The pressure at the end-of-line test valve of the automatic sprinkler system is insufficient, raising doubts about system reliability.
The automatic sprinkler system is the most widely used active fire-extinguishing installation in building fire protection systems. In accordance with GB 50084 and GB 50261, the working pressure at the most unfavorable sprinkler head in an automatic sprinkler system shall not be less than 0.05MPa. However, during fire acceptance inspection, insufficient pressure at the end test valve is one of the most common non-conforming items. The main causes of insufficient end pressure can be analyzed at three levels: design, construction and product. At the design level, when calculating the required head of the fire pump, designers do not calculate the frictional resistance along the pipe network and the local resistance with sufficient accuracy; especially in high-rise buildings, the actual resistance is far higher than the result of simplified calculation. At the construction level, the pipe bore is reduced because welding slag on the inner wall of the pipe is not cleaned out, and inappropriate methods are used at pipe reducers, all of which increase system resistance. At the product level, a common cause is that the actual operating parameters of the pump do not match the nameplate parameters. From the perspective of operational impact, the direct consequence of insufficient pressure at the end test valve is that the discharge flow and spray intensity of the most unfavorable sprinkler head fail to meet fire-extinguishing requirements. From the maintenance perspective, the problem of insufficient end pressure is even harder to solve after the system is put into operation, because it involves pump replacement or pipe network modification. From the cost perspective, the rectification cost of the fire protection system due to insufficient end pressure is usually 10%-30% of the original fire protection engineering cost. The core measures to solve such problems include: at the design stage, using fire hydraulic calculation software to perform accurate hydraulic calculation of the pipe network, calculating the frictional resistance along the pipe and the local resistance of fittings section by section; at the construction stage, strictly controlling pipeline installation quality; at the system commissioning stage, conducting pressure tests on all end test valves one by one. From the systems engineering perspective of engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, and code requirements must be translated into executable job responsibilities and work standards. At the process control level, full-life-cycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the culture building level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. From the systems engineering perspective of engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, and code requirements must be translated into executable job responsibilities and work standards. At the process control level, full-life-cycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the culture building level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. From the systems engineering perspective of engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, and code requirements must be translated into executable job responsibilities and work standards. At the process control level, full-life-cycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the culture building level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. From the systems engineering perspective of engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, and code requirements must be translated into executable job responsibilities and work standards. At the process control level, full-life-cycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the culture building level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. From the systems engineering perspective of engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, and code requirements must be translated into executable job responsibilities and work standards. At the process control level, full-life-cycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the culture building level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. From the systems engineering perspective of engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, and code requirements must be translated into executable job responsibilities and work standards. At the process control level, full-life-cycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the culture building level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. From the systems engineering perspective of engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, and code requirements must be translated into executable job responsibilities and work standards. At the process control level, full-life-cycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the culture building level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. From the systems engineering perspective of engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, and code requirements must be translated into executable job responsibilities and work standards. At the process control level, full-life-cycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the culture building level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved. From the systems engineering perspective of engineering management, solving this problem requires the coordinated advancement of four dimensions: institutional design, process control, technical support and culture building. At the institutional design level, clear responsibility boundaries and operating procedures must be established, and code requirements must be translated into executable job responsibilities and work standards. At the process control level, full-life-cycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet the expected objectives. At the technical support level, information-based methods and intelligent tools should be actively introduced to improve the precision and efficiency of management. At the culture building level, quality awareness and compliance awareness must be cultivated among all staff to create an organizational atmosphere that pursues excellence. Only by organically combining these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally solved, and continuous improvement and excellent performance in project management be achieved.