? ISO 2015
Quality management systems — Fundamentals and vocabulary
Systèmes de management de la qualité — Principes essentiels et vocabulaire
INTERNATIONAL STANDARD
ISO 9000
Fourth edition 2015-09-15
Reference number ISO 9000:2015(E)
ISO 9000:2015(E)
ii
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ISO 9000:2015(E)
Contents Page Foreword (iv)
Introduction (v)
1 Scope (1)
2 Fundamental concepts and quality management principles (1)
2.1 General (1)
2.2 Fundamental concepts (2)
2.2.1 Quality (2)
2.2.2 Quality management system (2)
2.2.3 Context of an organization (2)
2.2.4 Interested parties (2)
2.2.5 Support (2)
2.3 Quality management principles (3)
2.3.1 Customer focus (3)
2.3.2 Leadership (4)
2.3.3 Engagement of people (5)
2.3.4 Process approach (6)
2.3.5 Improvement (6)
2.3.6 Evidence-based decision making (7)
2.3.7 Relationship management (8)
2.4 Developing the QMS using fundamental concepts and principles (9)
2.4.1 QMS model (9)
2.4.2 Development of a QMS (9)
2.4.3 QMS standards, other management systems and excellence models (10)
3 Terms and definitions (10)
3.1 Terms related to person or people (10)
3.2 Terms related to organization (11)
3.3 Terms related to activity (13)
3.4 Terms related to process (15)
3.5 Terms related to system (16)
3.6 Terms related to requirement (18)
3.7 Terms related to result (20)
3.8 Terms related to data, information and document (23)
3.9 Terms related to customer (25)
3.10 Terms related to characteristic (26)
3.11 Terms related to determination (27)
3.12 Terms related to action (29)
3.13 Terms related to audit (30)
Annex A (informative) Concept relationships and their graphical representation (33)
Bibliography (47)
Alphabetical index of terms (49)
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ISO 9000:2015(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see https://www.doczj.com/doc/919534206.html,/directives). Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see https://www.doczj.com/doc/919534206.html,/patents).
Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISO’s adherence to World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: https://www.doczj.com/doc/919534206.html,/iso/foreword.html. The committee responsible for this document is Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 1, Concepts and terminology.
This fourth edition cancels and replaces the third edition (ISO 9000:2005), which has been technically revised.
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Introduction
This International Standard provides the fundamental concepts, principles and vocabulary for quality management systems (QMS) and provides the foundation for other QMS standards. This International Standard is intended to help the user to understand the fundamental concepts, principles and vocabulary of quality management, in order to be able to effectively and efficiently implement a QMS and realize value from other QMS standards.
This International Standard proposes a well-defined QMS, based on a framework that integrates established fundamental concepts, principles, processes and resources related to quality, in order to help organizations realize their objectives. It is applicable to all organizations, regardless of size, complexity or business model. Its aim is to increase an organization’s awareness of its duties and commitment in fulfilling the needs and expectations of its customers and interested parties, and in achieving satisfaction with its products and services.
This International Standard contains seven quality management principles supporting the fundamental concepts described in 2.2. In 2.3, for each quality management principle, there is a “statement” describing each principle, a “rationale” explaining why the organization would address the principle, “key benefits” that are attributed to the principles, and “possible actions” that an organization can take in applying the principle.
This International Standard contains the terms and definitions that apply to all quality management and QMS standards developed by ISO/TC 176, and other sector-specific QMS standards based on those standards, at the time of publication. The terms and definitions are arranged in conceptual order, with an alphabetical index provided at the end of the document. Annex A includes a set of diagrams of the concept systems that form the concept ordering.
NOTE Guidance on some additional frequently-used words in the QMS standards developed by ISO/TC 176, and which have an identified dictionary meaning, is provided in a glossary available at: http://www.iso. org/iso/03_terminology_used_in_iso_9000_family.pdf
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Quality management systems — Fundamentals and vocabulary
1 Scope
This International Standard describes the fundamental concepts and principles of quality management which are universally applicable to the following:
— organizations seeking sustained success through the implementation of a quality management system;— customers seeking confidence in an organization’s ability to consistently provide products and
services conforming to their requirements;— organizations seeking confidence in their supply chain that product and service requirements will
be met;
— organizations and interested parties seeking to improve communication through a common
understanding of the vocabulary used in quality management;— organizations performing conformity assessments against the requirements of ISO 9001;— providers of training, assessment or advice in quality management;— developers of related standards.
This International Standard specifies the terms and definitions that apply to all quality management and quality management system standards developed by ISO/TC 176.
2 Fundamental concepts and quality management principles
2.1 General
The quality management concepts and principles described in this International Standard give the organization the capacity to meet challenges presented by an environment that is profoundly different from recent decades. The context in which an organization works today is characterized by accelerated change, globalization of markets and the emergence of knowledge as a principal resource. The impact of quality extends beyond customer satisfaction: it can also have a direct impact on the organization’s reputation.
Society has become better educated and more demanding, making interested parties increasingly more influential. By providing fundamental concepts and principles to be used in the development of a quality management system (QMS), this International Standard provides a way of thinking about the organization more broadly.
All concepts, principles and their interrelationships should be seen as a whole and not in isolation of each other. No individual concept or principle is more important than another. At any one time, finding the right balance in application is critical.
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2.2 Fundamental concepts
2.2.1 Quality
An organization focused on quality promotes a culture that results in the behaviour, attitudes, activities and processes that deliver value through fulfilling the needs and expectations of customers and other relevant interested parties.
The quality of an organization’s products and services is determined by the ability to satisfy customers and the intended and unintended impact on relevant interested parties.
The quality of products and services includes not only their intended function and performance, but also their perceived value and benefit to the customer.
2.2.2 Quality management system
A QMS comprises activities by which the organization identifies its objectives and determines the processes and resources required to achieve desired results.
The QMS manages the interacting processes and resources required to provide value and realize results for relevant interested parties.
The QMS enables top management to optimize the use of resources considering the long and short term consequences of their decision.
A QMS provides the means to identify actions to address intended and unintended consequences in providing products and services.
2.2.3 Context of an organization
Understanding the context of the organization is a process. This process determines factors which influence the organization’s purpose, objectives and sustainability. It considers internal factors such as values, culture, knowledge and performance of the organization. It also considers external factors such as legal, technological, competitive, market, cultural, social and economic environments. Examples of the ways in which an organization’s purpose can be expressed include its vision, mission, policies and objectives.
2.2.4 Interested parties
The concept of interested parties extends beyond a focus solely on the customer. It is important to consider all relevant interested parties.
Part of the process for understanding the context of the organization is to identify its interested parties. The relevant interested parties are those that provide significant risk to organizational sustainability if their needs and expectations are not met. Organizations define what results are necessary to deliver to those relevant interested parties to reduce that risk. Organizations attract, capture and retain the support of the relevant interested parties they depend upon for their success.
2.2.5 Support
2.2.5.1 General
Top management support of the QMS and engagement of people enables:
— provision of adequate human and other resources;
— monitoring processes and results;
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— implementing appropriate actions.
Responsible acquisition, deployment, maintenance, enhancement and disposal of resources support the organization in achieving its objectives.
2.2.5.2 People
People are essential resources within the organization. The performance of the organization is dependent upon how people behave within the system in which they work.
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Within an organization, people become engaged and aligned through a common understanding of the quality policy and the organization’s desired results.
2.2.5.3 Competence
A QMS is most effective when all employees understand and apply the skills, training, education and experience needed to perform their roles and responsibilities. It is the responsibility of top management to provide opportunities for people to develop these necessary competencies.
2.2.5.4 Awareness
Awareness is attained when people understand their responsibilities and how their actions contribute to the achievement of the organization’s objectives.
