Total Quality Management (TQM) and Lean Management are two of the most influential approaches used to improve organisational performance, quality, productivity and customer satisfaction. Although they developed from different traditions, the literature shows considerable overlap between the two approaches. TQM places emphasis on customer requirements, prevention of defects, employee involvement, leadership commitment and continuous improvement, while Lean Management concentrates on customer value, elimination of non-value-adding activities, smooth flow, pull-based operations and the systematic pursuit of perfection. This paper reviews selected literature on the development, principles, practices, benefits and implementation challenges of TQM and Lean Management. The review also examines the relationship between the two approaches and the conditions under which their integration can support operational excellence. Classic contributions by Deming, Juran, Crosby, Ishikawa, Ohno and Womack and Jones are considered alongside later empirical and review studies. The literature indicates that successful implementation depends less on isolated tools and more on leadership, organisational culture, employee capability, supplier involvement, process discipline and continuous improvement. Recent research further connects these approaches with Industry 4.0 and Quality 4.0, suggesting that digital technologies can strengthen data-driven improvement when the underlying management system is mature. The paper concludes that TQM and Lean should not be treated as competing philosophies; rather, they can be viewed as complementary approaches for building a quality-oriented and waste-conscious operating system.