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建立一种分析方法的过程
1. 定义研究问题：确定所需要分析的问题，并清晰明确研究问题的范围以及目的。
2. 收集数据：收集与研究问题相关的数据，这些数据可以是来自文字、数据或图片等各种形式，可以根据研究问题的不同选择不同的数据收集方式。
3. 数据清洗与整理：对数据进行处理和清洗，去除异常值、缺失值和重复数据，并进行数据整理和归类。
4. 定义分析方法：针对研究问题，确定合适的数据分析方法，并制定分析计划。
5. 数据分析：对数据进行处理和分析，并采用适当的统计方法和可视化方式展示分析结果。
6. 结论推断：根据数据分析结果，推断研究问题的结论，并给出相关建议。
7. 总结与报告：总结研究过程和分析结果，并撰写报告，向相关人员展示分析结果和建议。
新分析方法建立的一般过程由于工业分析对象广泛，分析项目和测定要求是多种多样的，因此分析方法也是多种多样的。
[1]色谱法是近代分析化学中发展最快、应用最广的分离分析技术，在化学、生物学等领域发挥着越来越重要的作用，并正发展成为一门新兴学科。
现代色谱分析将分离和连续测定结合，也可以浓缩、分离、测定联用，对复杂体系中组分、价态、化学性质相近的元素和化合物进行分析。
色谱分析仍是残留分析技术发展的主流。
下面以色谱分析法为例说明残留分析方法建立的基本步骤。
1 文献检索文献检索通常仅能显示最适宜的分析方法，并提供样品处理、分离和检测方面的粗略信息。
通过查阅文献可以对以往分析方法进行比较和借鉴，了解与方法设计相关的背景资料。
这些工作对于研究者根据具体的试验条件调整、改进或新建立符合要求的分析方法都十分重要。
设计全新的分析方法时，如针对新对象或采用新技术，可以从较早发表的化学合成文献得到待测物理化性质或分离方面的原始资料，或从具有相近结构或官能团化合物的分析方法中获得某些信息或启示。
2 建立测定方法首先建立测定方法和线性范围，为各种后续工作提供分析手段，最后根据干扰和使用情况逐步确立测定条件和建立标准曲线。
3 建立样品处理方法一般采用纯水作为样品基质进行预试，目的是了解液-液萃取（LLE）或固相萃取（SPE）条件、试剂干扰和回收率情况，然后再依次用空白样品和标准品添加样品进行研究。
4 标准曲线测定条件确定后，即可配制系列浓度的标准液制备标准曲线。
至少设4个浓度，每个浓度水平设3次重复。
制备标准曲线的浓度须涵盖样品可能的浓度范围，不进行外推计算。
可以采用外标法或内标法定量。
残留样品浓度波动范围和测定误差较大，宜采用标准曲线或回归方程计算含量。
在使用过程中需每日对标准曲线进行校正。
5 稳定性试验一般包括标准溶液和样品在贮存条件下的稳定性试验，如室温、冷冻和反复冷冻—解冻条件下的稳定性。
6 分析方法评价为保证分析结果的质量，任何一种分析方法根据分析对象和要求都必须满足一定的效能指标，如准确度、精密度、灵敏度等。
系统分析方法的步骤系统分析方法的具体步骤包括：限定问题、确定目标、调查研究收集数据、提出备选方案和评价标准、备选方案评估和提出最可行方案。
1、限定问题所谓问题，是现实情况与计划目标或理想状态之间的差距。
系统分析的核心内容有两个：其一是进行“诊断”，即找出问题是及其原因；其二是“开处方”，即提出解决问题的最可行方案。
所谓限定问题，就是要明确问题的本质或特性、问题存在范围和影响程度、问题产生的时间和环境、问题的症状和原因等。
限定问题是系统分析中关键的一步，因为如果“诊断”出错，以后开的“处方”就不可能对症下药。
在限定问题时，要注意区别症状和问题，探讨问题原因不能先入为主，同时要判别哪些是局部问题，哪些是整体问题，问题的最后确定应该在调查研究之后。
2、确定目标系统分析目标应该根据客户的要求和对需要解决问题的理解加以确定，如有可能应尽量通过指标表示，以便进行定量分析。
对不能定量描述的目标也应该尽量用文字说明清楚，以便进行定性分析和评价系统分析的成效。
3、调查研究，收集数据调查研究和收集数据应该围绕问题起因进行，一方面要验证有限定问题阶段形成的假设，另一方面要探讨产生问题的根本原因，为下一步提出解决问题的备选方案做准备。
调查研究常用的有四种方式，即阅读文件资料、访谈、观察和调查。
收集的数据和信息包括事实（facts）、见解(opinions)和态度(attitudes)。
要对数据和信息去伪存真，交叉核实，保证真实性和准确性。
4、提出备选方案和评价标准通过深入调查研究，使真正有待解决的问题得以最终确定，使产生问题的主要原因得到明确，在此基础上就可以有针对性地提出解决问题的备选方案。
备选方案是解决问题和达到咨询目标可供选择的建议或设计，应提出两种以上的备选方案，以便提供进一步评估和筛选。
为了对备选方案进行评估，要根据问题的性质和客户具备的条件。
提出约束条件或评价标准，供下一步应用。
5、备选方案评估根据上述约束条件或评价标准，对解决问题备选方案进行评估，评估应该是综合性的，不仅要考虑技术因素，也要考虑社会经济等因素，评估小姐应该有一定代表性，除咨询项目组成员外，也要吸收客户组织的代表参加。
分析程序实施的步骤要点1. 确定需求在开始实施程序之前，首先需要明确项目的需求和目标。
这包括确定程序的功能和特性，以及预期的结果和效果。
•审查和分析项目需求文档•与项目相关人员交流和沟通，确保对需求的理解一致•确定项目的优先级和时间表2. 规划实施过程在开始实施程序之前，制定一个详细的实施计划是非常重要的。
这个计划应该包括以下内容：•制定项目的里程碑和时间表•分配资源和人员•制定风险管理计划•制定沟通和报告机制3. 分析和设计解决方案在开始编写程序之前，需要对问题进行分析，并设计出解决方案。
•分析现有的问题和需求•设计程序的结构和模块•确定使用的开发语言和工具4. 编写代码在完成分析和设计后，开始进行编写代码的工作。
•根据设计方案编写程序的逻辑和算法•使用合适的编码规范和标准•进行适当的代码测试和调试5. 进行测试完成编写代码后，进行对程序进行测试是非常重要的。
•编写测试用例和测试数据•进行单元测试和集成测试•检查程序的正确性和稳定性6. 部署和发布在完成测试后，可以将程序部署和发布到预定的环境中。
•部署程序到测试环境进行最后的验证•部署程序到正式环境，并进行相应的配置和调优•提供合适的文档和培训，以便用户使用程序7. 运行和维护一旦程序部署并开始运行，需要进行持续的运行和维护工作。
•监控程序的运行状态和性能•处理用户反馈和问题•定期进行更新和优化以上是分析程序实施的主要步骤要点，通过明确需求、规划实施过程、分析和设计解决方案、编写代码、进行测试、部署和发布、以及运行和维护，可以有效地实施程序并达到项目的目标和要求。
在每个步骤中，都需要注重细节和沟通，以确保最终的实施结果能够符合预期。
運用三步驟層級分析法在知識型專案的選擇管孟忠開南管理學院資訊管理學系副教授葉晉嘉陳儀璇開南管理學院企業管理研究所研究生摘要環境的變化愈來愈迅速，企業適應能力的價值就愈高。
變化正是屬於專案計畫的管理領域，換言之，專案計畫的組合管理就是二十一世紀企業的工作流程表。
知識型專案能夠增加知識的價值，或是改變企業的運作方式，更能與企業的策略目標一致，因此，知識型的企業必須知道如何選擇、設計、以及管理知識型專案，進而提昇及創造企業內部的競爭力。
本研究主要是利用3-Step AHP在多準則決策理論於知識產業在知識型專案選擇問題上，3-Step AHP 主要模式是1.經由腦力激盪選出最適的方案跟決策2.透過層級分析法，計算出各方案的權重3.再經由多人的評估與整合，最後藉由這個模式，我們可以找出最好的方案與決策於知識型專案。
