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CCAR25.1459适航条款符合性验证思路1. 引言1.1 介绍CCAR25.1459适航条款CCAR25.1459适航条款是指美国联邦航空局（FAA）对于大型飞机设计适航要求的一部分。
这些条款主要涉及飞机系统设计、性能要求、结构强度等方面，确保飞机在运行过程中的安全性和适航性。
CCAR25.1459适航条款对于大型飞机的设计、生产和运营至关重要，是保障飞机安全的重要法规。
在CCAR25.1459适航条款中，涵盖了大量技术要求和标准，要求飞机制造商和运营商必须符合这些要求才能取得适航证书。
适航条款的内容包括了飞机结构强度、飞行操纵性、飞行特性、系统可靠性等方面的要求，旨在确保飞机在各种飞行条件下都能安全运行。
对CCAR25.1459适航条款的符合性验证是非常重要的，只有通过验证，飞机才能取得适航证书，证明其符合适航条款的要求。
符合性验证是对飞机设计和制造过程的全面审查，确保飞机在设计阶段就满足适航要求，从而提高飞机的安全性和可靠性。
适航条款符合性验证是飞机设计、生产和运营的重要环节，对于保障飞机安全具有重要意义。
1.2 说明适航条款符合性验证的重要性适航条款符合性验证是飞机设计和生产过程中至关重要的一环。
其重要性体现在以下几个方面：适航条款符合性验证是确保飞机安全性和可靠性的必要步骤。
通过验证适航条款的符合性，可以有效确保飞机在设计、制造和运行过程中符合相关的法规和标准要求，从而最大限度地降低事故的风险，保障乘客和机组人员的生命安全。
适航条款符合性验证是确保飞机性能和性能预测准确性的关键环节。
只有通过严格的适航条款验证，才能确保飞机在各项性能指标方面达到设计要求，确保飞机的运行性能和飞行安全性。
适航条款符合性验证还有助于提高飞机设计和生产的效率和质量。
通过定制适航条款验证计划，有效执行验证过程，及时收集并分析验证数据，可以及早发现和解决潜在的设计和生产问题，从而提高飞机的设计效率和生产质量。
2. 正文2.1 确定适航条款验证的具体要求确定适航条款验证的具体要求是确保飞机在设计、生产和运营过程中符合适航规定的要求，以确保飞机的安全性和适航性。
外文翻译原文Purchasing Must Become Supply ManagementMaterial Source:Harvard Business School Author:Peter Kraljic Whenever a manufacturer must procure a volume of critical items competitively under complex conditions,supply management is relevant.The greater the uncertainty of supplier relationships,technological developments,and/or physical availability of those items,the more important supply management becomes.A company’s need for a supply strategy depends on two factors:(1)the strategic importance of purchasing in terms of the value added by product line,the percentage of raw materials in total costs and their impact on profitability,and soon;And(2)the complexity of the supply market gauged by supply scarcity,pace of technology and/or materials substitution,entry barriers,logistics cost or complexity,and monopoly or oligopoly conditions(see Exhibit I).By assessing the company’s situation in terms of thes two variables,top management and senior purchasing executives can determine the type of supply strategy the company needs both to exploit its purchasing power vis-á-vis important suppliers and to reduce its risks to an acceptable minimum.Attractive new options,or serious vulnerabilities,or both,may come to light as the assessment explores questions like these:1.Is the company making good use of opportunities for concerted action among different divisions and/or subsidiaries?Combining the supply requirements of different divisions can increase the corporation’s total buying clout.One in ternational transportation company was buying three kinds of fuel separately:bunker oil for shipping,jet fuel for airfreight, and gasoline for trucks.Only after consolidating and combining these volumes at the corporate level could the company bring its true bargaining weight to bear.2.Can the company avoid anticipated supply bottlenecks and interruptions?When an automotive parts maker analyzed its sintered metal components supply market,from which it had been sourcing for years,it discovered that poli tical instability was jeopardizing its supply.The company’s top management promptly ordered a change in purchasing policy to build up alternative domestic sources.3.How much risk is acceptable?Vendor mix,extent of contractualcoverage,regional spread of supply sources,and availability of scarce materials all contribute to the company’s supply risk profile.A company can often take action to lessen unacceptable risk.For example,a company that meets annual materials requirements exclusively through long-term contracts may achieve substantial savings through the use of“evergreen”contracts(annual agreements)that include a rollover option.Conversely,a manufacturer that relies solely on spot purchases may do well to mix spot purchases and supply contracts.4.What make or buy policies will give the best balance between cost and flexibility?If the company covers a large percentage of its supplies from sources it owns,it will be in a much better negotiating position to cover the remainder of its outside requirements than its less integrated competitors.Dow Chemical,BASF,and DuPont have all reduced their supply vulnerability through backward integration in response to long-term considerations.On the other hand,the company may find it more profitable to source outside if key suppliers have