2.2.5.5 Communication
Planned and effective internal (i.e. throughout the organization) and external (i.e. with relevant interested parties) communication enhances people’s engagement and increased understanding of:— the context of the organization;
— the needs and expectations of customers and other relevant interested parties;
— the QMS.
2.3 Quality management principles
2.3.1 Customer focus
2.3.1.1 Statement
The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations.
2.3.1.2 Rationale
Sustained success is achieved when an organization attracts and retains the confidence of customers and other relevant interested parties. Every aspect of customer interaction provides an opportunity to create more value for the customer. Understanding current and future needs of customers and other interested parties contributes to the sustained success of the organization.
2.3.1.3 Key benefits
Some potential key benefits are:
— increased customer value;
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— increased customer satisfaction;
— improved customer loyalty;
— enhanced repeat business;
— enhanced reputation of the organization;
— expanded customer base;
— increased revenue and market share.
2.3.1.4 Possible actions
Possible actions include:
— recognize direct and indirect customers as those who receive value from the organization;— understand customers’ current and future needs and expectations;
— link the organization’s objectives to customer needs and expectations;
— communicate customer needs and expectations throughout the organization;
— plan, design, develop, produce, deliver and support products and services to meet customer needs and expectations;
— measure and monitor customer satisfaction and take appropriate actions;
— determine and take action on relevant interested parties’ needs and appropriate expectations that can affect customer satisfaction;
— actively manage relationships with customers to achieve sustained success.
2.3.2 Leadership
2.3.2.1 Statement
Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives.
2.3.2.2 Rationale
Creation of unity of purpose and the direction and engagement of people enable an organization to align its strategies, policies, processes and resources to achieve its objectives.
2.3.2.3 Key benefits
Some potential key benefits are:
— increased effectiveness and efficiency in meeting the organization’s quality objectives;— better coordination of the organization’s processes;
— improved communication between levels and functions of the organization;
— development and improvement of the capability of the organization and its people to deliver desired results.
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2.3.2.4 Possible actions
Possible actions include:
— communicate the organization’s mission, vision, strategy, policies and processes throughout the organization;
— create and sustain shared values, fairness and ethical models for behaviour at all levels of the organization;
— establish a culture of trust and integrity;
— encourage an organization-wide commitment to quality;
— ensure that leaders at all levels are positive examples to people in the organization;
— provide people with the required resources, training and authority to act with accountability;— inspire, encourage and recognize the contribution of people.
2.3.3 Engagement of people
2.3.3.1 Statement
Competent, empowered and engaged people at all levels throughout the organization are essential to enhance the organization’s capability to create and deliver value.
2.3.3.2 Rationale
In order to manage an organization effectively and efficiently, it is important to respect and involve all people at all levels. Recognition, empowerment and enhancement of competence facilitate the engagement of people in achieving the organization’s quality objectives.
2.3.3.3 Key benefits
Some potential key benefits are:
— improved understanding of the organization’s quality objectives by people in the organization and increased motivation to achieve them;
— enhanced involvement of people in improvement activities;
— enhanced personal development, initiatives and creativity;
— enhanced people satisfaction;
— enhanced trust and collaboration throughout the organization;
— increased attention to shared values and culture throughout the organization.
2.3.3.4 Possible actions
Possible actions include:
— communicate with people to promote understanding of the importance of their individual contribution;
— promote collaboration throughout the organization;
— facilitate open discussion and sharing of knowledge and experience;
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— recognize and acknowledge people’s contribution, learning and improvement;
— enable self-evaluation of performance against personal objectives;
— conduct surveys to assess people’s satisfaction, communicate the results and take appropriate actions.
2.3.4 Process approach
2.3.4.1 Statement
Consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system.
2.3.4.2 Rationale
The QMS consists of interrelated processes. Understanding how results are produced by this system enables an organization to optimize the system and its performance.
2.3.4.3 Key benefits
Some potential key benefits are:
— enhanced ability to focus effort on key processes and opportunities for improvement;— consistent and predictable outcomes through a system of aligned processes;
— optimized performance through effective process management, efficient use of resources and reduced cross-functional barriers;
— enabling the organization to provide confidence to interested parties related to its consistency, effectiveness and efficiency.
2.3.4.4 Possible actions
Possible actions include:
— define objectives of the system and processes necessary to achieve them;
— establish authority, responsibility and accountability for managing processes;
— understand the organization’s capabilities and determine resource constraints prior to action;— determine process interdependencies and analyse the effect of modifications to individual processes on the system as a whole;
— manage processes and their interrelations as a system to achieve the organization’s quality objectives effectively and efficiently;
— ensure the necessary information is available to operate and improve the processes and to monitor, analyse and evaluate the performance of the overall system;
— manage risks which can affect outputs of the processes and overall outcomes of the QMS.
2.3.5 Improvement
2.3.5.1 Statement
Successful organizations have an ongoing focus on improvement.
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2.3.5.2 Rationale
Improvement is essential for an organization to maintain current levels of performance, to react to changes in its internal and external conditions and to create new opportunities.
2.3.5.3 Key benefits
Some potential key benefits are:
— improved process performance, organizational capability and customer satisfaction;— enhanced focus on root cause investigation and determination, followed by prevention and corrective actions;
— enhanced ability to anticipate and react to internal and external risks and opportunities;— enhanced consideration of both incremental and breakthrough improvement;
— improved use of learning for improvement;
— enhanced drive for innovation.
2.3.5.4 Possible actions
Possible actions include:
— promote establishment of improvement objectives at all levels of the organization;
— educate and train people at all levels on how to apply basic tools and methodologies to achieve improvement objectives;
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— develop and deploy processes to implement improvement projects throughout the organization;— track, review and audit the planning, implementation, completion and results of improvement projects;— integrate improvement consideration into development of new or modified products and services and processes;
— recognize and acknowledge improvement.
2.3.6 Evidence-based decision making
2.3.6.1 Statement
Decisions based on the analysis and evaluation of data and information are more likely to produce desired results.
2.3.6.2 Rationale
Decision-making can be a complex process and it always involves some uncertainty. It often involves multiple types and sources of inputs, as well as their interpretation, which can be subjective. It is important to understand cause and effect relationships and potential unintended consequences. Facts, evidence and data analysis lead to greater objectivity and confidence in decision making.
2.3.6.3 Key benefits
Some potential key benefits are:
— improved decision making processes;
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— improved assessment of process performance and ability to achieve objectives;
— improved operational effectiveness and efficiency;
— increased ability to review, challenge and change opinions and decisions;
— increased ability to demonstrate the effectiveness of past decisions.
2.3.6.4 Possible actions
Possible actions include:
— determine, measure and monitor key indicators to demonstrate the organization’s performance;— make all data needed available to the relevant people;
— ensure that data and information are sufficiently accurate, reliable and secure;
— analyse and evaluate data and information using suitable methods;
— ensure people are competent to analyse and evaluate data as needed;
— make decisions and take actions based on evidence, balanced with experience and intuition.
2.3.7 Relationship management
2.3.7.1 Statement
For sustained success, organizations manage their relationships with relevant interested parties, such as providers.
2.3.7.2 Rationale
Relevant interested parties influence the performance of an organization. Sustained success is more likely to be achieved when the organization manages relationships with all of its interested parties to optimize their impact on its performance. Relationship management with its provider and partner networks is of particular importance.
2.3.7.3 Key benefits
Some potential key benefits are:
— enhanced performance of the organization and its relevant interested parties through responding to the opportunities and constraints related to each interested party;
— common understanding of objectives and values among interested parties;
— increased capability to create value for interested parties by sharing resources and competence and managing quality related risks;
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— a well-managed supply chain that provides a stable flow of products and services.
