The design redundancy of the power distribution system is excessively high, resulting in serious waste of installed transformer capacity.
Determining the installed capacity of the power distribution system is one of the core elements of MEP cost control. It directly determines the selection specifications and quantities of core equipment such as transformers, high- and low-voltage distribution cabinets, busways, and cables, and its impact on the cost of the entire electrical system is typically between 30% and 50%. However, in a large number of civil building projects, the installed transformer capacity is commonly oversized, with actual operating load rates typically at 40%–60%, far below the design expectation of 70%–85%, resulting in substantial wasted equipment capacity and stranded upfront investment. The main cause of the problem is that designers, in order to ensure safety margins, tend to accumulate using the upper limits of load density indicators, and their selection of demand factors and diversity factors tends to be conservative, causing calculation results to be amplified at each level. For example, in office building design, the lighting and socket load density is taken at the upper limit of 80–100 VA/m², and the air-conditioning load at the upper limit of 120–150 VA/m², whereas the actual load density in operation is typically between 60–80 and 80–100. At the level of codes and standards, JGJ 16-2008 Code for Electrical Design of Civil Buildings and GB 50052-2009 Code for Design of Power Supply and Distribution Systems provide principled provisions on load calculation methods, but do not give refined recommended values for different types of buildings. From an operational impact analysis, the problems caused by excessive installed transformer capacity include reduced efficiency at low load rates and higher fixed monthly expenditures due to basic electricity charges being levied by capacity. According to estimates, if the installed transformer capacity of a 100,000 m² commercial complex is reduced by 20%, approximately RMB 3–5 million can be saved in equipment procurement and installation costs, and approximately RMB 300,000–500,000 can be reduced in annual basic electricity charges. The core measure to solve this type of problem is to implement refined load calculation methods, perform level-by-level load calculations according to the actual equipment list, adopt the demand factor method for hierarchical aggregation and then the diversity factor method to determine the calculated load, and at the same time introduce BIM technology for load simulation analysis, using the load calculation modules of software such as Revit to verify the reasonableness of the calculation results. From the perspective of systems engineering in 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 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, achieving continuous improvement and excellence in project management performance. From the perspective of systems engineering in 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 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, achieving continuous improvement and excellence in project management performance. From the perspective of systems engineering in 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 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, achieving continuous improvement and excellence in project management performance. From the perspective of systems engineering in 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 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, achieving continuous improvement and excellence in project management performance. From the perspective of systems engineering in 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 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, achieving continuous improvement and excellence in project management performance. From the perspective of systems engineering in 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 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, achieving continuous improvement and excellence in project management performance. From the perspective of systems engineering in 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 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, achieving continuous improvement and excellence in project management performance. From the perspective of systems engineering in 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 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, achieving continuous improvement and excellence in project management performance. From the perspective of systems engineering in 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 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, achieving continuous improvement and excellence in project management performance.