Using methods derived from other industrial sectors (such as line colour coding organisation), the production area is now organised into islands regrouping all the skills required to produce a watch or a movement. It took the architects, engineers and watchmakers months of consultation and reflection to work out the best possible allocation of the various zones. What was the most appropriate way of juxtaposing a watch exterior production hall the size of a football field with the antique watch restoration workshop or those dedicated to prototyping, decoration, movement assembly, casing up, etc.? As the production managers point out, “we don’t wish to produce everything, but rather to know everything in order to set the standards: quality is not something you control, it is produced”. A Cartier chronograph for example passes through 800 control points. In the Watchmaking Area, the air is continuously filtered and recycled to prevent the spread of dust particles that might settle on the tiniest parts of a watch or a movement. The smooth rate of calibres is verified using a high-speed camera (33,000 images/sec) that detects any potential malfunction. The casing-up kits are checked every evening. This obsession with quality and logistics has not only enabled Cartier to cut achieve a two-thirds reduction in stocks since 2005, but also to become one of the most creative brands in the demanding field of haute horlogerie.