2.3.7.4 Possible actions
Possible actions include:
— determine relevant interested parties (such as providers, partners, customers, investors, employees or society as a whole) and their relationship with the organization;
— determine and prioritize interested party relationships that need to be managed;
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— measure performance and provide performance feedback to interested parties, as appropriate, to enhance improvement initiatives;
— establish collaborative development and improvement activities with providers, partners and other interested parties;
— encourage and recognize improvements and achievements by providers and partners.
2.4 Developing the QMS using fundamental concepts and principles
2.4.1 QMS model
2.4.1.1 General
Organizations share many characteristics with humans as a living and learning social organism. Both are adaptive and comprise interacting systems, processes and activities. In order to adapt to their varying context, each needs the ability to change. Organizations often innovate to achieve breakthrough improvements. An organization’s QMS model recognizes that not all systems, processes and activities can be predetermined; therefore it needs to be flexible and adaptable within the complexities of the organizational context.
2.4.1.2 System
Organizations seek to understand the internal and external context to identify the needs and expectations of relevant interested parties. This information is used in the development of the QMS to achieve organizational sustainability. The outputs from one process can be the inputs into other processes and are interlinked into the overall network. Although often appearing to be comprised of similar processes, each organization and its QMS is unique.
2.4.1.3 Processes
The organization has processes that can be defined, measured and improved. These processes interact to deliver results consistent with the organization’s objectives and cross functional boundaries. Some processes can be critical while others are not. Processes have interrelated activities with inputs to deliver outputs.
2.4.1.4 Activity
People collaborate within a process to carry out their daily activities. Some activities are prescribed and depend on an understanding of the objectives of the organization, while others are not and react to external stimuli to determine their nature and execution.
2.4.2 Development of a QMS
A QMS is a dynamic system that evolves over time through periods of improvement. Every organization has quality management activities, whether they have been formally planned or not. This International Standard provides guidance on how to develop a formal system to manage these activities. It is necessary to determine activities which already exist in the organization and their suitability regarding the context of the organization. This International Standard, along with ISO 9004 and ISO 9001, can then be used to assist the organization to develop a cohesive QMS.
A formal QMS provides a framework for planning, executing, monitoring and improving the performance of quality management activities. The QMS does not need to be complicated; rather it needs to accurately
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reflect the needs of the organization. In developing the QMS, the fundamental concepts and principles given in this International Standard can provide valuable guidance.
QMS planning is not a singular event, rather it is an ongoing process. Plans evolve as the organization learns and circumstances change. A plan takes into account all quality activities of the organization and ensures that it covers all guidance of this International Standard and requirements of ISO 9001. The plan is implemented upon approval.
It is important for an organization to regularly monitor and evaluate both the implementation of the plan and the performance of the QMS. Carefully considered indicators facilitate these monitoring and evaluation activities.
Auditing is a means of evaluating the effectiveness of the QMS, in order to identify risks and to determine the fulfilment of requirements. In order for audits to be effective, tangible and intangible evidence needs to be collected. Actions are taken for correction and improvement based upon analysis --`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---
of the evidence gathered. The knowledge gained could lead to innovation, taking QMS performance to higher levels.
2.4.3 QMS standards, other management systems and excellence models
The approaches to a QMS described in QMS standards developed by ISO/TC 176, in other management system standards and in organizational excellence models are based on common principles. They all enable an organization to identify risks and opportunities and contain guidance for improvement. In the current context, many issues such as innovation, ethics, trust and reputation could be regarded as parameters within the QMS. Standards related to quality management (e.g. ISO 9001), environmental management (e.g. ISO 14001) and energy management (e.g. ISO 50001), as well as other management standards and organizational excellence models, have addressed this.
The QMS standards developed by ISO/TC 176 provide a comprehensive set of requirements and guidelines for a QMS. ISO 9001 specifies requirements for a QMS. ISO 9004 provides guidance on a wide range of objectives of a QMS for sustainable success and improved performance. Guidelines for components of a QMS include ISO 10001, ISO 10002, ISO 10003, ISO 10004, ISO 10008, ISO 10012 and ISO 19011. Guidelines for technical subjects in support of a QMS include ISO 10005, ISO 10006, ISO 10007, ISO 10014, ISO 10015, ISO 10018 and ISO 10019. Technical reports in support of a QMS include ISO/TR 10013 and ISO/TR 10017. Requirements for a QMS are also provided in sector-specific standards, such as ISO/TS 16949.
The various parts of an organization’s management system, including its QMS, can be integrated as a single management system. The objectives, processes and resources related to quality, growth, funding, profitability, environment, occupational health and safety, energy, security and other aspects of the organization can be more effectively and efficiently achieved and used when the QMS is integrated with other management systems. The organization can perform an integrated audit of its management system against the requirements of multiple International Standards, such as ISO 9001, ISO 14001, ISO/IEC 27001 and ISO 50001.
NOTE The ISO handbook “The integrated use of management system standards” can provide useful guidance.
3 Terms and definitions
3.1 Terms related to person or people
3.1.1
top management
person or group of people who directs and controls an organization (3.2.1) at the highest level
Note 1 to entry: Top management has the power to delegate authority and provide resources within the organization.
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Note 2 to entry: If the scope of the management system (3.5.3) covers only part of an organization, then top management refers to those who direct and control that part of the organization.
Note 3 to entry: This constitutes one of the common terms and core definitions for ISO management system standards given in Annex SL of the Consolidated ISO Supplement to the ISO/IEC Directives, Part 1.
3.1.2
quality management system consultant
person who assists the organization (3.2.1) on quality management system realization (3.4.3), giving advice or information (3.8.2)
Note 1 to entry: The quality management system consultant can also assist in realizing parts of a quality management system (3.5.4).
Note 2 to entry: ISO 10019:2005 provides guidance on how to distinguish a competent quality management system consultant from one who is not competent.
[SOURCE: ISO 10019:2005, 3.2, modified]
3.1.3
involvement
taking part in an activity, event or situation
3.1.4
engagement
involvement (3.1.3) in, and contribution to, activities to achieve shared objectives (3.7.1)
3.1.5
configuration authority
configuration control board
dispositioning authority
person or a group of persons with assigned responsibility and authority to make decisions on the configuration (3.10.6)
Note 1 to entry: Relevant interested parties (3.2.3) within and outside the organization (3.2.1) should be represented on the configuration authority.
[SOURCE: ISO 10007:2003, 3.8, modified]
3.1.6
dispute resolver
EXAMPLE Staff, volunteer, contract (3.4.7) personnel. [SOURCE: ISO 10003:2007, 3.7, modified]
3.2 Terms related to organization
3.2.1
organization
person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives (3.7.1)
Note 1 to entry: The concept of organization includes, but is not limited to, sole-trader, company, corporation, firm, enterprise, authority, partnership, association (3.2.8), charity or institution, or part or combination thereof, whether incorporated or not, public or private.
Note 2 to entry: This constitutes one of the common terms and core definitions for ISO management system standards given in Annex SL of the Consolidated ISO Supplement to the ISO/IEC Directives, Part 1. The original definition has been modified by modifying Note 1 to entry.
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3.2.2
context of the organization
combination of internal and external issues that can have an effect on an organization’s (3.2.1) approach to developing and achieving its objectives (3.7.1)
Note 1 to entry: The organization’s objectives can be related to its products (3.7.6) and services (3.7.7), investments and behaviour towards its interested parties (3.2.3).
Note 2 to entry: The concept of context of the organization is equally applicable to not-for-profit or public service organizations as it is to those seeking profits.
Note 3 to entry: In English, this concept is often referred to by other terms such as “business environment”, “organizational environment” or “ecosystem of an organization”.
Note 4 to entry: Understanding the infrastructure (3.5.2) can help to define the context of the organization.
