The steel and concrete content of the structure exceeds the average level of similar projects in the region, resulting in higher structural costs.
Structural engineering cost accounts for the largest share of total building installation cost, typically 30%–40%, of which steel content and concrete content are the two most core indicators for measuring the economic efficiency of structural design. According to industry statistics, for building projects of the same type in the same region, the coefficient of variation of steel content can reach 15%–25%, and the gap between the minimum and maximum can reach 30%–50%. There are multiple reasons why structural design tends to be conservative. Designers have a biased understanding of safety factors, believing that safety first means adopting the upper limit value within the range permitted by the code. The simplification and assumptions of structural calculation models tend to be conservative, for example, slab reinforcement is calculated using the elastic method rather than the plastic method. Design institutes generally lack limit design awareness and accumulation of empirical data. From the perspective of codes and standards, GB 50009, GB 50010 and GB 50011 provide detailed technical provisions for the safety and durability requirements of structural design; the provisions of the codes themselves have already introduced the reliability design method and the partial factor system, and theoretically can achieve optimization of economic efficiency while ensuring safety. From the perspective of operational impact, excessively high structural steel content and concrete content not only increase the direct cost of building materials, but also increase the quantities of foundation works; the increase in structural self-weight amplifies the structural response under seismic action. From the perspective of cost data, for a high-rise residential project of 100,000 m², if the steel content is optimized from 60 kg/m² to 52 kg/m² and the concrete content is optimized from 0.45 m³/m² to 0.38 m³/m², approximately RMB 5–8 million in structural cost can be saved. The core measures to solve such problems include establishing a limit indicator system for structural design in the early stage of the project, introducing a third-party structural optimization consulting agency during the structural scheme design stage, and conducting a third-party structural review after the completion of construction drawing design and issuing an optimization recommendation report. 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-life-cycle 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 means 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 excellent performance 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-life-cycle 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 means 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 excellent performance 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-life-cycle 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 means 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 excellent performance 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-life-cycle 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 means 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 excellent performance 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-life-cycle 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 means 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 excellent performance 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-life-cycle 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 means 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 excellent performance 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-life-cycle 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 means 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 excellent performance 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-life-cycle 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 means 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 excellent performance 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-life-cycle 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 means 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 excellent performance in project management.