The building energy-efficiency design standards and construction acceptance specifications were not fully implemented, and the special acceptance for energy efficiency failed.
Building energy efficiency is a core element of energy conservation, emission reduction, and green building development. Under Article 35 of the Energy Conservation Law and the Regulations on Energy Conservation in Civil Buildings, civil buildings shall comply with the mandatory standards for building energy efficiency. Standards such as GB 50189 Design Standard for Energy Efficiency of Public Buildings and JGJ 26 set quantitative requirements for indicators including the thermal performance of building envelopes and the energy efficiency levels of heating and air-conditioning systems. From the design stage, the main problems include overly simplified energy-saving calculation models, construction details in energy-efficient design being copied directly from standard drawing sets without detailed design tailored to specific building construction nodes, and inconsistencies between the values of envelope heat transfer coefficients and actual material performance. From the construction stage, quality problems in building energy-efficient construction are mainly concentrated in insulation layer thickness failing to meet design requirements, insulation board bonding area and anchoring methods failing to comply with specification requirements, and inadequate insulation treatment at thermal bridge locations. From the perspective of operational impact, the direct consequence of inadequate implementation of energy-efficient design standards and construction specifications is that actual building energy consumption is far higher than design indicators. According to estimates, an external wall heat transfer coefficient increase of 0.2–0.3 W per square meter K caused by an insulation layer thickness shortfall of 10 mm will increase annual heating and air-conditioning operating costs by 8–15 yuan per square meter of building area. From the perspective of compliance risk, special acceptance of energy efficiency is one of the components of joint completion acceptance, and failure to meet energy efficiency standards will result in failure of the overall acceptance. From the maintenance perspective, later retrofit of energy-efficient facilities is extremely difficult, with retrofit costs approximately 5–8 times the energy-efficiency construction cost at the time of new construction. The core measures to solve such problems are to use professional energy consumption simulation software for hourly annual energy consumption simulation during the design stage, implement a sample-leading system for energy efficiency during the construction stage, and implement an incoming re-inspection system for insulation materials. From the perspective of systems engineering in engineering management, solving this problem requires coordinated advancement across 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 specification requirements 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 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 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 outstanding performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires coordinated advancement across 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 specification requirements 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 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 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 outstanding performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires coordinated advancement across 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 specification requirements 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 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 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 outstanding performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires coordinated advancement across 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 specification requirements 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 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 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 outstanding performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires coordinated advancement across 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 specification requirements 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 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 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 outstanding performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires coordinated advancement across 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 specification requirements 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 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 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 outstanding performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires coordinated advancement across 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 specification requirements 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 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 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 outstanding performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires coordinated advancement across 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 specification requirements 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 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 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 outstanding performance in project management. From the perspective of systems engineering in engineering management, solving this problem requires coordinated advancement across 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 specification requirements 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 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 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 outstanding performance in project management.