chronic overcapacity.5.To what extent might cooperation with suppliers or even competitors strengthen long-term supply relationships or capitalize on shared resources?Italy’s Alfa Romeo and Japan’s Nissan share the production o f certain critical car components that they could not produce cost-effectively on their own.General Motors is increasingly involving suppliers early in the design process in order to ensure better quality,lower cost,and“just in time”production.Shaping the Supply Strategy.To minimize their supply vulnerabilities and make the most of their potential buying power,a number of European companies have successfully used a four-stage approach to devise strategies.The approach has given them a simple but effective framework for collecting marketing and corporate data,forecasting future supply scenarios,and identifying available purchasing options as well as for developing individual supply strategies for critical items and materials.Following this approach,the company first classifies all its purchased materials or components in terms of profit impact and supply risk.Next it analyzes the supply market for these materials.Then it determines its overall strategic supply position.Finally,it develops materials strategies and action plans.Practical ApplicationsThe usefulness of the purchasing portfolio approach in a variety of industrialsituations can be seen in the diverse experience of four large companies.Not long ago a welding materials producer with plants and sales operations all over Europe found its profits squeezed by increased competition andslackening market growth.Searching for ways to improve the picture,the company found that supplies were critical to the production of its welding wires and electrodes.Together,just five out of the 470 different items it purchased accounted for more than 60% of the company’s total purchasing volume of$135 million.Taking into account demand growth,quality standards,and logistics,the company then analyzed the European market for these five items in light of its own plant-by-plant requirements.A third step determined the company’s position against a wide range of individual suppliers and assessed the risk of increasing the share sourced from each one.Finally,the company developed several strategic supply scenarios,each involving a different mix of suppliers and different assumptions about price,volume,and risk.The scenarios ranged from very low risk(total dependence on well-established sources)to very high(most purchases form lesser-known,geographically dispersed suppliers).Cost-benefit analyses of each enabled management to pinpoint several opportunities for substantial improvement.On one key item alone,electrode wire,the company’s potential annual savings ranged from$1.5 million to$6.3 million,or 3%to 12%of the total cost.Supply strategies the company worked out for other key items resulted in an overall saving of 10%on purchased materials,adding some 3%to 4%to the company’s pretax profits.Action plans and decision and monitoring rules developed for each item enabled buyers to implement the new sourcing strategy and permitted management to monitor purchasing activities regularly,in some cases on a day-to-day or bid-by-bid basis.A large U.S.-based maker of electrical equipment categorized castings as a keystrategic purchased item and systematically analyzed its own demand in terms of the annual volume and relative complexity of each type of casting.It assessed,foundry by foundry,the capabilities of each potential supplier and decided,by comparing alternative supply scenarios,which was the best fit.The resulting new mix of outside suppliers reduced the company’s outlays for castings by 5%to 15% and significantly improved its competitive cost position.Anxious to reduce the risks associated with current sources of feedstock supply,a multinational chemical company revamped its entire purchasing strategy and organization.Out of more than 5,000 purchased items,the company defined 75 as strategic or bottleneck feedstocks.Detailed analysis of both demand and supply confirmed that,thanks to the sheer volume of its purchases,the company enjoyed a strong position in most feedstock supply markets.Its risk profile,however, gave real cause for