Lexi Belcher picked up the monthly report that Irvin Santamaria left on her desk.

She smiled as her eyes went straight to the bottom line of the report and saw the favorable variance for operating income, confirming her decision to push the workers to get those last 250 cases off the production line before the end of the month.

But as she glanced over the rest of numbers, Lexi couldn't help but wonder if there were errors in some of the line items. She was puzzled how most of the operating expenses could be higher than the budget since she had worked hard to manage the production line to improve efficiency and reduce costs. Yet the report, shown below, showed a different story.

Lexi picked up the phone and called Irvin. "Irvin, I don't get it. We beat the budgeted operating income for the month, but look at all the unfavorable variances on the operating costs. Can you help me understand what's going on?" "Let me look into it and I'll get back to you," Irvin replied.
Irvin gathered the following additional information about the month's performance.
• Direct materials purchased: 102,000 pounds at a total of $561,000
• Direct materials used: 102,000 pounds
• Direct labor hours worked: 26,500 at a total cost of $267,650
• Machine hours used: 40,950 Irvin also found the standard cost card for a case of product.

Required
a. Calculate the direct materials price variance for the month.
b. Calculate the direct materials quantity variance for the month.
c. Calculate the direct labor rate variance for the month.
d. Calculate the direct labor efficiency variance for the month.
e. Calculate the variable overhead spending variance for the month.
f. Calculate the variable overhead efficiency variance for the month.
g. Calculate the fixed overhead spending variance for the month.
h. Prepare a performance report that will assist Lexi in evaluating her efforts to control production costs.
i. Based on your review of the performance report you prepared, do you think Lexi did a good job of controlling production expenses during the month? Why or whynot?

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Actual Budget Variance Cases produced and sold Sales revenue Less variable expenses 250 F $1,947,500 $1,870,000 $77,500F 10,250 10,000 561,000 267,650 Variable manufacturing overhad 285,012 93,130 41,740 1,248,532 698,968 550,000 260,000 280,000 90,000 40,000 1,220,000 650,000 Direct material Direct labor 11,000 U 7,650 U 5,012 U 3,130 U 1,740 U 28,532 U 48,968 F Variable selling expenses Variable administrative expenses Total variable expenses Contribution margin Less fixed expenses Fixed manufacturing overhead Fixed selling expenses Fixed administrative expenses 111,000 69,500 129,800 310,300 110,000 70,000 130,000 310,000 1,000 U (500 F) (200 F Total fixed expenses 300 U S 388,668 340,000 $48,668 F Operating income Standard Price Standard Quantity Standard Cost S 55 26 Direct materials Direct labor Variable overhead Fixed overhead Total standard cost per case $5.50 per pound $10.00 per DLH $7.00 per MH $2.75 per MH 10 pounds 2.6 DLH 4 MH 4 MH 28 $120