3.2.3
interested party
stakeholder
person or organization (3.2.1) that can affect, be affected by, or perceive itself to be affected by a decision or activity
EXAMPLE Customers (3.2.4), owners, people in an organization, providers (3.2.5), bankers, regulators, unions, partners or society that can include competitors or opposing pressure groups.
Note 1 to entry: This constitutes one of the common terms and core definitions for ISO management system standards given in Annex SL of the Consolidated ISO Supplement to the ISO/IEC Directives, Part 1. The original definition has been modified by adding the Example.
3.2.4
customer
person or organization (3.2.1) that could or does receive a product (3.7.6) or a service (3.7.7) that is intended for or required by this person or organization
EXAMPLE Consumer, client, end-user, retailer, receiver of product or service from an internal process (3.4.1), beneficiary and purchaser.
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Note 1 to entry: A customer can be internal or external to the organization.
3.2.5
provider
supplier
organization (3.2.1) that provides a product (3.7.6) or a service (3.7.7) EXAMPLE Producer, distributor, retailer or vendor of a product or a service.
Note 1 to entry: A provider can be internal or external to the organization.
Note 2 to entry: In a contractual situation, a provider is sometimes called “contractor”.
3.2.6
external provider
external supplier
provider (3.2.5) that is not part of the organization (3.2.1)
EXAMPLE Producer, distributor, retailer or vendor of a product (3.7.6) or a service (3.7.7)
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ISO 9000:2015(E)
3.2.7
DRP-provider
dispute resolution process provider
person or organization (3.2.1) that supplies and operates an external dispute (3.9.6) resolution process (3.4.1)
Note 1 to entry: Generally, a DRP-provider is a legal entity, separate from the organization or person as an individual and the complainant. In this way, the attributes of independence and fairness are emphasized. In some situations, a separate unit is established within the organization to handle unresolved complaints (3.9.3). Note 2 to entry: The DRP-provider contracts (3.4.7) with the parties to provide dispute resolution, and is accountable for performance (3.7.8). The DRP-provider supplies dispute resolvers (3.1.6). The DRP-provider also utilizes support, executive and other managerial staff to supply financial resources, clerical support, scheduling assistance, training, meeting rooms, supervision and similar functions.
Note 3 to entry: DRP-providers can take many forms including not-for-profit, for-profit and public entities. An association (3.2.8) can also be a DRP-provider.
Note 4 to entry: In ISO 10003:2007 instead of the term DRP-provider, the term “provider” is used. [SOURCE: ISO 10003:2007, 3.9, modified]
3.2.8
association
3.2.9
metrological function
functional unit with administrative and technical responsibility for defining and implementing the measurement management system (3.5.7)
[SOURCE: ISO 10012:2003, 3.6, modified]
3.3 Terms related to activity
3.3.1
improvement
activity to enhance performance (3.7.8)
Note 1 to entry: The activity can be recurring or singular.
3.3.2
continual improvement
recurring activity to enhance performance (3.7.8)
Note 1 to entry: The process (3.4.1) of establishing objectives (3.7.1) and finding opportunities for improvement (3.3.1) is a continual process through the use of audit findings (3.13.9) and audit conclusions (3.13.10), analysis of data (3.8.1), management (3.3.3) reviews (3.11.2) or other means and generally leads to corrective action (3.12.2) or preventive action (3.12.1).
Note 2 to entry: This constitutes one of the common terms and core definitions for ISO management system standards given in Annex SL of the Consolidated ISO Supplement to the ISO/IEC Directives, Part 1. The original definition has been modified by adding Note 1 to entry.
3.3.3
management
coordinated activities to direct and control an organization (3.2.1)
Note 1 to entry: Management can include establishing policies (3.5.8) and objectives (3.7.1), and processes (3.4.1) to achieve these objectives.
? ISO 2015 – All rights reserved 13N o r e p r o d u c t i o n o r n e t w o r k i n g p e r m i t t e d w i t h o u t l i c e n s e f r o m I H S
ISO 9000:2015(E)
Note 2 to entry: The word “management” sometimes refers to people, i.e. a person or group of people with authority and responsibility for the conduct and control of an organization. When “management” is used in this sense, it should always be used with some form of qualifier to avoid confusion with the concept of “management” as a set of activities defined above. For example, “management shall…” is deprecated whereas “top management (3.1.1) shall…” is acceptable. Otherwise different words should be adopted to convey the concept when related to people, e.g. managerial or managers.
3.3.4
quality management
management (3.3.3) with regard to quality (3.6.2)
Note 1 to entry: Quality management can include establishing quality policies (3.5.9) and quality objectives (3.7.2), and processes (3.4.1) to achieve these quality objectives through quality planning (3.3.5), quality assurance (3.3.6), quality control (3.3.7), and quality improvement (3.3.8).
3.3.5
quality planning
part of quality management (3.3.4) focused on setting quality objectives (3.7.2) and specifying necessary operational processes (3.4.1), and related resources to achieve the quality objectives
Note 1 to entry: Establishing quality plans (3.8.9) can be part of quality planning.
3.3.6
quality assurance
part of quality management (3.3.4) focused on providing confidence that quality requirements (3.6.5) will be fulfilled
3.3.7
quality control
part of quality management (3.3.4) focused on fulfilling quality requirements (3.6.5)
3.3.8
quality improvement
part of quality management (3.3.4) focused on increasing the ability to fulfil quality requirements (3.6.5)
Note 1 to entry: The quality requirements can be related to any aspect such as effectiveness (3.7.11), efficiency (3.7.10) or traceability (3.6.13).
3.3.9
configuration management
coordinated activities to direct and control configuration (3.10.6)
Note 1 to entry: Configuration management generally concentrates on technical and organizational activities that establish and maintain control of a product (3.7.6) or service (3.7.7) and its product configuration information (3.6.8) throughout the life cycle of the product.
