Bramble 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				Residential
Revenues				$322,500				$537,500
Direct materials costs		$35,000				$50,000
Direct labor costs		120,000				280,000
Overhead costs		87,500		242,500		232,500		562,500
Operating income (loss)				$80,000				$(25,000)

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		Estimated Overhead				Cost Drivers
Scheduling and travel			$87,500			Hours of travel
Setup time			112,500			Number of setups
Supervision			120,000			Direct labor cost

Estimated Use of Cost Drivers per Product
		Commercial				Residential
Scheduling and travel			750				500
Setup time			500				250

(a1)

Compute the activity-based overhead rates for each of the three cost pools. (Round overhead rate for supervision to 2 decimal places, e.g. 0.38.)

		Overhead Rates
Scheduling and travel		$	per hour
Setup time		$	per setup
Supervision		$	per dollar