols considering the weather conditions?Sarah Davis: Yes, John. We should reinforce the safety measures for working with wet concrete. I'll prepare a memo for the team and ensure that everyone is aware of the updated procedures.Alex Wang: Speaking of procedures, John, I've completed the design for the second building. I'll send the final plans to the construction team tomorrow morning. I just wanted to make sure that we're all on the same page regarding the design changes.John Smith: Thank you, Alex. I'll review the plans and discuss them with the construction team. Any other concerns or updates?Emily Johnson: I've noticed that the material delivery schedule is a bit tight for the upcoming week. We might need to adjust the labor schedule to accommodate the materials.John Smith: Understood. Let's have a meeting with the procurement team to discuss our options. We might need to consider a staggered delivery schedule or even bring in additional labor if necessary.Michael Brown: I agree with Emily. We should also consider the potential impact on the overall project timeline. We need to ensure that we stay on schedule.John Smith: Absolutely. Let's review the critical path method (CPM) schedule and identify any potential bottlenecks. Emily, can you update the schedule and share it with us?Emily Johnson: Sure thing. I'll have the updated schedule ready by the end of the day. Meanwhile, I've also prepared a report on the current progress and potential risks. I'll share it with you all.Sarah Davis: Before we proceed, I wanted to address the safety concerns regarding the excavation work. We've had a few near-misses, and we need to reinforce the safety measures immediately.John Smith: Agreed, Sarah. Let's schedule a safety meeting for theentire team. We'll review the current safety protocols and discuss additional measures to prevent any accidents.Alex Wang: I have a suggestion regarding the safety meeting. How about we incorporate a training session on the use of safety equipment? It might help improve the awareness and proficiency of the team.John Smith: That's a great idea, Alex. We can organize a training session next week. Sarah, can you coordinate with the safety training provider?Sarah Davis: Of course. I'll handle the arrangements.Michael Brown: On another note, John, I've received feedback from the client regarding the landscaping plan. They're interested in a more sustainable approach.John Smith: That's an interesting development. Let's discuss it with the design team. Alex, can you incorporate sustainable landscaping options into the design and present it to the client for approval?Alex Wang: I'll get started on it right away. I'll also consult with the landscape architect to ensure that the design meets the client's expectations and complies with the local regulations.Emily Johnson: While we're on the topic of client feedback, John, I've received a request for a progress update. They want to see the progress photos and a detailed report.John Smith: Alright, Emily. I'll compile the information and send it to the client by the end of the day. Let's ensure that we keep the client informed and involved throughout the project.Sarah Davis: Speaking of client involvement, John, I think it might be beneficial to schedule regular project status meetings with the client. It'll help them stay updated on the progress and address any concerns they might have.John Smith: That's a good point, Sarah. Let's incorporate that into our project management plan. I'll schedule the meetings and inform theclient accordingly.Alex Wang: I just received the updated design plans. I'll review them and get back to you with any comments or suggestions.John Smith: Perfect. We'll have a meeting next week to discuss the design and any potential changes. Emily, can you coordinate the meeting with the design team?Emily Johnson: Sure thing. I'll send out the invitations.Michael Brown: Lastly, John, I wanted to remind everyone about the upcoming site inspections. We need to ensure that everything is in order before the inspectors arrive.John Smith: Understood. I'll make sure that the team is aware of the inspections and that all necessary documentation is prepared.Sarah Davis: I'll also remind everyone about the importance of maintaining a clean and organized worksite. It's crucial for the inspections and for the overall safety of the team.John Smith: Absolutely. Let's ensure that we're all on the same page and prepared for the upcoming challenges. Thank you, everyone, for your contributions. Let's continue working together to ensure the successful completion of this project.---End of Project Management Meeting。

品质管理常用英语QC quality control 品质管理人员FQC final quality control 终点品质管制人员IPQC in process quality control 制程中的品质管制人员OQC output quality control 最终出货品质管制人员IQC incoming quality control 进料品质管制人员TQC total quality control 全面质量管理POC passage quality control 段检人员QA quality assurance 质量保证人员OQA output quality assurance 出货质量保证人员QE quality engineering 品质工程人员品质保证类FAI first article inspection 新品首件检查FAA first article assurance 首件确认TVR tool verification report 模具确认报告3B 3B 模具正式投产前确认CP capability index 能力指数CPK capability index of process 模具制程能力参数SSQA standardized supplier quality 合格供应商品质评估OOBA out of box audit 开箱检查FMEA failure model effectiveness analysis 失效模式分析8D 8disciplines 8项回复内容FA final audit 最後一次稽核CAR corrective action request 改正行动要求corrective action report 改正行动报告FQC运作类AQL Acceptable Quality Level 运作类允收品质水准S/S Sample size 抽样检验样本大小ACC Accept 允收REE Reject 拒收CR Critical 极严重的MAJ Major 主要的MIN Minor 轻微的AOQ Average Output Quality 平均出厂品质AOQL Average Output Quality Level 平均出厂品质Q/R/S Quality/Reliability/Service 品质/可靠度服务MIL-STD Military-Standard 军用标准S I-S IV Special I-Special IV 特殊抽样水准等级P/N Part Number 料号L/N Lot Number 特采AOD Accept On Deviation 特采FPIR First Piece