[SOURCE: ISO 10007:2003, 3.6, modified — Note 1 to entry has been modified]
3.3.10
change control
[SOURCE: ISO 10007:2003, 3.1, modified]
3.3.11
activity
14 ? ISO 2015 – All rights reserved N o r e p r o d u c t i o n o r n e t w o r k i n g p e r m i t t e d w i t h o u t l i c e n s e f r o m I H S
Chapter 1 Introduction （引言） § 1.1 Space and Time （空间与时间） uni verse 宇宙object 物体measurement 测量kin ematics 运动学motion of objects 物体的运动mass poi nt/particle 质点center of mass 质心space and time 时空rotation 旋转subject研究的对象phenomena 现象in tergalactic 星系间的submicroscopic 亚微观的dimension 尺度uniform 均匀的isotropic 各向同性的con ti nu ous 连续的direction 方向graininess 颗粒性location 位置frame of reference 参考系specify 确定、规定simultaneously 同时地inconsistent with 与…不一致define/definition 定义platinum-iridium 铂铱合金atomic standard 原子标准transition 跃迁meridian 子午线general conference on weights and measures 国际计量大会 vacuum 真空 former sta ndard of len gth 米原器
atomic energy level 原子能级isotope cesium 铯同位素krypt on 氪 an gstrom 埃 § 1.2 Coordin ate Systems and Frames of Refere nee （坐标系与参考系） frame of refere nee 参考系coord in ate system坐标系recta ngular Cartesia n coordi nates 直角笛卡儿坐标系 axis / axes （pl.）（坐标）轴 origin坐标原点 at rest静止 dime nsion 维 mutually perpe ndicular 互相垂直in tersectio n 交点 § 1.3 Idealized Models （理想模型） idealized model 理想模型simplified version 简化方式neglect 忽略particle 质点 air resista nee 空气阻力 vacuum真空 in terms of 利用 rigid body 刚体 in sulator绝缘体 § 1.4 Vectors （矢量） vector矢量scalar标量magn itude 大小velocity 速度accelerati on 加速度mome ntum 动量proporti onal to 正比于parallel 平行positi on vector 位置矢量 § 1.5 Properties of Vectors （矢量的特点） resulta nt/net vector additio nsubtractio nequivale nttra nslatehead-to-tail methodparallelogram method diag onal commutative lawscalar productdot productdistributive lawmultiplicationcross product vector product arearight-hand ruleparallelmultiplyfunctionsome variable
汽车专用术语大全 ?变速器 M（Manual）：手动变速器 A（Automatic）：自动变速器 A4：四速自动变速器 发动机 LLengtn：气缸排列法，代表直列。L4，直列4缸 V（6、8、12）：即其气缸排列在两侧，成“V”字型，“6、8、12”表示气缸数量，V6表示“6缸V 型发动机”，其优点是发动机的布置紧凑，占用空间小。 DOHC：双顶置凸轮轴 OHC：顶置凸轮轴 EFI：燃油喷射 自动挡变速器 P挡：停车挡，在车子停放或完全静止时采用。 R挡：倒车挡，使用该挡时必须将车完全静止才能入挡，严禁在运动中由前进挡换入倒车挡，以防损坏齿轮。 N挡：空挡，车辆暂停使用，如等候红、绿灯。 D挡：行车挡。 2挡：中速挡，在雪地或市区等车速不高的情况下使用。 L挡：低速挡，用于爬斜坡或易打滑路面。 OD挡：超速挡，用于高速行驶情况 钢圈与车胎(Wheel rim, Tire) 轮胎面(Tire Tread) 指轮胎面接触在地面的部份，为防止打滑及散热起见，在轮胎面设置有许多花纹。 无内胎轮胎(Tubeless Tires) 轮胎内未配装内胎而此轮胎本身就有内胎构造，空气即充填在胎中，目前已普遍采用，取代有内胎的车轮。 内胎(Tire Tube) 以良质的橡胶制成，充填空气支持车重，配装在外胎内部，目前小轿车较少采用，而大客货车仍普遍用之。 轮胎尺寸(Tire Size) 轮胎尺寸印在胎壁上，表示方法有二种，即如34*7或7.50-20等表示之。前者为高压轮胎，后者为低压轮胎。另外也有许多记号，例如D用于轻型汽车，F用于中型汽车，G指标准型汽车，H、L、J是用于大型豪华及高性能汽车。如胎壁上加印个R，如175R13，表示轮胎是径轮胎，宽长175mm(6.9英吋)，装在轮圈直径13英吋(330mm)在车轮上，一般也会刻上RADIAL字。 钢圈(Wheel Rim) 大多数车辆所使用的钢圈为钢材压制及焊接而成，目前的钢圈为钢材压制及焊接而成，目前的钢圈外环制造的很精确，以装配无内胎的轮胎。 铝合金钢圈(Alumminum-Rim) 质轻，加工容易，是一体铸成，不易变形，外观多变化，目前多采用，有省油，导热性良好，强度分布均匀，减少滚动噪音的优点。 轮胎平衡(Wheel Balance) 是前轮定位中，对轮胎的检查项目之一，轮胎若不平衡，会造成车辆行驶时，左右偏摆震荡上下跳动，方向盘摆震的现象，驾驶乘座极不舒适，必须配挂重铅块于钢圈的两侧，使之平衡。
Conductors & dielectrics in electrostatic field
Dielectric 电介质 Electrostatic equilibrium 静电平衡 Polarization 极化 Relative permittivity of dielectric 电介质的相对电容率 Electric susceptibility 电极化率 Electric displacement 电位移矢量 Metal 金属 Capacitor 电容器 Capacitance 电容 Farad 法拉 Breakdown field strength （dielectric strength） 击穿电场强度 (电介质绝缘强度) Parallel combination 并联 Series combination 串联 Energy of electrostatic field 静电场的能量
Electrostatic induction 静电感应 Electrostatic shield 静电屏蔽 Coaxial 同轴的 Isotropic 各向同性的 Free charge 自由电荷 Polarized charge 极化电荷 Electric polarization 电极化强度 Permittivity of dielectric 电介质的电容率 Gauss’s law with dielectric 电介质中的高斯定理 Conducting 导电的 Parallel-plate capacitor 平行板电容器 Cylindrical capacitor 圆柱形电容器 Spherical capacitor 球形电容器 Energy density of electrostatic filed 静电场的能量密度
Magnetic forces & magnetic fields
Magnetic field 磁场 Steady current 恒定电流 Electric current 电流 Drift speed 漂移速率 Magnetic induction 磁感应强度 The Biot-Savart law 毕奥-萨伐尔定律 Infinitesimal 无限小的 Permeability of free space 真空磁导率 Principle of superposition of magnetic induction 磁感应强度叠加原理 Loop, Coil 线圈 Solenoid 螺线管 Angular velocity 角速度 Magnetic flux 磁通量 Gauss’s law in magnetic field
Steady magnetic field 恒定磁场 Electromotive force (emf) 电动势 Current density 电流密度 Conduction current 传导电流 Ampere 安培 Circuit 电路，回路 Magnet 磁铁 Tesla 特斯拉 Current element 电流元 Right-hand rule 右手螺旋定则 Current-carrying 载流的 Extending line 延长线 Magnetic moment 磁矩 Magnetic induction lines 磁感应线 Ampere’s loop law 安培环路定理
