One factor to consider is that producing wristwatches requires the effective coordination of several processes, from raw materials to final assembly. Over the last 20 years, manufacturers have increasingly focused on operational efficiency and quality assurance, especially amid the development of extensive global supply chains and rising consumer demand. Companies that started by manufacturing only components or parts often found themselves under pressure to bring different phases of production in-house to meet the consistency and reliability demanded by clients. This has influenced how mid-sized manufacturers approach organizational structure, staff training, and workflow standardization.
Billow Time Watch Co., Ltd. was founded in Shenzhen, China, in 2004 by Chen Fu Jun and Wang Jian as a small factory primarily engaged in inspecting unprocessed watch components. At its establishment, it had 23 workers and eight machines. The departments included polishing, drilling, quality assurance, and quality control, which undertook the production of simple accessories such as crowns, glass, back covers, and solid steel bands. Early operations focused on checking parts against customers’ specifications, which provided the foundation for integrating into full assembly at the company.
In 2006, the company began developing its technical know-how in watchmaking. In addition, the employees had practical experience conducting detailed inspections of parts, including raw cases and finished accessories, over weekends and holidays. This training and checking period established standardized processes for accuracy and uniformity inspections of the different parts. In 2009, the staff were able to conduct accurate inspections across all processing sections, an early step toward operational maturity and broader internal control.
By 2012, Billow Time Watch Co., Ltd. had achieved full-process supervision, enabling the company to monitor a watch through the entire assembly process from within. Employees were involved in every stage of watch production, from component inspection to final assembly. This transition reflected a general trend in manufacturing, in which control over the entire production process enabled companies to reduce their dependence on numerous suppliers and achieve greater predictability in fulfilling client orders. The ability to assemble complete watches also positioned the company to meet international quality standards.
In the subsequent years, internal processes further consolidated: in 2012-2016, the company formalized its assembly department by establishing systematic workflows for integrating components into finished watches. In addition, the engineering, quality assurance, and customer service departments have been aligned with the assembly operations, enabling seamless communication across production stages. This organizational structure mirrored best practices in mid-sized manufacturers looking to balance operational efficiency with adaptability to client-specific orders.
The company also diversified its product mix during that period. Besides the standard quartz watches, Billow Time Watch Co., Ltd. began producing mechanical and modified watches, and using such materials as stainless steel, titanium, Damascus steel, bronze, forged carbon fiber, and ceramic. This extension of materials and complexity required closer coordination between component handling and assembly teams, again increasing the value of in-house production capabilities. With the consolidation of the main assembly in-house, the company could adapt more quickly to client specifications and avoid outsourcing critical steps in the production of complete watches.
Operational maturity influenced the company’s relationship with international clients, too. Full assembly capability allowed Billow Time Watch Co., Ltd. to handle orders more comprehensively, ensuring that the necessary technical requirements were provided right on time. Customer service departments were integrated into the production oversight, therefore ensuring timely updates and clarification with the clients. This structure has facilitated long-term collaboration with overseas partners while demonstrating the capability to deliver finished products reliably and on time.
This growth into full assembly was matched by a measured, gradual increase in manpower and resources. In 2019, the company was registered as Billow Time Watch Co., Ltd. and introduced its PRYZM brand. Despite PRYZM being a direct-to-market product line, the operations of the company still revolved around OEM services. The assembly department now worked in tandem with CNC machining, R&D, and quality assurance teams to manage diverse orders, following the company’s established standards of operational oversight and client satisfaction.
The evidence from the industry is that companies that are able to assemble internally have a measurable efficiency and error reduction advantage. Such consolidation of production stages reduces variability and improves throughput, especially for mid-sized manufacturers operating in competitive global markets. Billow Time Watch Co., Ltd.’s move from component handling to full assembly echoes this broader trend in industry practices, with increased emphasis on operational control, workflow standardization, and integration of multiple departments in the handling of such complex orders.
In a nutshell, the development of Billow Time Watch Co., Ltd. has been a strategic process of moving from the simple inspection of components to complete in-house assembly. The evolution improved the operational maturity of the company, with more precise quality control, an integrated department workflow, and reliable management of orders from international clients. With the development of complete assembly capabilities, the company was not only strongly positioned in the supply chain but was also less dependent on other suppliers and able to maintain consistency through a more diversified range of products. In this way, the course of Billow Time Watch Co., Ltd. under the leadership of Chen Fu Jun and Wang Jian reflects how strategic development can change a modest component handling business into a full-service OEM manufacturer for global partners.