Inspection Report 百万分之一PPM Percent Per Million 批号制程统计品管专类SPC Statistical Process Control 统计制程管制SQC Statistical Quality Control 统计品质管制R Range 全距AR Averary Range 全距平均值UCL Upper Central Limit 管制上限LCL Lower Central Limit 管制下限MAX Maximum 最大值MIN Minimum 最小值GRR Gauge Reproducibility&Repeatability 量具之再制性、重测性判断量可靠与否DIM Dimension 尺寸DIA Diameter 直径FREQ Frequency 频率N Number 样品数其它品质术语类QCC Quality Control Circle 品质圈QIT Quality Improvement Team 品质改善小组PDCA Plan Do Check Action 计划执行检查总结ZD Zero Defect 零缺点QP Quality Policy 目标方针TQM Total Quality Management 全面品质管理MRB Material Reject Bill 退货单LQL Limiting Quality Level 最低品质水准RMA Return Material Audit 退料认可QAN Quality Amelionrate Notice 品质改善活动ADM Absolute Dimension Measuremat 全尺寸测量QT Quality Target 品质目标7QCTools 7 Quality Controll Tools 品管七大手法通用之件类ECN Engineering Change Notes 工程变更通知(供应商) ECO Engineering Change Order 工程改动要求(客户) PCN Process Change Notice 工序改动通知PMP Product Management Plan 生产管制计划SIP Specification In Process 制程检验规格SOP Standard Operation Procedure 制造作业规范IS Inspection Specification 成品检验规范BOM Bill Of Material 物料清单PS Package Specification 包装规范SPEC Specification 规格DWG Drawing 图面缩写英文对照中文术语8D 8 Disciplines Of Solving Problem 解决问题8步法AC./RE. Acceptable / Rejective 允收/拒收AQL Acceptable Quallity Level 允收水准ABB Activity-Based Budgeting 实施作业制预算制度ABC Activity-Based Costing 作业制成本制度ABM Activity-Based Mangement 作业制成本管理APS Advanced Planning And Scheduling 应用程式服务供应商APQP Advanced Product Quality Planning 先期产品品质规划ANOVA Analysis Of Variance 方差分析AAR Appearance Approval Report 外观承认报告AC Appraisal Cost 鉴定成本ASL Approved Suplier List 合格供应商清单AVL Approved Vendor List 认可的供应商清单ATP Available To Promise 可承诺量BSC Balanced Score Card 平衡记分卡BOM Bill Of Material 材料明细BTF Build To Forecarst 计划生产BTO Build To Order 订单生产BPR Business Process Reengineering 企业流程再造CPK Capability Of Process 修正过程能力指数Ca. Capability Of Accuraty 精确度指数Cp. Capability Of Precesion 精密度指数CRP Capacity Requirement Planning 产能需求规划C. OF C. Certificate Of Compliance （质量）承诺证明书CEO Chief Excutive Officer 执行总裁CQC Companywide Quality Control 全公司范围的品质管理CPM Complaint Per Illion 每百万报怨次CAD Computer Aided Design 计算机辅助设计CTO Configuration To Order 客制化生产CRC Contract Review Committee 合同评审委员会CIF Cost Inusance And Freight 到岸价格COQ Cost Of Quality 品质成本CPM Critical Path Method 要径法CTQ Critical Quality 关键质量CAR Crrective Action Report 纠正措施报告CRM Customer Relationship Management 客户关系管理CR Customer's Risk 消费者冒险率DSS Decision Support System 决策资源系统DS/SS Def.Size/Sample Size 缺点数/样品数DPU Defect Per Unit 单位缺陷数DPMO Defects Per Million Opportunity 百万个机会中的缺陷数DMADV Define\Measurement\Analysis\Design\Verify 确定、测量、分析、设计、验证DMAIC Define\Measurement\Analysis\Improvement\Control 确定、测量、分析、改善、控制DEPT.Department 部门DMT Design Matuing Testing 成熟度验证DOE Design Of Experiment 实验设计DVT Design Verification Testing 设计验证DRP Distribution Resource Planning 运销资源计划DTS Dock To Stock 免验DCC Document Control Centre 文管中心DBE Drum-Buffer-Rope 限制驱导式排程法EOQ Economic Order Quantity 基本经济订购量EMC Electric Magnetic Capability 电磁相容EC Electronic Commerce 电子商务EDI Electronic Data Imterchange 电子资料交换EC Engenering Change 工程变更ECN Engenering Change Notice 工程变更通知ECRN Engineer Change Request Notice 原件规格更改通知ERP Enterprise Resource Planning 物料需求计划EI&PM Employee Involvement & participative Management 全员参与法EIS Executive Information System 主管决策系统FAE Field Application Engineer 应用工程师FQC Finish Or Final Quality Control 成品品质管制FAI First Article Inspection 首件检验FMEA Failure Mode And Efects Analysis 失效模式及效应分析Yft First Time Yield 首次通过率FMS Flexible Manufacture System 弹性制造系统FCST Forecast 预估FOB Free Of Board 离岸价G R&R Gauge Reproducility & Repeatability 量具再现性与再生性GWQC Groupwide Quality Control 全集团范围的品质管理IQC Incoming Quality Control 进料品质管制ISAR Initial Sample Approval Request 首批样品认可IPQC In-Process Quality Control 过程品质管制ISO International Standardization Orgnization 国际标准化组织JIT Just In Time 即时管理KCP Key Control Point 关键控制点KM Knowledge Management 知识管理LDPU Latent DeFect Per Unit 单位产品潜在缺陷LTC Least Total Cost 最小总成本法LUC Least Unit Cost 最小单位本法LS Lobour Scrap 工时损失LRR lot Rejective Rate 批退率LTPD Lot Tolerance Percent Defective 拒收水准L4L Lot-For-Lot 逐批订购法LCL Lower Control Limit 下控制界限LSL Lower Specification Limit 下规格界限MRO Maintenance Repair Operation 请修（购）单MIS Management Information System 资讯系统MO Management Order 制令MES Manufacturing Execution System 制造执行系统MRP-II Manufacturing Resourece Planning 制造资源规划MPS Master Production Scheduling 主生产排程MRP Material Requirement Plan 物料需求规划MRB Material Review Board 物料鉴审委员会MSDS Material Safety Data Sheet 物质安全资料表MS Material Scrap 材料报废MTBF Mean Time Between Failure 平均故障间隔时间MSA Measurement System Analysis 测量系统分析NG Not Good 不良OLAP On-Line Analytical Processing 线上分析处理OLTP On-Line Transaction Processing 线上交易处理OPT Optimized Production Technology 最佳生产技术ODM Original Design & Manufacture 委托设计与制造OEM Original Equeitpment Manufacture 原始设备制造商/委托代工OQC Out-Going Quality Control 出货品质管制PPM Part Per Million 百万分之……PDCA Plan Do Check Action PDCA管理循环PSO President Staff Office 总经理办公室PM Prevention Mmaintenance 预防维护PC Preventive Cost 预防成本PR Producer's Risk 生产者冒险率PDM Product Data Management 生产资料管理系统POH Product On Hand 预估在手量PPAP Production Part Approval Process 生产品核工业准程序PERT Program Evaluation And Review Technique 计划评核术P/O Purchase Order 订单QA Quality Assurance 质量保证QC Quality Control 质量管制QCC Quality Control Circle 品管圈QCFS Quality Control Flow Sheet 品质控制流程图QDN Quality Deviation Notice 品质异常通知QDR Quality Deviation Request 品质异常回复QE Quality Engineering 品质工程QFD Quality Function Depioyment 品质功能展开QIT Quality Improvement Team 品质改善团队QIS Quality Information System 品质信息系统QS9000 Quality System 9000 品质系统9000QSA Quality System Assessment 品质系统评鉴ROP Re-Order Point 再订购点R&D Reserrch And Development 研究开发RMA Returned Material Approval 进货验收RC Rework Cost 返工费用RPN Risk Priority Number 风险领先指数Yrt Rolled Thoughtput Yield 全过程通过率RCCP Rough Cut Capacity Planning 粗略产能规划S S 样本偏差SO Sales Order 订单SFC Shop Floor Comtrol 现场控制σ Sigma 标准差SOR Special Order Request 特殊订单需求SPEC.Specification 规范/规格SDCA Standardzation Do Check Action SDCA管理循环SPC Statistical Process Control 过程统计控制SIS Strategic Information System 策略资讯系统SWOT Strength\ Weakness \Oportunity\ Treats 企业SWOT分析资料SQD Supplier Quality Develepment 供应商品质开发SCM Supply Chain Management 供应链管理TOC Theory Of Constraints 限制理论Yt p Thoughtout Yield 过程通过率TMC Total Manufacture Cost 总制造成本TPM Total Production Management 全面生产管理TQM Total Quality Management 全面品质管理UCL Upper Control Limit 上控制界限USL Upper Specification Limit 上规格界限WIP Work In Process 在制品Xbar X bar X平均值。