物理学英语专业词汇 日期:2005-12-11 0:00:45 来源:来自网络 查看:[大 中 小] 作者：椴木杉 热度： 600 BET公式 BET formula DLVO理论 DLVO theory HLB法 hydrophile-lipophile balance method pVT性质 pVT property ζ电势 zeta potential 阿伏加德罗常数 Avogadro’number 阿伏加德罗定律 Avogadro law 阿累尼乌斯电离理论 Arrhenius ionization theory 阿累尼乌斯方程 Arrhenius equation 阿累尼乌斯活化能 Arrhenius activation energy 阿马格定律 Amagat law 艾林方程 Erying equation 爱因斯坦光化当量定律 Einstein’s law of photochemical equivalence 爱因斯坦－斯托克斯方程 Einstein-Stokes equation 安托万常数 Antoine constant 安托万方程 Antoine equation 盎萨格电导理论 Onsager’s theory of conductance 半电池 half cell 半衰期 half time period 饱和液体 saturated liquids 饱和蒸气 saturated vapor 饱和吸附量 saturated extent of adsorption 饱和蒸气压 saturated vapor pressure 爆炸界限 explosion limits 比表面功 specific surface work 比表面吉布斯函数 specific surface Gibbs function 比浓粘度 reduced viscosity 标准电动势 standard electromotive force 标准电极电势 standard electrode potential 标准摩尔反应焓 standard molar reaction enthalpy 标准摩尔反应吉布斯函数 standard Gibbs function of molar reaction 标准摩尔反应熵 standard molar reaction entropy 标准摩尔焓函数 standard molar enthalpy function 标准摩尔吉布斯自由能函数 standard molar Gibbs free energy function 标准摩尔燃烧焓 standard molar combustion enthalpy 标准摩尔熵 standard molar entropy 标准摩尔生成焓 standard molar formation enthalpy 标准摩尔生成吉布斯函数 standard molar formation Gibbs function 标准平衡常数 standard equilibrium constant
汽车专业术语 功率Power P=W/t =UI功率是指物体在单位时间内所做的功。功率：越大转速越高，汽车的最高速度也越高,常用最大功率来描述汽车的动力性能。最大1马力等于0.735千瓦。(PS)或千瓦(kw)来表示，功率一般用马力扭矩Torque扭矩 是使物体发生转动的力。发动机的扭矩就是指发动机从：曲轴端输出的力矩。在功率固定的条件下它与发动机转速成反比关系，转速越快扭矩越小，反之越大，它反映了汽车在一定范围内的负载能力 最大扭矩Peak torque 扭矩是发动机性能的一个重要参数，是指发动机运转时从曲轴端输出的平均力矩，俗称为发动机的“转劲”。扭矩越大，发动机输出的“劲”越大，曲轴转速的变化也越快， 汽车的爬坡能力、起步速度和加速性也越好。扭矩随发动机转速的变化而不同，转速太高或太低，扭矩都不是最大，只在某个转速时或某个转速区间内才有最大扭矩，这个区间就是在标出最大扭矩时给出的转速或转速区间。最大扭矩一般出现在发动机的中、低转速的范围，随着转速的提高，扭矩反而会下降。扭矩的单位是牛顿·米（N·m）或 公斤·米（Kg·m） 发动机的最大扭矩与发动机的进气系统、供油系统和点火系统的设计有关，在某一转速下，这些系统的性能匹配达到最佳，就可以达到最大扭矩。另外，发动机的功率、扭矩和转速是相关联的，具体关系为：功率=K×扭矩×转速，其中K是转换系数。选择发 动机时也要权衡一下怎样合理使用、不浪费现有功能。比如，北京冬夏都有必要开空调，在选择发动机功率时就要考虑到不能太小；只是在城市环路上下班交通用车，就没有必要挑过大马力的发动机。尽量做到经济、合理选配发动机。 扭矩 发动机性能的一个重要参数 排量Swept volume ：排量(Swept volume)，液压传动专用术语，是指每行程或每循环吸入或排出的流体体积。． 通常排量大，单位时间发动机所释放的能量（即将燃料的化学能转化为机械能）大，也就是“动力性”好，就好像一个十多岁的男孩与一个健康的成年人相比，当然是成年人干体力活效率更高咯。所以那些越野车、跑车通常排量都相对较大。 活塞从上止点移动到下止点所通过的工作容积称为气缸排量；如果发动机有若干个气缸，所有气缸工作容积之和称为发动机排量。一般用升（L）来表示。发动机排量是最重要 的结构参数之一，它比缸径和缸数更能代表发动机的大小，发动机的许多指标都同排气量密切相关。 Vst=Vsi=（VstL-排量，i-气缸数，D-气缸直径mm，S-活塞行程） 上止点下止点)的距离和。即活塞行程：活塞运行在上下两个止点间
基础物理词汇(英文版)
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物理 力 force 重力 gravity 摩擦力 friction 拉力 traction 质量 mass 惯量 Interia 加速度 acceleration 力矩 torque 静止 at rest 相对 relative 能量 energy 动能 kenetic energy 势能 potential energy 功 work 动量 momentum 角动量 angular momentum 能量守恒 energy conservation 保守力 conserved force 振动 vibration 振幅 amplitude 波 wave 驻波 standing wave 震荡 oscillation 相干波 coherent wave 干涉 interference 衍射 diffraction 轨道 obital 速度 velocity 速率 speed 大小 magnatitude 方向 direction 水平 horizental 竖直 vertical 相互垂直 perpendicular 坐标 coordinate 直角坐标系 cersian coordinate system 极坐标系 polar coordinate system 弹簧 spring 球体 sphere 环 loop 盘型 disc 圆柱形 cylinder 电学磁学： 电子 electron 电荷charge 电流 current 电场 electric field 电通量 electric flux 电势electirc potential 导体 conductor 电介质 dieletric 绝缘体 insultalor 电阻 resistor 电阻率 resistivity 电容capacitor 无穷 infinite 横截面 cross ection 匀强电场 uniform electric field 分布 ditribution 磁场 magnetic field 磁通量 magnetic flux 电感 inductance 变压器 transformer 频率 frequency 周期 period 电磁波 electomagnetic wave 平面 plane 热学： 热平衡 thermal equilibrium 理想气体 ideal gas 热能 thermal energy 热量 heat 热容 heat capacity 外界 surrounding 准静态过程 quasi-static process 这几个比较容易搞混我就经常搞混 等体过程 isochoric process 等压过程 isobaric process 等温过程 isothermal process 绝热过程 adiabatic process 循环 cycle
物理专业英语词汇(M) Favorite m center m 中心 mach angle 马赫角 mach cone 马赫锥 mach number 马赫数 mach wave 马赫波 mach zehnder interferometer 马赫曾德耳干涉仪mach's principle 马赫原理 machine language 机骑言 machine oriented language 面向机颇语言macleod gage 麦克劳计 macro crystal 粗晶 macrography 宏观照相术 macroinstability 宏观不稳定性macromolecule 高分子 macron 宏观粒子 macroparticle 宏观粒子 macrophysics 宏观物理学 macroscopic brownian motion 宏观布朗运动macroscopic particle 宏观粒子 macroscopic quantization 宏观量子化macroscopic system 宏观系统 macrostate 宏观态 macrostructure 宏观结构 macrosystem 宏观系统 magdeburg hemispheres 马德堡球 magellanic clouds 麦哲伦星系 magellanic galaxy 麦哲伦星系 magic eye 光党指示管 magic lantern 幻灯 magic number 幻数 magic t t 形波导支路 magma 岩浆 magneli structure 马格涅利结构 magnesium 镁 magnet 磁铁 magnetic 磁的 magnetic amplifier 磁放大器 magnetic analyzer 磁分析器 magnetic anisotropy 磁蛤异性 magnetic anomaly 磁异常 magnetic axis 磁轴 magnetic balance 磁力天平 magnetic birefringence 磁双折射
全球最详细汽车专业术语名次解释 4WD－四轮驱动系统 ABS－防抱死制动系统 A-TRC－车身主动循迹控制系统 Ap-恒时全*驱动 AS-转向臂 Az-接通式全*驱动 ASM－动态稳定系统 AYC－主动偏行系统 ADS－可调式减震系统 ADC－电子空气控制悬挂系统（奔驰） AIRMATICDC－（双操纵机构）电子控制空气悬（迈巴赫） ALS－自动车身平衡系统 ARS－防滑系统 ASF－全铝车身架结构（奥迪） ASL－排挡自动锁定装置 ASPS－防潜滑保护系统 ASR－加速稳定保持系统 ASS－自适应座椅系统 B-水平对置式排列多缸发动机 BF-钢板弹簧悬挂 BCM - 车身控制模块 BAS－制动辅助系统 CATS－连续调整循迹系统 CBC－转弯防滑系统 COMANDAPS－驾驶室管理和数据系统（迈巴赫） CVT－无级变速器 CVTC-无级变速控制机构 DATC－数位式防盗控制系统 DAC－下山辅助系统 D-柴油发动机（共轨） DD-缸内直喷式柴油发动机 DQL-双横向摆臂 DD-德迪戎式独立悬架后桥 DB-减震器支柱 DS-扭力杆 DAS－drive authorization system 行驶授权系统\也是一种自诊断系统
