Identify the relevant total quality management (tqm) technique for each example or description in the following table. example/description 1.when a defense company needed to create quality software, they brought representatives from the quality assurance (qa) group in to work with software and systems engineers. the qa group found that peer reviews were the best way to catch software bugs, and they shared their knowledge with the head of software engineering. working together with the engineers, the qa group started a system of peer reviews and formal inspections, and together, the group decreased the number of problems in the software the company produced. a. quality partnering b. continuous improvement c. quality circle d. benchmarking2.wausau window and wall systems started this process with a commitment from the ceo that he and all other managers in the company would be trained in program fundamentals. using this problem-solving methodology, wausau relentlessly pursued higher quality and lower costs at its window trim plant. intensive analysis led to a redesigned workflow that improved productivity by 100%. a. benchmarking b. continuous improvement c. six sigma d. quality circle3. at the franklin steel products plant in franklin, kentucky, employees from the dana corporation’s perfect circle products unit manufacture as many as 3,500 different part numbers, primarily for automakers ford, general motors, and daimlerchrysler, as well as thousands of after-market products. despite the high-volume, high-mix environment, dana franklin has maintained a 99% on-time delivery rate to customers since 2001. the philosophy here is that with each unit produced, with each hour, with each day and each week, the plant gets just a little bit better. a. six sigma b. quality circle c. continuous improvement d. benchmarking4.which of the following factors is likely to have a negative impact on the success of a tqm program? check all that apply. a. tqm motivates employees and enriches jobs. b. middle managers fear that they will lose their authority. c.managers expect to see dramatic innovations as a result of tqm. d. employees are dissatisfied with working conditions.