部门名称的专有名词QS:Quality system品质系统CS:Coutomer Sevice 客户服务QC:Quality control品质管理IQC:Incoming quality control 进料检验LQC:Line Quality Control 生产线品质控制IPQC:In process quality control 制程检验FQC:Final quality control 最终检验OQC:Outgoing quality control 出货检验QA:Quality assurance 品质保证SQA:Source(supplier) Quality Assurance 供应商品质保证(VQA) CQA：Customer Quality Assurance客户质量保证PQA rocess Quality Assurance 制程品质保证QE:Quality engineer 品质工程CE:component engineering零件工程EE:equipment engineering设备工程ME:manufacturing engineering制造工程TE:testing engineering测试工程PPE roduct Engineer 产品工程IE:Industrial engineer 工业工程ADM: Administration Department行政部RMA:客户退回维修CSDI:检修PC:producing control生管MC:mater control物管GAD: General Affairs Dept总务部A/D: Accountant /Finance Dept会计LAB: Laboratory实验室DOE:实验设计HR:人资PMC:企划RD:研发W/H:仓库SI:客验PD: Product Department生产部PA:采购(PUR: Purchaing Dept)SMT:Surface mount technology 表面粘着技术MFG:Manufacturing 制造MIS:Management information system 资迅管理系统DCC:document control center 文件管制中心厂内作业中的专有名词QT:Quality target品质目标QP:Quality policy目标方针QI:Quality improvement品质改善CRITICAL DEFECT:严重缺点（CR）MAJOR DEFECT:主要缺点（MA）MINOR DEFECT:次要缺点（MI）MAX:Maximum最大值MIN:Minimum最小值DIA iameter直径DIM imension尺寸LCL:Lower control limit管制下限UCL:Upper control limit管制上限EMI:电磁干扰ESD:静电防护EPA:静电保护区域ECN:工程变更ECO:Engineering change order工程改动要求（客户）ECR:工程变更需求单CPI:Continuous Process Improvement 连续工序改善Compatibility：兼容性Marking：标记DWG rawing图面Standardization：标准化Consensus：一致Code：代码ZD:Zero defect零缺点Tolerance：公差Subject matter：主要事项Auditor：审核员BOM:Bill of material物料清单Rework：重工ID：identification识别,鉴别,证明PILOT RUN: (试投产)FAI:首件检查FPIR：First Piece Inspection Report首件检查报告FAA:首件确认SPC：统计制程管制CP: capability index（准确度）CPK: capability index of process(制程能力)PMP:制程管理计划（生产管制计划）MPI:制程分析DAS efects Analysis System 缺陷分析系统PPB：十亿分之一Flux：助焊剂P/N:料号L/N：Lot Number批号Version：版本Quantity：数量Valid date：有效日期MIL-STD：Military-Standard军用标准ICT: In Circuit Test (线路测试)ATE：Automatic Test Equipment自动测试设备MO: Manafacture Order生产单T/U: Touch Up (锡面修补)I/N:手插件P/T:初测F/T: Function Test (功能测试-终测)AS 组立P/K:包装TQM:Total quality control全面品质管理MDA:manufacturing defect analysis制程不良分析(ICT) RUN-IN:老化实验HI-pot：高压测试FMI：Frequency Modulation Inspect高频测试DPPM: Defect Part Per Million(不良率的一种表达方式：百万分之一) 1000PPM即为0.1% Corrective Action: (CAR改善对策)ACC：允收REJ:拒收S/S：Sample size抽样检验样本大小SI-SIV：Special I-Special IV特殊抽样水平等级CON：Concession / Waive特采ISO:国际标准化组织ISA：Industry Standard Architecture工业标准体制结构OBA:开箱稽核FIFO:先进先出PDCA:管理循环Plan do check action计划，执行，检查，总结WIP:在制品（半成品）S/O: Sales Order (业务订单)P/O: Purchase Order (采购订单)P/R: Purchase Request (请购单)AQL:acceptable quality level允收品质水准LQL;Limiting quality level最低品质水准QVL:qualified vendor list合格供应商名册AVL ：认可的供货商清单(Approved Vendor List)QCD: Quality cost delivery（品质，交期，成本）MPM:Manufacturing project management制造专案管理KPI:Key performance indicate重要绩效指标MVT:Manufacturing Verification Test制造验证试产Q/R/S：Quality/Reliability/Service质量/可靠度/服务STL:ship to line（料到上线）NTF:No trouble found误判CIP:capacity improvement plan（产能改善计划）MRB:material review board（物料审核小组）MRB:Material reject bill退货单JIT:just in time（即时管理）5S:seiri seiton seiso seiketsu shitsuke（整理，整顿，清扫，清洁，修养）SOP:standard operation process（标准作业程序）SIP:Specification inspection process制程检验规格TOP: Test Operation Process (测试作业流程)WI: working instruction（作业指导书）SMD:surface mounting device（表面粘着原件）FAR:failure aualysis report故障分析报告CAR:Corrective action report改善报告BPR：企业流程再造(Business Process Reengineering)ISAR ：首批样品认可(Initial Sample Approval Request)-JIT：实时管理(Just In Time)QCC ：品管圈(Quality Control Circle)Engineering Department (工程部)TQEM: Total Quality Environment Management(全面品质环境管理)PD: Production Department (制造)LOG: Logistics (后勤支持)Shipping: (进出口)AOQ：Average Output Quality平均出货质量AOQL：Average Output Quality Level平均出货质量水平FMEA：failure model effectiveness analysis失效模式分析CRB: Change Review Board (工程变更会议)CSA：Customer Simulate Analysis客户模拟分析SQMS：Supplier Quality Management System供应商品质管理系统QIT: Quality Improvement Team 品质改善小组QIP：Quality Improvement Plan品质改善计划CIP：Continual Improvement Plan持续改善计划M.Q.F.S: Material Quality Feedback Sheet (来料品质回馈单) SCAR: Supplier Corrective Action Report (供货商改善对策报告)8D Sheet: 8 Disciplines sheet ( 8D单)PDCA：PDCA (Plan-Do-Check-Action) (管理循环)MPQ: Material Packing Quantity (物料最小包装量)DSCN: Delivery Schedule Change Notice (交期变更通知) QAPS: Quality Assurance Process Sheet (品质工程表)DRP ：运销资源计划(Distribution Resource Planning)DSS：决策支持系统(Decision Support System)EC ：电子商务(Electronic Commerce)EDI ：电子资料交换(Electronic Data Interchange)EIS ：主管决策系统(Excutive Information System)ＥＲＰ：企业资源规划(Enterprise Resource Planning) FMS ：弹性制造系统(Flexible Manufacture System)KM ：知识管理(Knowledge Management)4L ：逐批订购法(Lot-for-Lot)LTC ：最小总成本法(Least Total Cost)LUC ：最小单位成本(Least Unit Cost)MES ：制造执行系统(Manufacturing Execution System) MPS ：主生产排程(Master Production Schedule)MRP ：物料需求规划(Material Requirement Planning) MRPⅡ：制造资源计划(Manufacturing Resource Planning) OEM ：委托代工(Original Equipment Manufacture) ODM ：委托设计与制造(Original Design & Manufacture) OLAP：线上分析处理(On-Line Analytical Processing) OLTP：线上交易处理(On-Line Transaction Processing) OPT ：最佳生产技术(Optimized Production Technology) PDCA：PDCA管理循环(Plan-Do-Check-Action)PDM：产品数据管理系统(Product Data Management)) RCCP：粗略产能规划(Rough Cut Capacity Planning) SCM ：供应链管理(Supply Chain Management)SFC ：现场控制(Shop Floor Control)TOC：限制理论(Theory of