The review cycle for hotel project completion documentation is excessively long, and delayed submissions from subcontractors have severely hindered the progress of completion filing.
The per-unit acceptance system for residential projects is a critical institutional arrangement for safeguarding residential delivery quality and reducing quality complaint disputes. In accordance with the requirements of the Regulations on the Quality Management of Construction Projects and the per-unit quality acceptance management provisions for residential projects in various provinces and cities, prior to completion acceptance, the developer shall organize the construction and supervision units to conduct unit-by-unit and room-by-room acceptance of the use functions and visual quality of each residential unit and its common areas, and form written acceptance records for archiving and future reference. However, in a large number of actual projects, per-unit acceptance has degenerated into a formality of going through the motions and signing false forms. First, the coverage rate of per-unit acceptance is severely insufficient: acceptance personnel do not genuinely inspect each unit and each room, but instead select a small number of sample units for acceptance and then sign the forms for all unit types in batches. Second, the acceptance content is incomplete: many projects only check visual items such as indoor wall flatness and floor tile laying quality, without substantive inspection of core quality indicators such as leakage, cracking, hollowing, and functional testing of water and electricity. Third, acceptance data is falsified: the use of nonexistent instrument and equipment numbers, entry of measurement data inconsistent with the site, and signing on behalf of others by non-professionals are common practices in the industry. Fourth, the closed-loop rectification of quality problems found in per-unit acceptance is inadequate, with some rectifications only involving superficial treatment. From the perspective of operational impact, the most direct consequence of inadequate per-unit acceptance is the concentrated outbreak of quality complaints after the delivery of commercial housing. According to statistics from the Ministry of Housing and Urban-Rural Development, about 60% of residential project quality complaints in 2023 were related to the failure to implement per-unit acceptance, mainly concentrated in problems such as door and window leakage, wall cracking, floor drain blockage, and incorrect wiring of distribution boxes. The concentrated outbreak of complaints not only causes the developer to bear huge repair and compensation costs, but also exposes it to administrative penalties such as integrity point deductions and suspension of pre-sale permits by the housing and urban-rural development authorities. At the cost level, the cost of unit-by-unit rectification during the per-unit acceptance stage is RMB 500-2,000 per unit, while the average cost of in-home repair after delivery is RMB 3,000-8,000. The core measures to solve such problems include implementing a per-unit acceptance image traceability system, requiring acceptance personnel to wear recorders or use mobile terminals to photograph the acceptance process of each unit and each room, with videos or photos corresponding one-to-one with acceptance forms and uploaded to the regulatory platform; establishing an owner open day system to organize owners to preview homes before formal completion acceptance; and introducing a third-party sampling inspection system, with a sampling ratio of no less than 10% of the total number of units, and any data falsification found shall result in re-acceptance of the entire building. 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 cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory 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 goals. 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 pursuing 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 cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory 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 goals. 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 pursuing 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 cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory 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 goals. 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 pursuing 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 cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory 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 goals. 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 pursuing 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 cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory 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 goals. 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 pursuing 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 cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory 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 goals. 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 pursuing 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 cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory 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 goals. 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 pursuing 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 cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory 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 goals. 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 pursuing 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 cultural development. At the institutional design level, clear responsibility boundaries and operating procedures must be established, translating regulatory 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 goals. 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 pursuing 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.