Blossom Creations sells window treatments (shades, blinds, and awnings) to both commercial and residential customers. The following information relates to its budgeted operations for the current year. Commercial $ 300,000 Residential $ 480,000 Revenues Direct material costs Direct labor costs Overhead costs Operating income (loss) $ 30.000 100,000 85,000 $ 50,000 300,000 149.400 215.000 $85.000 499.400 $(19.400 The controller, Peggy Kingman, is concerned about the residential product line. She cannot understand why this line is not more profitable given that the installations of window coverings are less complex for residential customers. In addition, the residential client base resides in close proximity to the company office, so travel costs are not as expensive on a per client visit for residential customers. As a result, she has decided to take a closer look at the overhead costs assigned to the two product lines to determine whether a more accurate product costing model can be developed. Here are the three activity cost pools and related information she developed Activity Cost Pools Scheduling and travel Setup time Supervision Estimated Overhead $ 92,400 66,000 76,000 Cost Drivers Hours of travel Number of setups Direct labor cost Estimated Use of Cost Drivers per Product Commercial Residential Scheduling and travel 900 hours 640 hours Setup time 350 setups 200 setups Compute the activity-based overhead rates for each of the three cost pools, and determine the overhead cost assigned to each product line. (Round overhead rates to 2 decimal places, eg. 0.25.) ABC Overhead Rates 60 Scheduling and travel per hour Setup time $ $ $ 120 per setup Supervision 19 per dollar Commercial Residential Tot rhead costs applied