Constraints)TQC ：全面品质管制(Total Quality Control)FYI/R:for your information/reference仅供参考ASAP:尽快S/T:Standard time标准时间TPM:total production maintenance：全面生产保养ESD Wrist strap：静电环IT:information technology信息技术，资讯科学CEO：Chief Executive Officer执行总裁COO：Chief Operaring Officer首席业务总裁SWOT：Strength,Weakness,Opportunity,Threat优势﹐弱点﹐机会﹐威胁Competence：专业能力Communication：有效沟通Cooperation：统御融合Vibration Testing：振动测试IDP：Individual Development Plan个人发展计划MRP：Material Requirement Planning物料需求计划MAT'S：Material材料LRR：Lot Rejeet Rate批退率ATIN：Attention知会3C：Computer ,Communication , Consumer electronic消费性电子5W1H：When , Where , Who , What , Why , Ho5M: Man , Machine , Material , Method , Measurement人,机器,材料,方法,测量4MIE: Man,Material,Machine,Method,Environment人力,物力,财务,技术,时间(资源)7M1I: Manpower , Machine , Material , Method, Market , Management , Money , Information人力，机器，材料，方法, 市场，管理，资金，资讯1 Accuracy 准确度2 Action 行动3 Activity 活动4 Analysis Covariance 协方差分析5 Analysis of Variance 方差分析6 Approved 承认7 Attribute 计数值8 Average 平均数9 Balance sheet 资产负债对照表10 Binomial 二项分配11 Brainstorming Techniques 脑力风暴法12 Cause and Effect Matrix 因果图(鱼骨图)13 CL:Center Line 中心线14 Check Sheets 检查表15 Complaint 投诉16 Conformity 合格（符合）17 Control 控制18 Control chart 控制(管制)图19 Correction 纠正20 Correlation Methods 相关分析法21 CPI: continuouse Process Improvement 连续工序改善22 Cross Tabulation Tables 交叉表23 CS: Customer Sevice 客（户）服（务）中心24 DSA: Defects Analysis System 缺陷分析系统25 Data 数据Description:品名26 DCC: Document Control Center 文控中心27 Decision 决策、判定28 Defects per unit 单位缺点数29 Description 描述30 Device 装置31 Do 执行32 DOE: Design of Experiments 实验设计33 Element 元素34 Engineering recbnology 工程技35 Environmental 环境36 Equipment 设备37 Estimated accumulative frequency 计算估计累计数38 E Equipment Variation 设备变异39 External Failure 外部失效,外部缺陷40 FA: Failure Analysis 失效分析41 Fact control 事实管理42 Fatigue 疲劳43 FMEA: Failure Mode and Effect Analysis失效模式与效果分析44 FP First-Pass Yield （第一次通过）合格率45 FQA: Final Quality Assurance 最终品质保证46 FQC: Final Quality control 最终品质控制47 Gauge system 测量系统48 Grade 等级49 Histogram 直方图50 Improvement 改善51 Initial review 先期审查52 Inspection 检验53 Internal Failure 内部失效、内部缺陷54 IPQC: In Process Quality Control 制程品质控制55 IQC: Incomming Quality Control 来料品质控制56 IS International Organization for Standardization 国际标准化组织57 LCL: Lower Control limit 管制下限58 LQC: Line Quality Control 生产线品质控制59 LSL: Lower Size Limit 规格下限60 Machine 机械61 Manage 管理62 Materials 物料63 Measurement 测量64 Median 中位数65 MSA: Measurement System Analysis 测量系统分析66 Occurrence 发生率67 Operation Instruction 作业指导书68 Organization 组织69 Parto 柏拉图70 PPM arts per Million （百万分之）不良率71 Plan 计划72 Policy 方针73 Population 群体74 PQA: Process Quality Assurance 制程品质保证75 Practice 实务(践)76 Prevention 预防77 Probability 机率78 Probability density function 机率密度函数79 Procedure 流程80 Process 过程81 Process capability analysis 制程能力分析（图）82 Process control and Process capability制程管制与制程能力83 Product 产品84 Production 生产85 Projects 项目86 QA: Quality Assurance 品质保证87 QC: Quality Control 品质控制88 QE: Quality Engineering 品质工程89 QFD: Quality Function Desgin 品质机能展开(法)90 Quality 质量91 Quality manual 品质手册92 Quality policy 品质政策(质量方针)93 Random experiment 随机试验94 Random numbers 随机数95 R:Range 全距（极差）96 Reject 拒收97 Repair 返修98 Repeatusility 再现性99 Reproducibility 再生性100 Requirement 要求101 Responsibilities 职责102 Review 评审103 Reword 返工104 Rolled yield 直通率105 RPN: Risk Priority Number 风险系数106 Sample 抽样,样本107 Sample space 样本空间108 Sampling with replacement 放回抽样109 Sampling without replacement 不放回抽样110 Scatter diagram 散布图分析111 Scrap 报废112 Simple random sampling 简单随机取样113 Size 规格114 SL: Size Line 规格中心线115 Stratified random sampling 分层随机抽样116 SOP: Standard Operation Procedure 标准作业书117 SPC: Statistical Process Control 统计制程管制118 Specification 规范119 SQA: Source(Supplier) Quality Assurance 供货商品质保证120 Stage sampling 分段随机抽样121 Standard Deviation 标准差122 Sum of squares 平方和123 Taguchi-method 田口(试验)方法124 Theory 原理125 TQC: Total Quality Control 全面品质控制126 TQM: Total Quality Management 全面品质管理127 Traceablity 追溯128 Training 培训129 UCL: Upper Control Limit 管制（控制）上限130 USL: Upper Size Limit 规格上限131 Validation 确认132 Variable 计量值133 Verification 验证134 Version 版本135 VOC: Voice of Customer 客户需求136 VOE: Voice of Engineer 工程需求137 Inventory stock report:庫存清单报告138 Sales order report:出货报告质量人员名称类QC quality control 品质管理人员FQC final quality control 终点质量管理人员IPQC in process quality control 制程中的质量管理人员OQC output quality control 最终出货质量管理人员IQC incoming quality control 进料质量管理人员TQC total quality control 全面质量管理POC passage quality control 段检人员QA quality assurance 质量保证人员OQA output quality assurance 出货质量保证人员QE quality engineering 质量工程人员质量保证类FAI first article inspection 新品首件检查FAA first article assurance 首件确认CP capability index 能力指数CPK capability process index 模具制程能力参数SSQA standardized supplier quality audit 合格供货商质量评估FMEA failure model effectiveness analysis 失效模式分析FQC运作类AQL Acceptable Quality Level 运作类允收质量水平S/S Sample size 抽样检验样本大小ACC Accept 允收REE Reject 拒收CR Critical 极严重的MAJ Major 主要的MIN Minor 轻微的Q/R/S Quality/Reliability/Service 质量/可靠度/服务P/N Part Number 料号L/N Lot Number 批号AOD Accept On Deviation 特采UAI Use As It 特采FPIR First Piece Inspection Report 首件检查报告PPM Percent Per Million 百万分之一制程统计品管专类SPC Statistical Process Control 统计制程管制SQC Statistical Quality Control 统计质量管理GRR Gauge Reproductiveness & Repeatability 量具之再制性及重测性判断量可靠与否DIM Dimension 尺寸DIA Diameter 直径N Number 样品数其它质量术语类QIT Quality Improvement Team 质量改善小组ZD Zero Defect 零缺点QI Quality Improvement 质量改善QP Quality Policy 目标方针TQM Total Quality Management 全面质量管理RMA Return Material Audit 退料认可7QCTools 7 Quality Control Tools 品管七大手法通用之件类ECN Engineering Change Notice 工程变更通知(供货商)ECO Engineering Change Order 工程改动要求(客户)PCN Process Change Notice 工序改动通知PMP Product Management Plan 生产管制计划SIP Standard Inspection Procedure 制程检验标准程序SOP Standard Operation Procedure 制造作业规范IS Inspection Specification 成品检验规范BOM Bill Of Material 物料清单PS Package