關鍵字：層級分析法、多準則決策理論、3-Step AHPKNOWLEDGE–BASE PROJECT SELECTION USING3-Step AHPChin-Chia Yen Yi-Hsuan ChenDepartment of Business AdministrationKai Nan UniversityABSTRACT：The faster the environment changes, the higher value of the adaptation for enterprises. Variation is part of the management for the specialized project; on the other hand, the combination management in the professional project is regarded as the working flow chart of the enterprise in the 21th centuries. Knowledge investigation not only increases the value of knowledge, but also changes the way of working; furthermore, it is identical with the strategic goal of the enterprise. Knowledge enterprise must know how to choose, design and manage the knowledge project. The research mainly applies multi-principle policy to how to choose on the knowledge project for the knowledge industry.This paper is concerned with development of multi-attribute evaluation model for Knowledge Base of Project Selection Major technologies used for this study are; AHP(analysis hierarchy process), In this study, we developed a 3-step approach, three step model are: 1. brainstorming module for idea and alternative generation, 2. AHP(analysis hierarchy process) for evaluation of alternative, and 3.priority integration module to aggregate the multiple rank-ordered sets based on priority. However the proposed model can provide Knowledge Base of Project decision makers to get the best alternative.KEYWORDS: AHP, Knowledge Management, Project Management一、INTRODUCTIONThe coming new society is a knowledge society. Not only knowledge will become the main resource, but also the knowledge workers become the main labor. The means knowledge workers need to make good use of their tools and combine with some organization. The organization collect knowledge worker and transfer their specialized knowledge on the final product.Except for the non-preservation of the knowledge itself, knowledge will decline with the time going. This way, knowledge management works through the cycle process which refers to systematized creation, getting, integration, accumulation, share and renewal to meet thecontinuously development.In other words, knowledge management system is the continuously management process which not only make the preservation of experience, knowledge, and specialization of the organization, but also improve the learning capability. Furthermore, it can create the new value in the intangible asset, then increase the performance and reinforce the customer value. In order to optimize the knowledge management and consider the time, cost and quality, the organization will use the AHP to help the decision maker to analyze any problem. The system which is a basis of decision making is helpful for the decision maker to systematize the complicated problem and choose the priorities of any alternatives.AHP was invented by Thomas Satty in 1970s, with the development for 30 years, AHP has become matured and widely used tool.The purpose of this study is to develop a decision support system in the view of multi-attribute structured system. Most of the conventional concepts used in decision support system do not seem to be appropriate for modeling the kind of the multi-attribute characteristics.A great deal of researches have been under taken on decision support system to determine the proper alternatives. For example, operations research, mathematical models and decision theory (Kamarani, 1995; Fishburn, 1971 ), while there are few researches to develop solution builders for these decision support systems based on multi-attributes analysis.Entering the 21 centuries which is the knowledge economy times, the most important asset is human and organization knowledge. How to train the employees by effective knowledge management and increase the value of the organization has become an important issue for the enterprises in the knowledge economy times. The industry