concern.Accordingly,the company spread its hydrocarbons procurement amongpetroleum-and coal-based feedstocks;balanced its geographic base among Middle Eastern,African,North Sea,North American,and Latin American sources;changed its contracts-to-spot-purchases ratio;optimized its make-or-buy mix by integrating backward;and began to rely on wholly owned subsidiaries for a bigger share of its feedstock requirements.In addition,a corporate-level review revealed attractive trade-off and substitution opportunities,which the corporation soon set about exploiting,once it had changed and upgraded its purchasing organization and systems in order to do so.Faced with sharp rises in the labor and overhead costs of producing highprecision parts in-house,a Europe-based heavy-equipment maker decided to review its make-or-buy strategy.Examining the supply market,it identified a group of obscure,small manufacturers of precision parts that had begun to use dedicated,numerically controlled equipment.Thanks to low overhead and economies of scale achieved through specialized production,they could supply high-quality parts at prices 10%to 20%below the cost of inhouse production.In consequence,the company shifted from making the parts to buying them.译文必须将采购环节纳入供应管理资料来源:哈佛商学院作者：Peter Kraljic 制造商在激烈的竞争环境下获得一个订单,并完成它，供应链管理起着很大的影响。
常见汽车种类的英语叫法1.limousine 豪华轿车2.roadster敞篷跑车(美作:convertible，德作：cabriolet)3.racing car 赛车4.saloon 轿车(美作:sedan)5.notchback 客货两用车6.four-wheel drive 四轮驱动7.front-wheel drive 前轮驱动8.trailer 拖车9.station wagon 小旅行车10.lorry 卡车〔美作：truck〕11 pact car 小型汽车12.light-van 小型货车13.garbage truck 垃圾车14.automobile carrier 货运卡车15.wecker, beat-up car, jalopy 老爷车16.fire engine 消防车17.ambulance 救护车18.taxi 出租车, 计程车19.sports car 跑车20.formula car 方程式赛车, 方程式汽车21.mail car 邮政车22.jeep 吉普车23.bloodmobile 捐血车血浆车24.bumper car 碰碰汽车25.camper 露营车26.police car 警车27.wrecker 清障车28.ambulance急救车29.car 小型汽车30.fire engine 消防车31.police car 警车32.rooter挖土机33.SUV = Sports Utility Vehicle 越野车34.Sedan轿车35.mini van 旅行车36.container truck 货柜车37.RV =Recreation V ehicle 休闲车38.bus 公共汽车39.bicycle = bike =自行车40.motorbike摩托车41.van有篷货车42.MPV=Multi-Purpose Vehicle多用处汽车。
5C报告-格式厂商改善对策报告书(5C报告)Supplier Corrective Action Report(5C Report)CAR NO(报告编号) CAR NO(高效抱怨单编号)Characterize FFD(客户抱怨时间 ) 5C Report Subiect(5C报告主题): Date(回复日期)Champion(相关团队成员—必需注明公司名Description(问题描述):称):Containment(材料或元器件静态库存与动态库存的处理方式—包含材料制造端与材完成日期 ContainComplete Date 料使用端，必要时需要提供佐证数据):Root Cause(不良发生的根源:请从5W2H角度描述与分析): 完成日期 Cause Complete DateCorrective Action(改善行动:针对客诉或根源分析作技术层面的可执行的改善计划—完成日期Complete Date 需要提供相关佐证数据) Corrective ActionPreventive Action(预防再发:请从管理责任、标准化等系统建构、战略部署等角度描完成日期Complete Date 述):Closure Verification(有效验证或验证计划—需要提供相关佐证数据): 完成日期Complete Date Reviewer/Date(审核/审核日期):Review Results(审核结果):核准(改善方): 确认(改善方): 作成(改善方):(Close Case)确认—追踪连续3批状况:Note:每个字段必需标识完成状态标识，具体标识要求如下: 绿色代表该项动作已经完成;黄色代表该项动作目前正在进行;红色代表该动作需要持续进行并在未来预定时间完成;FM-DOC-003FM-SQM-001FM-DOC-003。
Abbreciation........Note........Chinese........Remark........8D........8.Discipline.Report........8D.报告prehensive.team-based.corrective.action.plan.for.objectively.identifying,.qua ntifying.and.resolving.process.and.product.quality.issuesA........ABS........Anti-lock.Break.System........防抱死制动系统................ABS＋T................防抱死制动系统+循迹系统................ACI........Automatic.Car.Identification.System........汽车自动识别系统........ ........APQP........Advanced.Product.Quality.Planning........产品质量先期策划........ ........AQL........Approval.Quality.Level........品质允收水准........C=0/AQL=04 ........APQP........Advanced.Product.and..Quality.Planning.........先期质量策划........ ........ASC................加速防滑控制品................ASD........Approval.Supplier.Database........合格供应商名录................ASES........Alliance.Supplier.Evaluation.Standard........................ASM................动态稳定系统................ASN........Advance.Shipping.Notification........................ASR................加速防滑系统................ASSY........Assembly........装配................A-TRC................车身主动循迹控制系统................AVL........Approved.Vendor.List........被Intier客户和Intier批准的供应商名单........ ........AYC................主动偏行系统........B........BAS................制动辅助系统................BDAR........Business.Development.Activity.Request........................BOM........Bill.Of.Material........