Specification 包装规范SPEC Specification 规格DWG Drawing 图面系统文件类ES Engineering Standard 工程标准CGOO China General PCE龙华厂文件IWS International Workman Standard 工艺标准ISO International Standard Organization 国际标准化组织GS General Specification 一般规格部类PMC Production & Material Control 生产和物料控制PCC Product control center 生产管制中心PPC Production Plan Control 生产计划控制MC Material Control 物料控制DC Document Center 资料中心QE Quality Engineering 质量工程(部)QA Quality Assurance 质量保证(处)QC Quality Control 质量管理(课)PD Product Department 生产部LAB Laboratory 实验室IE Industrial Engineering 工业工程R&D Research & Design 设计开发部生产类PCs Pieces 个(根,块等)PRS Pairs 双(对等)CTN Carton 卡通箱PAL Pallet/skid 栈板PO Purchasing Order 采购订单MO Manufacture Order 生产单D/C Date Code 生产日期码ID/C Identification Code (供货商)识别码SWR Special Work Request 特殊工作需求L/N Lot Number 批号P/N Part Number 料号OEM Original Equipment Manufacture 原设备制造PC Personal Computer 个人计算机CPU Central Processing Unit 中央处理器A.S.A.P As Soon As Possible 尽可能快的E-MAIL Electrical-Mail 电子邮件N/A Not Applicable 不适用QTY Quantity 数量I/O input/output 输入/输出NG Not Good 不行,不合格C=0 Critical=0 极严重不允许APP Approve 核准,认可,承认CHK Check 确认ASS'Y Assembly 装配,组装T/P True Position 真位度5WIH When, Where, Who, What, Why, How to6M Man, Machine, Material, Method, Measurement, Message4MTH Man, Material, Money, Method, Time, How 人力,物力,财务,技术,时间(资源)SQA Strategy Quality Assurance 策略质量保证DQA Design Quality Assurance 设计质量保证MQA Manufacture Quality Assurance 制造质量保证SSQA Sales and service Quality Assurance 销售及服务质量保证LRR Lot Reject Rate 批退率SPS Switching power supply 电源箱DT Desk Top 卧式(机箱)MT Mini-Tower 立式(机箱)DVD Digital Video DiskVCD Video Compact DiskLCD Liquid Crystal DisplayCAD Computer Aided DesignCAM Computer Aided ManufacturingCAE Computer Aided EngineeringPCB Printed Circuit Board 印刷电路板CAR Correction Action Report 改善报告NG Not Good 不良WDR Weekly Delivery Requirement 周出货要求PPM Percent Per Million 百万分之一TPM Total Production Maintenance 全面生产保养MRP Material Requirement Planning 物料需计划OS Operation System 操作系统TBA To Be Assured 待定,定缺D/C Drawing ChangeP/P Plans & ProcedureEMI Electrical-Music Industry 电子音乐工业Electrical Magnetic Interference 电子干扰RFI Read Frequency Input 读频输入MMC Maximum Material ConditionMMS Maximum Material SizeLMC Least Material ConditionLMS Least Material SizeLED lighting-emitting diode 发光二极管QBR Quarter Business RecordCIP Continuous improvement processFGI Forecasted Goal InventoryCNC Computerized numeral controllerB2C Business to customerB2B Business to businessAVL Approved vendor listPOP Procedure of packagingEOL End of lifeVDCS Vender defect correcting sheetPDCS Process defect correcting sheetGRN Goods receiving noteA/R Accounting receivableA/P Accounting payable有关ISO质量的术语发布日期：2007-10-10 浏览次数：2369核心提示：3.1 有关质量的术语 3.1.1 质量 quality 3.1.2 要求 requirement 3.1.3 等级 grade 3.1.4 顾客满意 customer satisfaction 3.1.5 能力 capability 3.2 有关管理的术语 3.2.1 体系(系统) system 3.2.2 管理体系 management system 3.2.3 质量管理体系 quality management3.1 有关质量的术语3.1.1 质量 quality3.1.2 要求 requirement3.1.3 等级 grade3.1.4 顾客满意 customer satisfaction3.1.5 能力 capability3.2 有关管理的术语3.2.1 体系(系统) system3.2.2 管理体系 management system3.2.3 质量管理体系 quality management system3.2.4 质量方针 quality policy3.2.5 质量目标 quality objective3.2.6 管理 management指挥和控制组织(3.3.1)的协调的活动注：在英语中，术语“management”有时指人，即具有领导和控制组织的职责和权限的一个人或一组人。

OTS=off tooling samples 即全工装状态下非节拍生产条件下制造出来的样件.用于验证产品的设计能力.(用于验证设计出来的产品是否符合客户要求，同时也是对生产工装的验证)同时OTS也可以叫模具样品。

LH 要求汇总书(一个项目的所有资料)TPB 产品技术描述(图纸、技术供货条件等等)DKM 数据控制模型(汽车形状1:1的基准样车)P P认可＝计划认可(决定投入批量生产)B B认可＝采购认可(对生产手段的投资认可)D D认可＝零件生产和供应认可(为零批量)BMG 产品工程性能认可EM 进行首批样件检验的首批样件，首批样件检验也称首批样件认可。

EMPB EMPB＝首批样件检验报告(供货商对其样件检验的文件)2TP 两日生产(供货厂的批量预生产，用来验证批量能力)PVS 生产试制批量0S 零批量(在批量生产条件下的总演习)SF 批量认可(对批量生产的产品认可)EPF (批量供货)计划认可KAF 集团路试验收(质量方面的批量认可)SOP 生产启动(批量生产启动)ME 市场导入(提供给销售商)CAD 计算机辅助设计COP 沿用件(与先前车型通用的零件)CKD 全部拆散SKD 部分拆散HT 自制件KT 外购件(外部供货厂生产的零件)KD 售后服务OTS 用批量生产的模具生产的零件TE 技术开发部PE (合资厂中的)产品工程部TL 技术供货条件TS 产品零件表ZP 检查点ZSB 总成AEKO (产品)改动的控制组织转载请注明出自六西格玛品质论坛/cdb/,OSM- Outside of MaterialOTC Over The Counter 非处方药，可在柜台上卖的药PA Program Approvalpallet n. 托盘Passenger Vehicle 乘用车PAT- Program Attributes Team 产品属性小组PDL Product Design LetterPH Proportions&HardpointsPIPC- Percentage of Indexes with Process Capability 能力指数百分比PIST- Percentage of Inspection points Satisfying Tolerance 检测点满意工差百分比PMT- Program Moudle Team 产品模块小组PO Purchase OrderPPAP- Production Part Approval Process 生产件批准程序PPSR Production Preparation Status ReportPQA Process Quality AssurancePR Program ReadinessPre-Launch 试生产price-driven costing 价格引导成本Production Preparation-Final Nissan - PT2/Renault - PPProduction Preparation-Initial Nissan - PT1/Renault - PPP3Production Trial Run 试生产Prototype 样件QFD Quality Funtion Deploy质量功能展开QFTT Quality Functional Task TeamQR- Quality Reject 质量拒收QS Quality StandardRAN Release Authorisation Numberreverse 倒车档RFQ Request For Quotation询价RKD Reverse Knock DownRLQ Receiving Lot QuantityROC Rate of ClimbROI return on investment 报酬率ROP Re-Order PointRTO Required To OperateSAIS Supplier Assessment & Improvement SystemSC Strategic Confirmation/significant Charac'teristicsSDS- System/ Design Specifications 系统/设计说明second gear 二档SFMEA System FMEAShipping Date 出货日、Invoice Date 发票日或On Board Date 装船日Side Windshield 侧窗玻璃SJ Strategic IntentSNP Standard Number of Parts1PP- First Phase of Production Prove-Out 第一次试生产3C Customer(顾客导向)、Competition(竞争导向)、Competence（专长导向）4S Sale, Spare part备件, Service, Survey信息反馈5S 整理，整顿，清理，清洁，素养8D- 8 DisciplineABS Anti-lock Braking SystemAIAG 美国汽车联合会ANPQP Alliance New Product Quality ProcedureApportionment 分配APQP Advanced Product Quality PlanBacklite Windshield 后窗玻璃样件资料Benchmark Databloodshot adj.