DSE－全面安全防护 DISTRONIC－车距控制系统（迈巴赫）DSTC－动态稳定循迹系统 Dynamic.Drive－主动式稳定杆 DLS－差速器锁定系统 DRC－动态行驶性能控制 DSA－动态稳定辅助系统 DSC－动态稳定制动系统 DOHC-双顶置凸*轴 ED-缸内直喷式汽油发动机 EGR -废气循环再利用 EAS－电控自动换档 EBA－电子控制制动辅助 EBD－电子制动力分配系统 ESC－能量吸收式方向盘柱 ESP－电子稳定程式 EST－电动换挡器 EPB－电控驻车制动系统 ES-单点喷射汽油发动机 EM-多点喷射汽油发动机 EPS－电控转向助力系统 EQR－电控快速倒档 ETC－电子节气门控制 ETS－电子循迹支援系统 E-Diff－电子差速器 FAP－粒子过滤装置 FCV－燃料电池车 FPS－防火系统 FF-前*驱动 FR-后*驱动 FB-弹性支柱 FSI-直喷式汽油发动机 Fi-前置发动机（纵向） Fq-前置发动机（横向） GOA－全方位车体吸撞结构 GF-橡胶弹簧悬挂 GAS－可变几何进气系统
常用物理单词的中英文 对照表 -CAL-FENGHAI-(2020YEAR-YICAI)_JINGBIAN
常用物理单词的中英文对照表 Ⅰ、测量(measurement) 物理学 physics 测量 measure (vt.) 测量工具 measuring tool 测量范围 measuring range 最小刻度 division value 实验 experiment 实验室 laboratory 误差 error 刻度尺 meter ruler 零刻度线 zero graduation line 长度 length 单位 unit 面积 area 千米 kilometer 米 meter 平方米 square meter 立方米 cubic meter 分米 decimeter 厘米 centimeter 毫米 millimeter 微米 micron 纳米 nanometer 时间 time 小时 hour 分钟 minute 秒 second 毫秒 millisecond 体积 volume 升 Liter 毫升 Milliliter 天平 balance 砝码 weights 游码 rider 质量 mass 吨 ton 千克 kilogram 克 gram 毫克 milligram 停表 stop watch 力 force 牛顿 Newton 测力计 dynamometer 弹簧秤 spring balance Ⅱ、运动（simple motion） 相对运动 relative motion 方向 direction 位置 position 路程 path 静止 rest 参照物 reference 2
物理专业词汇英语翻译 1/8 fluctuation 1/8 起伏 1/f noise 1/f 噪声 1/n expansion 1/n 展开 3k cosmic blackbody radiation 3k 宇宙黑体辐射 4 counter 4 计数器 a battery a 电池组 a posteriori probability 后验概率 a priori probability 先验概率 a15 structure a15 结构 abbe coefficient 阿贝数 abbe invariant 阿贝不变量 abbe number 阿贝数 abbe prism 阿贝棱镜 abbe refractometer 阿贝折射计abbe sine condition 阿贝正弦条件abel theorem 阿贝尔定理 abelian group 可换群 abelian integral 阿贝尔积分aberage life 平均寿命 aberration 象差 aberration constant 光行差常数aberration of light 光行差aberrational ellipse 光行差椭圆ablation 烧蚀 abm state abm 态 abnormal 反常的 abnormal cathode fall 反常阴极势 降 abnormal crystallization 异常晶化 abnormal dispersion 异常色散 abnormal glow 反常辉光放电 abnormal grain growth 反常晶粒生 长 abnormal liquid 反常液体 abnormal reflection 异常反射 abnormal series 反常系 abrasion 磨损 abrasion test 磨损试验 abrasives 研磨材料 abrikosov's structure of flux lines 阿布里科蓑磁通线结构 absence of gravity 失重 absolute 绝对的 absolute acceleration 绝对加速度 absolute angular momentum 绝对 角动量 3 absolute atomic weight 原子的绝对 重量 absolute black body 绝对黑体 absolute configuration 绝对组态 absolute counting 绝对计数 absolute electrometer 绝对静电计 absolute electrostatic system 绝对 静电制 absolute error 绝对误差 absolute geopotential 绝对位势 absolute humidity 绝对湿度 absolute index of refraction 绝对折 射率 absolute instability 绝对不稳定性 absolute magnitude 绝对星等 absolute measurement 绝对测量 absolute motion 绝对运动 absolute ohm 绝对欧姆 absolute orbit 绝对轨道 absolute permeability 绝对磁导率 absolute permittivity 绝对电容率 absolute pressure 绝对压力 absolute rest 绝对静止 absolute rest frame 绝对静止系 absolute rotation 绝对转动
汽车专用术语大全汽车专用术语大全（（英文注释英文注释）） 1、 引擎系统引擎系统(Automotive Engine System)(Automotive Engine System)(Automotive Engine System) 燃烧室燃烧室(Combustion Chamber)(Combustion Chamber) (Combustion Chamber) 活塞到达上死点后其顶部与汽缸盖之间的空间，燃料即在此室燃烧。 压缩比压缩比(Compression Ratio)(Compression Ratio) (Compression Ratio) 活塞在下死点的汽缸之总容积除以活塞在上死点的总容积(燃烧室容积)，所得的值就称为压缩比。 连杆连杆(Connecting Rod)(Connecting Rod) (Connecting Rod) 引擎中连接曲轴与活塞的连接杆。 冷却系统冷却系统(Cooling System)(Cooling System) (Cooling System) 可藉冷却剂的循环，将多余的热量移出引擎，以防止过热的系统。在水冷式的引擎中，包括水套、水泵、水箱及节温器。 曲轴箱曲轴箱(Crankcase)(Crankcase) (Crankcase) 引擎下部，为曲轴运转的地方，包括汽缸体的下部和油底壳。 曲轴曲轴(Crankshaft)(Crankshaft) (Crankshaft) 引擎的主要旋转机件，装上连杆后，可承接连杆的上下(往复)运动变成循环(旋转)运动。 曲轴齿轮曲轴齿轮(Crankshaft Gear)(Crankshaft Gear) (Crankshaft Gear) 装在曲轴前端的齿轮或键齿轮，通常用来代动凸轮轴齿轮，链条或齿状皮带。 汽缸体汽缸体(Cylinder Block)(Cylinder Block) (Cylinder Block) 引擎的基本结构，引擎所有的零附件都装在该机件上，包括引擎汽缸及曲轴箱的上半部。 汽缸盖汽缸盖(Cyli (Cyli (Cylinder Head)nder Head) nder Head) 引擎的盖子及封闭汽缺的机件，包括水套和汽门及冷却片。 爆震爆震(Detonation)(Detonation) (Detonation) 为火焰的撞击或爆声，在火花点火引擎的燃烧室内，因为压过的空气燃料混合气会自燃，于是使部份未燃的混合气产生二次点火(在火星塞点火之后)，因而发出了爆声。
英语基础词汇表 英语基础词汇表 名词: 1( 表示时间的名词 2( 学科类别 3( 国家、语言、民族 4( 交通工具、交通方式 5( 动物植物微生物 6( 颜色 7( 英语学习方法论篇 倒空法:也叫整体搜索法，即运用发散思维，将学习者所学的英语知识进行归类， 如同将杯子里的水全部倒出一样，以使杂乱的英语知识系统化、条理化。 一、英语基础词汇:(按词类分) 名词列表 1.与时间有关的名词 年:year 月:month January; February; March; April;
May; June; July; August; September; October; November; December 日: day ; morning ; noon ; afternoon ; evening; night ; mid-night Tomorrow; the day after tomorrow; yesterday; the day before yesterday; 时(时间、小时):time; hour 分(钟)minute 秒: second 时期: period 日期: date 星期: week Monday ; Tuesday ; Wednesday ; Thursday ; Friday ; Saturday ; Sunday ; weekdays ; weekend 学期: term ; semester 季节: season ; Spring; Summer; Autumn/Fall; Winter 节日: festival 东方的节日: the Spring Festival ; 春节 Dragon boating 端午节 Mid-autumn day 中秋节(农历8月15日) 西方的节日:April Fool’s Day; 愚人节(2月14日) the Easter 复活节 Thanksgiving Day 感恩节(11月最后一个星期四) Christmas Day 圣诞节(12月25日) 假日: holiday ;vacation 2(学科名称 names of the subjects