材料清单........C........CAputer.Aided.Design........计算机辅助设计................CAPEX........SCAPital.Expenditure................"ed.for.controlling.progra m.budget.during.and.after.an.APQP.program"'s........Critical.Characteristics........关键特性................CDL........Control.Door.Lock........控制门锁................CER........Capital.Expenditure.Request...固定资产投资申请........"CER.is.a.capital.expenditure.application.package.that.alldivisions.of.Intier.Group.are.requested.to.fill.out.when.there.is.a.new.program.and/or.capi tal.investment"........CFT........Cross.Functional.Team........跨部门小组................CFR................成本加运费（……指定目的港）................CIF........Cost.Insurance&Freight........到岸价................CIP................运费、保险费付至（……指定目的港）................CMK........Capability.of.Machine.Index........设备能力指数................Change.Notice........更改通知........pany.Operating.Procedure........公司营运程序................CP.........Control.Plan........控制计划................CPK........Capability.of.Process.Index........工序能力指数................CPT................运费付至（……指定目的港）........D........DAF................边境交货（……指定地点）................DCC........Document.Control.Coordinator........文件控制协调员........ ........DDP........Delivery.with.Duty.Paid........完税交货价................DDU........Delivery.with.Duty.Unpaid........未完税交货价................DES........Delivered.Ex.Ship........目的港船上交货价................DEQ........Delivered.Ex.Quay........目的港码头交货价................DFM........Design.For.Manufacturing................bor........直接员工................DMN........Defect.Material.Notice........不合格品控制单................DOS........Days.Of.Stock........存货天数................DSC/VSC................车身稳定控制系统................DV........Design.Verification.........设计验证........DV.are.tests,.inspections,.and.procedures.that.must.be.accomplished.before.produ ctions.starts.to.verify.design.intentＥ........EBA................紧急制动辅助系统................EBD................电子制动力分配系统................ECN........Engineering.Change.Notice........工程变更通知................ECR........Engineering.Change.Request.........工程变更申请........ECR.is.a.request.for.a.change.to.the.product........ECU........Engineering.Change.Utilization........工程变更实施................EDI........Electronic.Data.Infrastructrue........电子数据信息................EDS................电子差速锁................EES................座椅自动调节系统................EHS........Environment,.Health&Safety........环境、健康、安全........ ........EIC........Carbon.Emission.Index........碳排放量指数................EOL........End.of.Line........终检........"ed.at.the.end.of.theassembly.line.to.ensure.that.all.products.meet.specific.requirements"........EOS........Employee.Opinion.Survey........员工意见调查................EPS........Expanded.Polystyrenes........改良聚苯乙烯................ERP........Enterprise.Resources.Planning........企业资源计划................ESP................电子稳定程序系统................EV........Equipment.Variation........设备变差................EXW................厂内交货........F........FAI........First.Article.Inspection........首次检验................FAQ‘s........Frequently.Ask.Question........常见问题................FAS................船边交货（……指定装运港）................FCA................货交承运人(……指定地点）................FF................前轮驱动................FIFO........First.In.First.Out........先进先出标签................FMEA........Failure.Mode.and.Effects.Analysis........失效模式及后果分析........ ........FOB........Free.on.board........离岸价................FQC........Finial.Quality.Control........最终出货检验................FR................后轮驱动................FSP........Ford.Supplier.Portal........................F-W-D.Car................前轮驱动轿车........G........GAGE........gage........量具................GD&T........Geometric.Dimensioning&Tolerancing........形状与位置公差........ ........GIS................地理信息管理系统................GPS........Global.Postioning.System........全球卫星定位系统................GP12........General.Motor.Process.12........通用遏制计划................GT................跑车........I........IATF........International.Automotive.Task.Force........国际汽车工作组........ bor........间接员工................IMDS........International.Material.Data.System........................IRR........Incoming.Reject.Report.........进料拒收报告........anization........国际标准化组织........ J........JD........Job.Description........