充血的, 有血丝的BMW Bavarian Motor WorksSOW- state of work 工作申明SPC Statistical Process ControlSQA Supplier Quality AssuranceSREA- Supplier Request for Engineering Approval 供应商工程设计更改申请ST Surface TranferSTRS Supplier Test Report SystemSubcontractor 分承包商Sunroof Windshield 天窗玻璃SUV Sports Utility VehicleTAG Test Aptitude GraphiqueTCO Total Cost of Ownership 总持有成本TCRA Total Cost Reduction ActivityTGR Things Gone RightTGW Things Gone WorstTM Techinical ManualTPM Total Preventive MaintenanceTTO-Tool Try Out 工装验证UOM Unit Of MeasureVES Vehicle uation SystemVO- Vehicle Operation 主机厂VPP- Vehicle Program Plan 整车项目计划VQA Vehicle Quality AssuranceVTTO- Vendor Tool Try-Out 供应商工装验证WERS- World Wide Engineering Release SystemWVTA Whole Vehicle Type Approval凹坑concave车床lathe抽查试验spot check test出厂试验delivery test次品defective product调幅amplitude modulation (AM)调频Frequency Modulation断差offset对讲机interphone法平面normal plane翻车rollover返工re-doing防滑地板no-skid floor仿真emulation副作用side effect改装厂refitting factoryheat shield隔热板后围侧板rear wall side cover划痕scratchC.P.M Certified Purchasing manger 认证采购经理人制度CB- Confirmation Build 确认样车制造CC- Change CutOff 设计变更冻结CCSC- critical/significant characteristicCCR Concern & Countermeasure RequestCCT Cross Company TeamCharacteristics Matrix 特性矩阵图COD Cash on Delivery 货到付现预付货款(T/T in advance)CP1- Confirmation Prototype 1st 第一次确认样车CP2- Confirmation Prototype 2nd 第二次确认样车Cpk 过程能力指数Cpk=Zmin/3CPO Complementary Parts OrderCraftsmanship 精致工艺Cross-functional teams跨功能小组CUV Car-Based Ultility VehicleD1：信息收集；8DD2：建立8D小组；D3：制定临时的围堵行动措施，避免不良品流出；D4：定义和证实根本原因，避免再发；D5：根据基本原因制定永久措施；D6：执行和确认永久措施；D7：预防再发，实施永久措施；D8：认可团队和个人的贡献。

2024届高三英语期末模拟试题3第一部分阅读(共两节,满分50分)第一节(共15小题;每小题2.5分,满分37.5分)AReading has been in decline for years.One of the reasons for the decline in book sales is the leaps and bounds in technology.Why do you buy a book when you can conveniently buy audiobooks(有声读物) instead?Here are4of the best audiobooks you can find.The Power of NowPublished in2000,The Power of Now explains a journey—a journey that encourages you to dismiss your analytical(分析的)mind and set aside yourself as well.The author,Eckhart Tolle,guides you through these transitions with easy words and phrases.The purpose of this book is to help you pay more attention to the current moment—the“now”.The AlchemistIt talks about the journey of a boy named Santiago who travels from Spain to Egypt in search of riches.Along the way,he meets three characters,a woman,a man who thinks he’s a king and the alchemist(炼金术士).These characters help guide Santiago to his goal,but over time that goal changes.It moves away from worldly riches to something deeper and more meaningful.The Power of HabitWritten by Charles Duhigg,it talks all about the power behind habits using various cases and plots to present Duhigg’s points.In the book,Duhigg turns complex systems and methods into easily digestible stories that people and businesses can relate to.OutliersWritten by Malcolm Gladwell,this book has popularized the idea that practising10,000hours in total will make you an expert in that area.It also covers other aspects about what many of today’s great people do in their daily life and how they have become successful in their own field.1.Why did Eckhart Tolle write The Power of Now?A.To encourage people to travel.B.To tell people to focus on the present.C.To meet different people’s curiosity.D.To give advice to the businessman.2.What did Santiago pursue during his journey at first?A.Wealth.B.Fame.C.Wisdom.D.Friendship.3.Which of the books talks about the power of practice?A.The Power of Now.B.Outliers.C.The Power of Habit.D.The Alchemist.BI once knew a high school teacher who made,in my mind,a curious comment.Referring to a naughty student,he remarked,with a tone of gloomy resignation,“People don’t change.”I knew the kid well.He was what one would call a“juvenile delinquent(不良少年)”.But if schooling held no promise of making positive changes in kids,what was the point of teaching?My own son,Alyosha,growing up,was athletic,energetic,and occasionally hard to handle.But he never showed the least interest in tools,or working with his hands in any way.The result was that he couldn’t tell a screwdriver from a paintbrush.I recall one day,as I fussed under the car,calling out to him to bring me an adjustable wrench(活动扳手).He fetched a pair of pliers(钳子).“No,”I pleaded while trying to hold an oily car part in place.“Pliers.”He went back into the garage and returned with a bar.“No, no,”I corrected him.“The adjustable wrench!For loosening a nut.”To which,in his own defence,he exclaimed,“Well,I don’t know!”Years passed.And then,one day,well into his20s,he told me he had decided on a technical school: machinery technology.I nodded approvingly,but already knew that it was a challenging field,full of moving parts,tools,and dreaded maths.During his period in Coast Guard Technical School,I thought about him daily,wondering what the outcome would be.I had prepared myself for the phone call telling me that it was just too much and he was being sent to sea as a deckhand.It didn’t happen.The phone did ring,but it was Alyosha asking me to fly to Virginia to attend his graduation and pin his new rank on his collar.Prouder I couldn’t have been.As I stood before my son,Alyosha,standing at attention and staring dead ahead,glanced at me.“You want me to help you,Dad?”he said.