专业应试题库 一，专业词汇翻译 A spherical system of coordinates 球坐标系Absolute scale绝对温标 Absolute temperature 绝对温度 Absolute zero 绝对零度 Acute angle锐角 Adiabatic process绝热过程 Adjacent邻近的 Amount of heat 热量 Amplitude振幅 Analytical expression解析式 Angular momentum角动量 Angular velocity角速度 Annihilate湮灭 Appreciable相当多的 Approximate solution近似解 Arbitrarily任意的变换莫测的 Assume that 假设 At constant pressure定压 At rest静止的， Axial symmetry轴对称 Axis of rotation转轴 Be independent of 独立的， Be proportional to 与……成正比 Bend使弯曲的 Capacitor电容器 Center of mass质心 Centripetal force向心力 Cgs厘米-克-秒制（Centimeter-Gram-Second） Change in jumps 突变 Chaotic无序的 Charge by conduct 接触起电 Charge by induction 感应起电 Circulation motion圆周运动 Classical mechanics经典力学 Coefficient系数 Coherent相干性 Combustion engine内燃机 Comparison 参照物 Compensate 补偿，抵消 Conductor导体 Consecutive 连贯的 Consequently结果，因此 Conservation守恒 Considerable 相当大的
汽车行业常用英文缩写术语（一） OTS：Off Tooling Sample 译为“工程样件”。 定义：在非生产节拍下，使用批量状态的工装生产的样件，用于验证产品的设计能力。 工程样件得到认可后形成的报告叫OTS认可报告，也叫工程认可报告。主要包括： 1.设计资料（图纸等设计资料）； 2.PSW(产品保证书)； 3.检验合格报告（尺寸、性能、外观合格报告）； 4.样件控制计划（CP）； 5.设计失效模式分析DFMEA（一般不提交）； 6.实验报告及实验室资质证明； 7.材料（如金属、橡胶、塑料）的材质保证书或材质检测报告； 8.BOM表（分供方清单）； 9.测量系统分析（MSA）等。以上均为供方提供，受到需方审核。需方反馈供方时，输出为 OTS认可报告。 SOP：Start Of Production 译为“开始量产”，即产品可以进行大批量生产了。 EOP：End of Production 译为“量产结束”，是指产品生命周期结束，停止量产，此后配件一般不再批量生产和提供，但为满足售后需要，有时还需要组织生产，但往往是按确定的订单来生产。 APQP：Advanced Product Quality Planning 译为“先期产品质量策划”，是QS9000/TS16949质量管理体系的一部分。 定义：是一种用来确定和制定确保某产品使顾客满意所需步骤的结构化方法。 目的： 1.引导资源，使顾客满意； 2.促进对所需更改的早期识别； 3.避免晚期更改； 4.以最低的成本及时提供优质产品。 FEMA：Failure Mode and Effect Analysis 译为“失效模式和效果分析”，是一种用来确定潜在失效模式及其原因的分析方法。是FMA（故障模式分析）和FEA（故障影响分析）的组合。 它对各种可能的风险进行评价、分析，以便在现有技术的基础上消除这些风险或将这些风险减小到可接受的水平。具体来说，通过实行FMEA，可在产品设计或生产工艺真正实现之前发现产品的弱点，可在原形样机阶段或在大批量生产之前确定产品缺陷。 FMEA包括：DFMEA和PFMEA
大学物理下册常用英文单词及短语 Mechanical Oscillation（vibration）机械振动 Electromagnetic Oscillation 电磁振荡 Simple Harmonic Motion (SHM) simple harmonic oscillator 简谐振动Superposition 合成、叠加 Spring 弹簧 Period 周期 frequency Angular frequency 频率、角频率 Phase initial phase 相位、初相 rotating vector 旋转矢量 vertical directions 垂直方向 Mechanical Wave 机械波 Plane Harmonic Waves 平面简谐波 Propagation 传播 Huygen’s Principle 惠更斯原理 Interference of Waves 波的干涉 Standing Wave (Stationary Waves) 驻波traveling wave Doppler Effect 多普勒效应 Medium 介质 Transverse waves 横波Longitudinal waves 纵波: Wave Front：(波前) Wavelength 波长 Crest 波峰trough 波谷 Wave speed 波速 Randomly 随机 Position 位置 Displacement 位移 wave equation 波动方程 oscillating curve 振动曲线 kinetic, potential and total energy 动能、势能和总能量 energy flow density 能流密度 spherical waves 球面波 Principle of Independent Propagation 波的独立传播原理Principle of Superposition of Waves 波的叠加原理 Coherent wave 相干波 phase difference 相位差wave path difference 波程差constructive 干涉相长 destructive 干涉相消 interface draft(干涉图样) Node 波节Antinode 波幅 important features: 重要性质 Half-Wave Loss 半波损失
【汽车设计专业术语】设计说明专业术语 1) PP Production Proveout 生产验证 2) TTO Tool Try-Out 工装设备试运行 3) (J1) Job 1 整车投产 4) DFMEA Design Failure Mode Effects Analysis 故障模式影响分析设计 5) DVP Design Verification Plan 设计验证计划 6) DVP&R Design Verification Plan & Report 设计验证计划和结 果 7) FMEA Failure Mode Effects Analysis 故障模式影响分析 8) FPDS Ford Product Development System 福特产品开发系统 9) GYR Green-Yellow-Red 绿-黄-红
10) MRD Material Required Date 物料要求到厂日 11) OTT OK-TO-TOOL 可以开模 12) TKO Tooling-Kick-Off 工装启动 13) OEM original Equipment Manufacturer 设备最初制造厂 14) FtF/F2F Face To Face 面对面会议 15) PV Production Validation 产品验证 16) OTS Off-Tooling-Sample 完全工装样件 17) QOS Quality Operating System 质量运作体系 18) TS-16949 Technical Specification – 16949 技术规范 -16949 19) AP Advanced Product Quality Planning 先期产品质量计 划 20) IPD In Plant Date 进厂日 21) PPM Parts per Million (applied to defective Supplier parts) 零件的百万分比率（适用于供应商不合格零件）
基础物理词汇英文版集团标准化小组：[VVOPPT-JOPP28-JPPTL98-LOPPNN]
基础物理词汇(英文版) 力 force 重力 gravity 摩擦力 friction 拉力 traction 质量 mass 惯量 Interia 加速度 acceleration 力矩 torque 静止 at rest 相对 relative 能量 energy 动能 kenetic energy 势能 potential energy 功 work 动量 momentum 角动量 angular momentum 能量守恒 energy conservation 保守力 conserved force 振动 vibration 振幅 amplitude 波 wave 驻波 standing wave 震荡 oscillation 相干波 coherent wave 干涉 interference 衍射 diffraction 轨道 obital 速度 velocity 速率 speed 大小 magnatitude 方向 direction 水平 horizental 竖直 vertical 相互垂直 perpendicular 坐标 coordinate 直角坐标系 cersian coordinate system 极坐标系 polar coordinate system 弹簧 spring 球体 sphere 环 loop
圆柱形 cylinder 电子 electron 电荷charge 电流 current 电场 electric field 电通量 electric flux 电势electirc potential 导体 conductor 电介质 dieletric 绝缘体 insultalor 电阻 resistor 电阻率 resistivity 电容capacitor 无穷 infinite 横截面 cross ection 匀强电场 uniform electric field 分布 ditribution 磁场 magnetic field 磁通量 magnetic flux 电感 inductance 变压器 transformer 频率 frequency 周期 period 电磁波 electomagnetic wave 平面 plane 热平衡 thermal equilibrium 理想气体 ideal gas 热能 thermal energy 热量 heat 热容 heat capacity 外界 surrounding 准静态过程 quasi-static process 等体过程 isochoric process 等压过程 isobaric process 等温过程 isothermal process 绝热过程 adiabatic process 循环 cycle 光 light 光程 optical path 光强度 light intensity 偏振 polarization 波长 wave length 传播 propagation