The air volume of the smoke control and exhaust system does not meet the design requirements, and the smoke control zones cannot effectively exhaust smoke in the event of a fire.
The smoke control and exhaust system is a critical system in a building's fire protection systems for ensuring safe occupant evacuation and supporting firefighters in firefighting and rescue operations. In accordance with GB 51251 and GB 50243, the design air volume of smoke control and exhaust systems shall be calculated and determined based on factors such as building use, height, and fire compartment area. However, in actual fire acceptance inspections, failure of the smoke control and exhaust system air volume to meet design requirements is a common non-conforming item. Insufficient exhaust volume of mechanical smoke exhaust systems and insufficient supply air volume of mechanical pressurization air supply systems are the two major problems. Analyzing the root causes: at the design level, the selected air volume of smoke exhaust fans and pressurization supply fans is too small, and some designers fail to account for the duct air leakage coefficient. At the construction level, the fabrication and installation quality of ducts is the largest variable affecting system air volume. The national standard classifies duct air leakage into three grades: A, B, and C. Ducts of smoke control and exhaust systems shall meet the air leakage requirement of Grade B or above, but in construction, inadequate sealing at duct joints in many projects results in air leakage rates far exceeding the allowable values of the code. From the perspective of operational impact, the direct consequence of insufficient air volume in smoke control and exhaust systems is that smoke cannot be effectively discharged during a fire, potentially causing evacuation routes to be covered by smoke. In routine operation and maintenance, as a normally closed system, the reliability of the smoke control and exhaust system highly depends on regular inspection and linkage testing. The core measures to solve such problems include adding a safety factor when determining the design air volume of smoke control and exhaust systems at the design stage, clearly specifying the duct air leakage grade requirements in construction drawings, strictly controlling duct fabrication and installation quality at the construction stage, and commissioning a testing agency to conduct air volume balancing and performance testing after system installation is completed. 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, translating code requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet 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 integrating these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. 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, translating code requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet 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 integrating these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. 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, translating code requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet 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 integrating these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. 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, translating code requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet 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 integrating these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. 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, translating code requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet 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 integrating these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. 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, translating code requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet 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 integrating these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. 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, translating code requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet 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 integrating these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. 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, translating code requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet 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 integrating these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management. 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, translating code requirements into executable job responsibilities and work standards. At the process control level, full-lifecycle quality supervision and dynamic correction must be implemented to ensure that the work results of each stage meet 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 integrating these four dimensions can the recurring common quality defects and persistent management problems in engineering construction be fundamentally resolved, achieving continuous improvement and excellence in project management.