which is highly knowledge concentrated need to combine knowledge product, service and project; this way, the lesson learning of project management can be transferred to be the useful knowledge and create knowledge product or service by the principle of the project management. Consequently, the knowledge project can have the leverage effect and maximize the profit, and then the decision maker can manage the project knowledge by knowledge management to increase the successful rate of the project. Manage the following Figure 1 of the relation with information management in special project.The professors established the model to discuss and elect the multi-project in order to systematize and rationalize the problem regarding the election of the knowledge project. The framework of knowledge management using computer network Select the most applicable components from project management perspective. Internal databases should be conducted security control to establish the appropriate network for knowledge management.Figure 1. Interaction model of KM and PM二、THREE-STEP APPROACH OF ENGINEERING PROJECTEV ALUATIONWe develop a systematic and practical computer program to solve the three-step approach of knowledge base of project evaluation problem. Computational experiments are performed to a set of sample problem and show the effectiveness of the proposed model. In the first step, to create the ideas to drive out alternatives from a group analysis, we used the brainstorming method , and in step 2, we used the AHP(Murphy, 1995) method on evaluate the decision alternation derived out in the step 1 and determined the preferred alternative. In the last step, we show the integrate the results of individual evaluation into one ranked order. We develop two heuristic methods based on majority rule method. Figure 2 shows the schematic structure of three-step approach of proposed project evaluation and shows the main program of proposed approach.Figure 2. Three-step approach of project evaluation system三、CASE STUDYThe research takes some example to approve the opinion. We establish a decision model in the knowledge project by the method of AHP and elect the best policy for the company. In the process of electing, the members of the company all bring up their ideas by brainstorming. The principle of election includes information getting, R&D, the improvement of productivity, the improvement of creation and research on the producing process and feasibility; in addition, these are alternatives1.Data Base Server: The Data Base Server may store up each kind of related importantinformation, but if not after the detailed plan and the design, the ornamental hairpin material is unable to display its use, only has the process to classify processing and the make the best of, the manager and the colleague can obtain from these materials significant the information, then uses these information to assist some decision-making.2.e-Bulletin: e-Bulletin board is provides the person which has the interest to some businessto be allowed mutually to circulate the study the place. And lets in the enterprise, the outside user immediate gain first enterprise, the service and the product news, is the knowledge management best manages the tool. The two mechani sms, organizations’ offer and employees’ search, and the appliances, e-Bulletin disseminated knowledge from organizations to individuals.3.Intranet: The Intranet is unifies the enterprise computer and the network, its member maythe segment share computer resources and the exchange information. With group of networks