“Always,”I answered,“but not this time.”Yeah,people do change.And,in my experience,it’s usually something to see.4.What’s the author’s attitude towards the teacher’s remark?A.He approves of it.B.He argues against it.C.He is interested in it.D.He is uncertain about it.5.The examples in Paragraph2are used to show Alyosha.cked team spiritB.knew little about mechanicsC.had a bad relationship with his dadD.was willing to learn any handwork6.According to the author,a technical school.A.was a correct choice for Alyosha to makeB.might satisfy Alyosha’s interest in mechanicsC.was suitable for Alyosha to attendD.would be a challenge for Alyosha7.Why was the author ready to get the phone call from his son?A.He missed his son very much.B.He had an appointment with his son.C.He expected good news about his son.D.He thought his son would quit school.CAll across the nation,in Americans’backyards and garages and living rooms,wild animals kept as pets live side by side with their human owners.It’s believed that more exotic animals live in American homes than are cared for in American zoos.The exotic pet business has drawn criticism from animal welfare advocates and wildlife conservationists alike,who say it’s not only dangerous to bring wildlife into households but it’s cruel and criminal.Yet the issue is far from black or white.The term exotic pet has no firm definition.It can refer to any wildlife kept in human households or simply to a pet that’s more unusual than the common dog or cat.Privately owning exotic animals is currently permitted in a handful of states with no restrictions in America.Adam Roberts of Born Free USA keeps a running database of deaths and injuries caused by exotic pet ownership:In Connecticut a55-year-old woman’s face was permanently disfigured by her friend’s lifelong pet monkey;in Ohio an80-year-old man was attacked by a200-pound kangaroo;in Nebraska a34-year-old man was strangled(勒死)to death by his pet snake.And that list does not include the number of people who become sick from coming into contact with zoonotic(动物传染的)diseases.Some people see wild animals as pets as a way to connect with the natural world.Other exotic pet owners say they are motivated by a desire to preserve threatened species.They believe climate change and human population growth could wipe out a species in record time,so having a backup population is a good idea.But some groups like Born Free USA and the World Wildlife Fund say that captive breeding(圈养)of endangered species by private owners—whether for commercial,conservation,or educational reasons—serves only to continue a booming market for exotic animals.That,in turn,results in a greater risk to animals still living in their natural habitat.8.Which word can replace the phrase“far from black or white”in Paragraph1?A.Contradictory.B.Ridiculous.C.Controversial.D.Universal.9.Why does the writer list some deaths and injuries in the passage?A.To give us a clear and firm definition of exotic pets.B.To show keeping exotic animals can be very dangerous.C.To prove humans cannot be infected by animal diseases.D.To tell us it’s illegal to have exotic pet ownership in the USA.10.What’s the main idea of Paragraph3?A.The reasons for keeping exotic animals as pets.B.Worries about the endangered wild animals.C.The differences between people who keep exotic pets.D.The disadvantages of privately owning exotic animals.11.The last paragraph of the passage is intended to.A.introduce some animal protection groupsB.argue against keeping exotic animals in captivityC.warn people of the danger of animals being caughtD.prove captive breeding can encourage exotic pet businessDCars powered by batteries made from seawater and planes fueled by ammonia(氨)will become common over the next10years,Bill David,a professor of materials chemistry has predicted.Most batteries for electric cars and smartphones are powered by lithium(锂),which has to be mined, but David thinks that they will be overtaken by batteries made from sodium(钠),which can be obtained from seawater and salt.The future of air travel could also be greener thanks to biofuels.David said:“We are developing an ammonia-based plane.In principle,we can improve on an Airbus A320or a Boeing787and essentially replace jet fuel with ammonia.”David said that batteries could,at first,combine sodium and lithium,as sodium was not quite as powerful as lithium but is much more sufficient.“It’s not quite perfect in terms of performance,so we need both,”David said.“Sodium is on the way up and most electric cars have had a combination of lithium and sodium batteries in them.My estimate is that by2040I would not be surprised if there were ten times more sodium batteries than lithium ones,maybe even100times.”The first generation of mass-produced sodium batteries has been used for an electric car for the first time.Sodium will not be the final answer to eco-friendly air travel,however,which is why David’s team is looking into the use of ammonia.Some companies are looking into whether jet fuel can be replaced with hydrogen,but David sees ammonia as more sustainable.He said:“If you do the sums,then at500mph youget the same amount of power as jet fuel,but just40per cent of the range.However,even with the range hit,a787could still go from London to New York.”However,a report from the Royal Society on net-zero aviation,which David co-wrote,says that replacing jet fuel with biofuel would require half of the agricultural land in the UK.12.What is an advantage of sodium batteries?A.Their performance is easy to improve.B.Their raw material is easily accessible.C.They are widely applied to various vehicles.D.They are more powerful than other batteries.13.According to David,which is ideal for future electric cars?A.Lithium battery.B.Sodium battery.C.Hydrogen fuel.D.Ammonia fuel.14.What is Paragraph5mainly about?A.Hydrogen casts a light on jet fuel market.B.Electric car makers favour sodium batteries.C.Ammonia features sustainability and practicability.panies have mass-produced recycled batteries.15.What’s David’s attitude to replacing jet fuel with biofuel?A.Tolerant.B.Unclear.C.Cautious.D.Doubtful.