工作描述................JIT.........Just.In.Time........及时生产........K........KC........key.characteristics........关键特性................KOI........Key.Operating.Index........主要绩效考核指标........L........LOT........lot........批次........M........MAR........Manufacturing.Action.Request.Form........特采单........ ........MES........Manufacturing.Execution.System................"ed. to.describe.manufacturing.systems.that.perform.tracking,.process.monitoring.and.control.of.automated.manufactuing.processes"........MFG........Manufacturing........................MPV........Multi.Purpose.Vehicles........多功能汽车................MOQ........Min.Order.Quatity........................MPS........Master.Production.Schedule........................MRB........Material.Review.Board........材料审核小组........Consist.Quality,.Material,.ME,.Production........MRO........Maintenance.Repair.and.Others........非原材料采购........ ........MSA........Measure.System.Analysis........测量系统分析........N........NCRs........Nonconformance.Reports........不符合项报告........O........ODS........Operator.Description.Sheet................"ed.to.describe.and/or.ill ustrate.what.anplete.his/her.job.properly"........OEE........Overall.Equipment.Effectiveness........全面设备效率........ ........OEM........Original.Equipment.manufacturers........原始设备制造商（主机厂）........ ........OGP........ogp(公司名）........光学测量仪................OIL........Open.Issue.List........开口问题清单........"ed.for.recording.review.and.disposition.of.concerns.from.customers,.internal.and.supplier.concerns"........OQC........Output.Quality.Control........出货检验................OTS........Off.Tooling.Sample........工装样件........"Off.tool.samples.are.the.initial.samples.that.supplierssubmit.for.assessment.of.tlloing.and.functions"P........PCL........Powered.Child.Lock........电动儿童门锁................PCN........Process.Change.Notice........工艺变更通知........PCN.is.a.request.for.a.change.to.the.process........PCN................................PDP........Product.Delievery.Process........................PEP........Program.Execution.Process........................PFMEA........Process.Failure.Mode.and.Effects.Analysis........过程失效模式及后果分析................PM........Program.Manager........................PP................................PPAP........Production.Parts.Approval.Process........生产件批准程序........ ........PPK........primary.Process.Capability........短期过程能力........lion.quality.metrics........百万分之概率................PSO........Process.Sign-Off........................PSW........Part.Submit.Warranty........零件提交保证................PV.Test........Production.Validation.Test........工艺生产验证........"ed.to.validate.a.product.or.process.forvolume.production"Q........QC........Quality.Control........质量控制................QIP................过程检验规程................QMS........Quality.Management.System........质量管理体系................QOS................................QSA........Quality.System.Audit........质量体系评定................Quattro................全时四轮驱动系统........rmation........信息申请表................RFQ........Request.For.Quote........报价申请........"Request.from.Customer(S)rmation.on.a.product.or.a.proposal"........RPN........Risk.Priority.Number........风险系数................RSP................电子稳定程序.................RTV........Return.To.Vendor........退回供应商................Run#Rate................节拍生产........"A.systematic.tool.to.qualify.the.output.of.manufacturing.process.interms.of.documentation.and.implementation"S........SC's........Special.Characteristics........特殊特性........"Are.specifications.which.require.special.manufacuring.control.toernment.requirements"........SIM........Supplier.Improvement.Metrics........供应商改进数据........"Supplier.performance.measurements.available.through.FSP(Ford.Supplier.Portal"........SLL........Skip.Lot.List........免检清单................SOP.........Start.Of.Production........批量生产........"estone.date.that.a.product/assembly.line.stars.its.volume.production.after.PV.test.passes.and.PPAP.is.approved.by.the.customer" ........SOP's........Standard.Operation.Procedure........标准作业程序................SPC........Statistical.Process.Control,........统计过程控制........"e.of.statistical.techniques.such.as.control.charts.to.analyze.a.process.or.its.outputs.so.as.to.take.appropriate.actions.to.achieve.and.a.state .of.statistical.control.and.to.improve.the.process.capability,"........SQA........Supplier.Quality.Assurance........................SREA........Supplier.Request.for.Engineering.Approval........................SRS................双安全气囊................STA........Supplier.Technical.Assistance........供应商技术支持........"pany's.team.dedicated.to.assist.in.the.development.of.supplier.processes"T........TRC/TCS................牵引力控制系统........V........VDA........Verdand.Dor.Automobiliudustrie.ev........德国汽车工业联合会........Ｗ........WGQ................外高桥........ ........WI........Work.Instruction。