agreements and common tool, in order to with achieves the cross platform connection to the use different soft hardware. Intranet is uses Internet the communication technology to establish, when to establishes Intranet, only on the existing hardware equipment makes the expansion, certainly does not need extra payment.4. Knowledge Group : The Knowledge Group contribution lies in the enhancementorganization the value, the enterprise does not arrest is restricted in traditional the organization level, but established to have the elastic organizational structure. Constructs the construction knowledge group the way, is has each classified knowledge the person which the specialty or has the demand to condense in together, the use science and technology, establishes the communication.3-1 Knowledge-based Brainstorming to Define the Evaluation Factors and Alternatives (Step 1)The alternative of evaluation and its evaluation method can be determined based on the system attributes and experiences of evaluators. To construct the decision structures and alternatives, include the group decision ideas, and we used a brainstorming method to create the ideas of alternatives for decision support system analysis of various groups. We use the brainstorming method in the knowledge-based environment. Figure 3 shows multi-echelon structure of the project evaluation where T, Y and X mean the evaluation factors of each decision level. We constructed the evaluation structure by brainstorming process. Figure 4 shows a sample output of alternative generation and the decision structure of a sample with 3-echelon structure and 4 alternatives by brainstorming.Figure 3. Multi-attribute Structure of Project EvaluationEvaluation Project Alternative Using AHP (Step 2)For the performance evaluation of decision alternatives, we used a multi-echelon andX 1 X 3 X 4 X 5 X 6 X 7 X 8 X 9 X 2multi-attribute analysis method as those of AHP set priority method (Zahedi 1986). It is performed by following four steps : 1, construct a hierarchical structure. 2, pair-wise matrix of decision factors. 3, compute the weighted value. And 4, consistency analysis. The solution builder consisted of main menu, tool bar, node editor, canvas and status as in Figure 5. For each level of structure we find the eigen-value by pair-wise comparison matrix based on Saaty’s (1981) 9 point grading. Table 1 shows a sample output pair-wise matrix of sample problem. To construct the hierarchical structure of project evaluation we define the performance factors and generate alternatives by the brainstorming and AHP. Figure 5 shows the sample outputs of hierarchical structure AHP and project evaluation structure constructed by brainstorming process.Figure 4. The knowledge type special project group of Hi-Tech company using brainstorming, propose 4 alternative projects：「Date Base Server」、「e-Bulletin」、「Intranet.」、「Knowledge Group」Figure 5. Sample Output of Project Evaluation Structure Using BrainstormingFigure 6. Pair-wise Comparison MatrixThe sample of pair-wise comparison matrix are given in Figure 6 and sample result of pair-wise matrix by each level are shows in Table 1:Table 1. The sample outputs of pair-wise matrix0)level I1)level IIIntegration Of Individual Evaluation (Step 3)For the integration of the results of individual evaluations, prioritized sets, we developed Method 1 set priority method which are kind of majority-rule methods. We compared the results of these methods to determine the most preferred one for the purpose of knowledge base project evaluation system.1.Method 1：In this method the