第二节(共5小题;每小题2.5分,满分12.5分)Responsibility is an admirable character that makes life better for everyone around you.It isn’t only about doing your homework or feeding the dog.16Showing responsibility isn’t always easy,but practising and making an effort will help you improve over time.Think of the consequences before speaking or acting.Bad decisions often lead to a lot of new problems.Many times,you can avoid these problems by thinking about what you’re about to do before you go through with it.Irresponsible people often make decisions without realizing how they are affecting others.17Pause and reflect on your actions to see what you can do better.Take a time out to look back on what you have said or done,especially after a difficult decision.18Consider what goes right,what goes wrong,and what you can do differently next e what you learn to become wiser and more responsible.19If you’re honest,people will believe you are a responsible person.Try to be as honest as possible.Lying leads to deeper holes in the long run,so admit when you do something wrong.This can be very tough to do at times,but it’s something you can handle when you’re a responsible person.Apologize for any mistake you make.No one is perfect,and no matter how responsible you try to be, you might mess up sometimes.20If you hurt someone,tell them you are sorry and will do better next time.A.Tell the truth to be honest with others.B.Instead of hiding your mistakes,own them.C.Find solutions for problems instead of blaming others.D.It’s also about making proper choices and doing what is right.E.By reflecting,you give yourself a chance to make better decisions.F.Avoid big lies hurting one’s feelings if you want people to trust you.G.Most decisions affect other people,so be responsible for your choices.第二部分语言运用(共两节,满分30分)第一节(共15小题;每小题1分,满分15分)On January20,Nome was cut off from the rest of the world due to heavy snow.Worse still, diphtheria(白喉),a(n)21infectious(传染的)disease mainly affecting children,struck the town. Medicine was in great need to stop other kids from getting sick.22,the closest supply was over1,000 miles away,in Anchorage.How could the medicine get to Nome?The town’s23was already full of ice,so it couldn’t come by ship.Cars and horses couldn’t travel on the24roads.No jet airplanes and big trucks then!By January26,four children had died.Twenty more were25.Nome’s town officials came up with a(n)26.They would have the medicine sent by27from Anchorage to Nenana.From there, dogsled(狗拉雪橇)drivers would28it to Nome in a relay(接力).The race began on January27.The first driver,Shannon,picked up the medicine from the train at Nenana and rode all night.On January31,a driver named Seppala had to29a frozen body of water called Norton Sound,which was covered with ice,sometimes breaking up without warning.In that case, he would30,and so would the sick children of Nome.But Seppala made it across.A huge snowstorm hit on February1.A driver named Kaasen had to brave this storm.At one point, huge piles of snow blocked his31.He had to leave the trail(雪橇痕迹)to get around them. Conditions were so bad that it was impossible for him to32the trail again.The only hope was Balto, Kaasen’s lead dog.Balto put his nose to the ground,33to find the smell of other dogs that had travelled on the trail.34,he succeeded.At5:30a.m.on February2,Kaasen and his dog35in Nome.Within minutes,the doctor quickly gave the medicine to the sick children.All of them recovered.21.A.harmless B.deadly C.unknown D.slight22.A.Moreover B.Therefore C.Otherwise D.However23.A.airport B.station C.harbour D.border24.A.narrow B.snowy C.busy D.dirty25.A.tired B.upset C.pale D.sick26.A.plan B.excuseC.message D.topic27.A.air B.rail C.sea D.road28.A.carry B.return C.mail D.give29.A.enter B.move C.visit D.cross30.A.escape B.bleed C.swim D.die31.A.memory B.exit C.way D.destination32.A.find B.fix C.pass D.change33.A.pretending B.trying C.asking D.learning34.A.Luckily B.Unfortunately C.Honestly D.Secretly35.A.gathered B.stayed C.camped D.arrived第二节(共10小题;每小题1.5分,满分15分)A custom may take generations to form,especially in terms of choosing symbolic food for a holiday. But eating birthday noodles in China for National Day is a new custom,36is quickly gaining popularity in China.The Chinese have been eating and developing various kinds of noodles37thousands of years. 38is a widely practised custom for people39(enjoy)a bowl of noodles on their birthday as a symbol of longevity(长寿).Their family members may also have noodles to share the joy and express their blessing.National Day is40birthday of the People’s Republic of China,and people eat birthday noodles to show their best41(wish)for the motherland.Many video bloggers and official accounts took the chance to42(proud)introduce their local noodles to the country and show people’s enthusiasm for43(take)part in the activity.Before this year’s National Day holiday,a new book with pictures,recipes and stories of365different noodles from across China44(publish)by the People’s Publishing House.It also45(contain)more than170 teaching videos to help readers make noodles.36.37.38.39.40.41.42.43.44.45.第三部分写作(共两节,满分40分)第一节应用文写作(满分15分)假定你是李华,上周六下午你校在学校礼堂举行了消防逃生演练(fire drill)。

医药行业专业英语词汇（非常有用）FDA和EDQM术语: CLINICAL?TRIAL：临床试验? ANIMAL?TRIAL：动物试验? ACCELERATED?APPROVAL：加速批准? STANDARD?DRUG：标准药物? INVESTIGATOR：研究人员；调研人员PREPARING?AND?SUBMITTING：起草和申报? SUBMISSION：申报；递交? BENIFIT （S）：受益? RISK（S）：受害? DRUG?PRODUCT：药物产品? DRUG?SUBSTANCE：原料药? ESTABLISHED?NAME：确定的名称? GENERIC?NAME：非专利名称? PROPRIETARY?NAME：专有名称；? INN（INTERNATIONAL?NONPROPRIETARY?NAME）：国际非专有名称? ADVERSE?EFFECT：副作用? ADVERSE?REACTION：不良反应? PROTOCOL：方案? ARCHIVAL?COPY：存档用副本? REVIEW?COPY：审查用副本? OFFICIAL?COMPENDIUM：法定药典（主要指USP、?NF）．? USP （THE?UNITED?STATES?PHARMACOPEIA）：美国药典NF（NATIONAL?FORMULARY）：（美国）国家处方集? OFFICIAL＝PHARMACOPEIAL=?COMPENDIAL：药典的；法定的；官方的? AGENCY：审理部门（指FDA）? IDENTITY：真伪；鉴别；特性? STRENGTH：规格；规格含量（每一剂量单位所含有效成分的量）? LABELED?AMOUNT：标示量? REGULATORY?SPECIFICATION：质量管理规格标准（NDA提供）? REGULATORY?METHODOLOGY：质量管理方法? REGULATORY?METHODS?VALIDATION：管理用分析方法的验证COS/CEP?欧洲药典符合性认证ICH（International?Conference?on?Harmonization?of?Technical?Requirements?for?Registration?of PharmaceuticalsforHumanUse)人用药物注册技术要求国际协调会议ICH文件分为质量、安全性、有效性和综合学科4类。