The curtain wall engineering design did not consider modularization and standardization, resulting in persistently high material wastage rates.
Curtain wall engineering is the most important decorative component of a building's exterior façade, typically accounting for 15%–25% of total construction and installation cost in super high-rise buildings and public building projects. Material costs account for 65%–75% of curtain wall cost, among which the material loss rates of glass and aluminum panels significantly affect cost. However, material loss rates remain persistently high in a large number of curtain wall projects, with glass loss rates between 15% and 30% and aluminum panel loss rates between 10% and 20%, far exceeding theoretical loss rates. The root cause of high material loss lies in the insufficient modularization and standardization of curtain wall design schemes. In pursuing richness of architectural form, architects often design large quantities of non-standard dimensions and irregularly shaped panels, making it impossible to procure and cut glass and aluminum panels according to standard modules. Manifestations of non-standardization include inconsistent vertical division dimensions caused by floor height variations, non-standard angles and dimensions at corner locations, and opening sash size proportions deviating from standard glass sheet specifications. From the perspective of codes and standards, GB/T 21086 and JGJ 102 contain mandatory provisions on the physical performance and safety of curtain walls, but provide no economic guidance on modularized and standardized design. From the perspective of operational impact, the direct effect of high material loss rates is a significant increase in curtain wall engineering cost. Taking a 100,000 m² unitized glass curtain wall project as an example, if the loss rate is reduced from 15% to 8%, approximately RMB 3.5–5.5 million in material costs can be saved. Non-standard panels also bring maintenance disadvantages such as difficulty in procuring spare parts and components and greater difficulty in controlling installation precision. The core of solving such problems lies in introducing the curtain wall consultant team at the architectural schematic design stage, aligning the standard floor height of the building with the vertical division module of the curtain wall, aligning the horizontal division width of the curtain wall with the width module of standard glass sheets, reducing irregular processing, and normalizing the cross-sectional dimensions of decorative lines and shaped components as much as possible. 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 cultural development. 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 cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the quality defects and management chronic issues that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and performance 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 cultural development. 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 cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the quality defects and management chronic issues that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and performance 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 cultural development. 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 cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the quality defects and management chronic issues that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and performance 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 cultural development. 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 cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the quality defects and management chronic issues that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and performance 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 cultural development. 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 cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the quality defects and management chronic issues that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and performance 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 cultural development. 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 cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the quality defects and management chronic issues that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and performance 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 cultural development. 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 cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the quality defects and management chronic issues that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and performance 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 cultural development. 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 cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the quality defects and management chronic issues that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and performance 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 cultural development. 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 cultural development level, quality awareness and compliance awareness must be cultivated among all staff to foster an organizational atmosphere that pursues excellence. Only by organically integrating these four dimensions can the quality defects and management chronic issues that repeatedly occur in engineering construction be fundamentally resolved, achieving continuous improvement and performance excellence in project management.