2019-2020年八年级英语（下）（外语教研版）天津专用Module10检测题（含答案）一、听力部分（20分）（一）听句子，选择正确的答语。
（每个句子读一遍）（5分）1.A.Yes,I don’t. B.No,I’m not. C.Yes,I do.2.A.I’m ten. B.I’m a student. C.I’m Jim.3.A.Interesting. B.Exciting. C.Great.4.A.It’s July. B.It’s nine o’clock. C.It’s Monday.5.A.I am a teacher. B.I want to be a presenter. C.I want to learn music. （二）听对话，选择最佳答案。
（对话读两遍）（5分）6.Where is the man going?A.School.B.Hotel.C.Bank.7.Where is the man from?A.Canada.B.China.C.America.8.Has the woman been to Canada?A.Yes,she has.B.No,she hasn’t.C.I don’t know.9.How many times has the man been to China?A.Once.B.Twice.C.Never.10.What does he think of Chinese food?A.He dislikes it.B.He likes it very much.C.Very beautiful.（三）听短文，判断句子的正（T）误（F）。
（短文读两遍）（10分）11.Sam didn’t need to take out the trash on Mondays.12.His father always washed the car.13.He had to look after his little sister and brother.14.Kumar needn’t do chores at home.15.Kumar had only one sister.二、单项填空（15分）16.The film has for five minutes.A.beganB.begunC.been onD.on17.—When is ?—October 1st.A.National DayB.Teachers’DayC.Children’s DayD.Women’Day18.Our school is being .A.more beautiful and more beautifulB.more and more beautifulC.more beautifully and more beautifullyD.more and more beautifully19.I want to watch TV,could you please ?A.open itB.turn on itC.turn it onD.turn it off20.His mother seemed very .A.angryB.angrilyC.angrierD.worrying21.—Don’t you want to go fishing?— . I want to stay at home alone.A.Yes,I doB.No,I don’tC.Yes,I don’tD.No,I do22.My brother could swim the age of six.A.atB.onC.inD.with23.His home is close to the school.（找出与画线部分意思相同的选项）A.far fromB.in front ofC.nearD.across from24.The boy is the ant on the ground.A.looking up atB.looking down atC.looking likeD.looking down25.Talent Show is now.A.in airB.by airC.on airD.for air26.I hope tomorrow.A.him eB.he can eC.him to eD.he e27.His father a part-time job in a radio station.A.askedB.foundC.asked forD.looked for28. he grew older, he was more interested in singing.A.WithB.BecauseC.AlthoughD.As29.It’s clever the boy to answer so difficult a question.A.forB.ofC.toD./30.His mother told him that the light faster than the sound.A.travelsB.travelledC.travelD.will travel三、完形填空（15分）Monday morning is an important time at our school. All of the students go to the playground.We listen to music, and we 31 the national flag （国旗）goes up.Usually, one student gives a talk on Monday morning. One Monday last year, a boy gave the talk. He was 32 and excited! When I saw him, I wanted to have a try, too.Can I really do it?Last week, our teacher said our class should give the talk. My teacher 33 me,“I know you want to have a try. Next Monday, you can give the talk. Go and write something down. Get ready for it, I’m sure you’ll do well.”“Thank you,” I answered. It was such a great 34 for me! When I got home, I was excited.I wrote two pages for the talk. I read them again and again. When I read, I asked my parents35 .I wanted to make my teacher happy.Monday morning came, I began to feel 36 .When did I give a talk to so many people? Never! This was my first time. Could I really do it? Maybe I couldn’t finish the talk.When I got to school, we all went out to playground. I 37 in front of everyone. I opened my mouth, but I couldn’t say anything.“Take it easy,”I said to 38 .