TQM has enjoyed great popularity in industries of all types since its development in the mid-1980s. However, in recent years, interest in TQM has declined. In contrast, Six-Sigma, especially in its form implemented by General Electric (GE-6σ), has become a popular management tool in the world. As a result, some researchers and practitioners assert that firms should implement Six-Sigma in preference to TQM. This paper analyses the contents and practices of TQM and Six-Sigma, and compares them against twelve dimensions. It is concluded that TQM cannot be replaced by Six-Sigma. However, TQM cannot obtain the radical results achieved by Six-Sigma. It is suggested that the implementation of Six-Sigma can make up for this deficiency in TQM. Although the manipulation and management practices of TQM and GE-6σ are somewhat different, there is congruence between their quality concepts, leadership, and culture. In addition, TQM and GE-6σ share the same goals of pursuing customer satisfaction and business profits, and the integration of TQM and GE-6σ should therefore have synergistic effects. The present paper utilises customer loyalty and business performance as the strategic goal of an integrated model of the two programmes. The proposed model discusses management principles, implementation practices, and cultural changes implied by integration. This integrated model is of significance for practitioners and academics alike.