preference score is given by the sum of the marks received from the evaluators, where for m alternatives, the marks are given, in decreasing order preference, (m-1), (m-2),….., 0. The ranking was based on the scores of each alternative. In this case, the highest score will be the first priority. For example of the Heuristic Method 1, a sample result with N=3 evaluators and M=4 alternative is given by：Evaluator 1：C＞D＞A＞B＞D＞AEvaluator 2：C＞BEvaluator 3：D＞A＞We get the result by using the method of AHP. In the election of the knowledge project, intranet is the most important and the following is establishment of knowledge group. This way, in the process of finding the knowledge project, we should set up the intranet first of all and encourage to build up the knowledge group. In addition, we should develop the enterprise culture which tends to learn and share knowledge to improve the effect of knowledge project and competitiveness of the enterprise.3-2 Implementation of the proposed ModelWe implied this model to a set of example of multi-structured knowledge base project evaluation system as shown in Figure 2. First, we determined the project evaluation factors and alternative using brainstorming and construct the decision structure as shown in Figure 4, 5 and 6. Then, we found the weighted values of each project alternative by eigenvectors using AHP method as shown 6, Table 1.四、SUMMARY AND CONCLUSIONSWe developed a three-step approach for Knowledge-base project evaluation for multi-structured systems in the view of multi-attribute evaluation. In this study, we developed multi-attribute decision support system so as to work at remote station without attending evaluation meeting. Also, the proposed model includes the methods for constructing the decision alternative and evaluation factors using brainstorming, and used AHP. Finally, we developed the integrating method to integrate the individual evaluation results. For the illustration purpose, we implemented proposed model to sample examples and compared the sample results. Finally, for a simple and efficient computation, we have developed a systematic and practical program to calculate all the algorithms. The model was validated by comparative computations for various multi-structured project evaluation examples. By the sample results of AHP method, it is known that the proposed model is a good method for the performance evaluation of multi-attribute and multiple goals.The professors established the model to discuss and elect the multi-project in order to systematize and rationalize the problem regarding the election of the knowledge project. The result of the model for decision making are expected to provide the decision maker to choose the best policy according different needs and available resources.According to these results, maybe this enterprise should integrate task- related information system on the same platform to enhance degrees of task-technology-fit. Furthermore, employees generally thought every system in intranet were very important, the most big gaps between usage frequency and importance were on-line learning system and electrical meeting systems. It will behelpful to recommend this company to put the forth efforts on on-line learning systems, using the infrastructures on hand to providing job or task related programs, and matching up with certificate system to reinforcing digital learning functions to achieving the goals of employees levels.While proceeding the election of multi-project, the decision maker can also use the Method of Fuzzy AHP or use the QFD to reinforce the brainstorming according the situation. If the manager can examine the result by BSC or use SD to project the result, he can make the quick response and meet the need of the enterprise.