“Don’t be nervous. You can do it.”Just then, I looked down at everyone. I saw about 1,000 eyes. They were all looking at me! I couldn’t even stand up.I looked at their eyes more carefully. Their eyes were saying,“You can do it! Don’t be afraid, just talk!”I 39 a big breath （呼吸）.Then I began to talk. It wasn’t hard. It was easy.I don’t know 40 I finished my talk. But I did it. I felt so good that day. I showed myself to everyone what I can do.31.A.watch B.see C.notice D.look at32.A.surprising B.proud C.amazed D.careful33.A.told B.asked for C.said to D.showed34.A.chance B.news C.time D.message35.A.to listen to B.to listen C.listen to D.listen36.A.excited B.happy C.nervous D.surprised37.A.stand B.stood C.was standing D.have stood38.A.me B.my class C.myself D.my parents39.A.took B.held C.put D.left40.A.when B.how C.why D.whether四、阅读理解（20分）AIn the world today, all of the people need to have fun when they are free. We can’t work all the time if we are going to keep healthy and enjoy life.Everyone has his own way of relaxing. Perhaps the most popular form（形式）is to take part in sports. There are team sports, such as basketball and football. There are also individual（个人的）sports, such as swimming and running. Skating and mountain climbing are the most popular recreation （消遣）for people who like to be outdoors.Not everyone who enjoys sports likes to take part in them. Many people like watching them on TV or listening to them on the radio. So many people like some indoor relaxation, such as watching TV, singing and dancing.It doesn’t matter if we like indoor recreation or take part in outdoor sports.It is important for everyone to relax from time to time, and enjoy some themselves.41.Which is the most popular form of recreation？A.Sleeping.B.Watching TV.C.Sports.D.Singing and dancing.42.People want to take part in sports to .A.make friendsB.keep healthy and enjoy lifeC.find a good jobD.make more money43.Outdoor sports include .A.watching TVB.singing and dancingC.listening to the radioD.skating and mountain climbing44.Why do many people like watching sports on TV or listening to them on the radio?A.Because they don’t enjoy life.B.Because they don’t enjoy sports.C.Because they like sports but don’t like to take part in them.D.Because they don’t need recreation.45.The passage（文章）mainly（主要）tells us that .A.basketball is a kind of team sportsB.indoor recreation is not as important as outdoor sportsC.different people have different ways of relaxingD.everyone who enjoys sports should take part in themBOne afternoon, Kate and her brother, Bob, went out to play. Kate was eight, and Bob was ten.“Let’s go to the bridge and we can see fish in the river.”said Kate.“I don’t know...”Bob said.“Mum told us,‘Don’t go on the bridge.’ She said it’s dangerous.”Kate said, “I am not afraid.Are you?”They walked onto the bridge and began looking for fish in the river. The bridge was a train bridge. Trains went over the bridge three times a day.The children were standing in the middle of the bridge when they heard a loud noise.“A train is ing!” Bob shouted.“Run!” He ran to the end of the bridge. He was safe.Kate ran, too, but she fell. The train was ing fast. Kate ran towards Bob. She fell again right on the train tracks （铁轨）.There was no time to leave. She had to lie down between the tracks. A few seconds later, the train went over the girl, but she was not hurt at all. She stood up and said to Bob,“Don’t tell Mum! Don’t tell Mum!”At last their mother found out the story. She was angry because they went on the bridge. But she was happy that Kate was all right.46.Bob and Kate were .A.twinsB.brothersC.sistersD.brother and sister47.One afternoon they went to the bridge to see .A.their motherB.fishC.the trainD.the river48.When the train came, the children were .A.in the middle of the bridgeB.at the end of the bridgeC.on their way to the bridgeD.away from the bridge49.Where was Kate when the train was going over her?A.She fell again right on the train tracks （铁轨）.B.Kate ran towards Bob.C.She had to lie down between the tracks.D.She stood up and cried.50.When their mother knew about the story, she was .A.happyB.angryC.sorryD.both angry and happy五、补全对话（10分）A:Hi，Peter.We haven’t seen for several days.How’s it going?B:Not bad. 51A:Pretty good! Are you free this Sunday afternoon?B: 52 What’s up?A:There is going to be a basketball match in our school. 53B:Yes，of course.But which team is our school going to play against? A: 54B:Really?I think our team is very strong. Perhaps we will win the match. A:But I hear that their team is strong，too.B:I’m sure it must be a wonderful matc h.A:I think so. 55B:Let’s meet in the playground at 3:00 pm.A:OK.See you then.六、完成句子（5分）56.郝梦在五岁时就会跳舞。
