An erroneous justification to implement a total quality management $($TQM$)$ program is that

TQM aims at instilling enthusiasm and commitment to doing things right from the top to the bottom of the organization.

TQM produces significant results very quickly, with very little benefit emerging after the first six months.

TQM doctrine preaches that there's no such thing as "good enough" and that everyone has a responsibility to participate in continuous improvement.

TQM$,$ if used effectively, can result in a corporate culture bent on continuously improving the performance of every task and every value chain activity.

TQM emphasizes continuous improvement in all phases of operations, $100$ percent accuracy in performing tasks, involvement and empowerment of employees at all levels, team$=$based work design, benchmarking, and total customer satisfaction.