五、REFERENCE(1) Barbarosoglu, G & Yazgas, T. (1997), Application of the analytic hierarchy process to supplier selection problem, Production and Inventory Management Journal, V ol.38, No.1, pp.14-21.(2) Criterium Decision Plus User Manual, InfoHarvest, (1995)(3) Fahrni, P, (1990), ＂An Application-Oriented Guide to R&D Project Selection and Valuation Methods ＂, R&D Management, V ol. 20, No. 2.(4) Fishburn, P.C. (1971), A Comparative Analysis of Group Decision Methods, Behavioral Science, V ol. 16, pp. 598-544,.(5) Zahedi, F. (1986), The Analytic Hierarchy Process –A Survey of the Method and it’s Applications, Interfaces, 16(4), 96-104.(6) The Analytic Hierarchy Process – A Survey of the Method and it’s Applications, Interfaces, V ol. 16, No. 4, pp.96-104.。
分析程序的实施步骤1. 确定需求在开始分析程序的实施步骤之前，我们首先需要明确软件开发的需求。
这包括与客户或项目经理进行沟通，了解他们的期望和要求。
确定需求的过程可能涉及到访谈，需求文档的撰写以及与利益相关者的讨论。
以下是确定需求的关键步骤：- 收集和整理需求：详细记录用户的期望和要求，包括功能、性能、安全性和可靠性等。
- 验证需求：与利益相关者共享需求，以确保准确理解，并排除解释不一致或模棱两可的地方。
2. 分析需求一旦需求被明确确定，就需要对其进行详细分析，以确保软件开发团队对其有充分的理解。
此阶段的目标是创建一个详细的需求文档，该文档将指导开发人员进行实施工作。
以下是分析需求的步骤：- 分解需求：将每个需求细分为更小的任务和子任务，以便更容易理解和管理。
- 确定界限：明确软件系统的范围，并确定其功能和非功能要求。
- 评估可行性：评估开发所需的资源、时间和成本。
确定项目可行性，并提出任何必要的调整或变更。
3. 设计系统架构在分析需求的基础上，我们需要设计软件系统的架构。
这将成为实施阶段的指导原则，并确保系统的可靠性和可扩展性。
以下是设计系统架构的关键步骤： - 制定系统架构：根据需求和可行性分析，设计软件系统的整体结构和组件关系。
- 定义模块接口：确定不同模块之间的接口和通信方式，以确保模块之间的协作。
- 评估风险：识别可能的风险和潜在问题，并制定应对策略。
4. 开发和测试在设计系统架构之后，我们将进入开发和测试阶段。
在这个阶段，开发人员将根据需求和设计文档编写代码，并进行适当的测试以确保系统的质量。
以下是开发和测试的步骤： - 编码：根据设计文档编写可执行代码，并遵循编程最佳实践和标准。
- 单元测试：对每个模块进行单元测试，以验证其功能和正确性。
- 集成测试：对整个系统进行集成测试，确保所有模块协同工作，并符合需求。
5. 部署和维护一旦软件开发完成并通过测试，我们将进入部署和维护阶段。
分析方法的开发流程Analyzing method development is a complex process that requires careful planning and execution. The first step in this process is to clearly define the objectives of the analysis. This involves identifying the key questions that need to be answered and the specific goals that the analysis is intended to achieve. By setting clear objectives, analysts can better focus their efforts and ensure that their work is relevant and meaningful. 完善的目标定义是开发分析方法过程中的首要步骤。
这涉及确定需要回答的关键问题和分析旨在实现的具体目标。
通过设定明确的目标，分析师们可以更好地集中精力，确保他们的工作是相关和有意义的。
Once the objectives have been established, the next step is to design the analysis methodology. This involves determining the data sources that will be used, the analytical techniques that will be applied, and the overall approach that will be taken. The methodology is critical to the success of the analysis, as it provides a framework for how the data will be collected, processed, and interpreted. 一旦确定了目标，下一步是设计分析方法论。
分析方法建立的基本思路摘要：专属信息表现为其他成分，比如杂质、降解产物、辅料等采取的分析方式，能够正确检验被检测物的能力，这种意识表现为被检测物。
基于其他成分的干扰之下获取准确的数据，除了被检测物之外，其他所有的成分都是干扰源。
文章中以含量检测举例说明，被检测物是组成分除此之外，供试品溶液中的一切其他成分都是干扰，包含了残留溶剂、无机盐等研究不可能覆盖全部的可能性，只需要研究高风险因素即可，辅料和有关物质都是专属性的高风险因素。
在本篇文章中主要论述了分析方式建立的基本思路。
关键词：分析方式；基本思路当前阶段，分析方式可以把混乱、无序、零散的想法转变为条理清楚的结构性思路，为有效展开数据分析提供良好的依据。
就比如建房子一样，在施工之前，需要制作房屋的设计图，只有制作了设计图以后才可以创建出好的房子。
其中，分析方式包含了逻辑数分析、多维度拆解分析、对比分析和假设检验分析等。
在具体应用过程中，可以将这些分析方式结合到一起应用，确保分析过程的完善性。
1、概念根据分析方法学验证各项目的定义及其要求专属性是指可能存在某些组分如杂质、降解物、基质等时，对被分析物准确可靠测定的能力。
其中，专属性有以下含义。
分别是鉴别：确证被分析物符合其特性。
纯度检查：确保采用的分析方法可检出被分析物中杂质的准确含量，具体包含了物质、重金属、溶剂残留量等。
含量测定：提供样品中被分析物的含量或效价的准确结果。
专属性需要明确注意事项：第一，定位分离试验。
②主峰峰纯度的确定。
在专属性验证的相关实验中，主成分峰需要考察峰纯度，明确主成分峰为单一成分的峰。
具体做法是采取DAD检测器进行峰纯度扫描或者用LC-MS确认没有其他成分。
②稀释剂。
应考察稀释剂对被测物的干扰，空白稀释剂出的峰应不干扰被测物。
具体做法是按照质量标准规定的进样量进样空白稀释剂，记录色谱图。
③辅料。
取出质量标准规定量的供试品中等量的空白辅料，依照规定要求进行分析处理，记录色谱图，空白辅料峰应不干扰被测物。
