I need help answering G and filling in H, thank you, I will provide more screen shots if earlier information (a-f) if needed. Thank you

Vaughan Company had a fantastic sales 3rd Quarter! Management had wanted to wait until quarter end to do a post mortem of the annual results and do some investigations if necessary. Here is what actually happened: Total sales were $2,029,000 for 40,000 units. Management failed to be able to buy enough direct materials to produce the required units for ending inventory nor to keep the required direct materials on hand for ending inventory requirements due to a shortage of WHAM during the quarter. Total Production for 3rd quarter was 40,000 units. Vaughan uses LIFO inventory method. Regarding WHAM, Vaughan purchased and used 230,000 pounds at a total cost of $163,300. Vaughan used 56,400 DLH (direct labor hours) to make the 40,000 units at a total labor cost of $905,220. Actual Variable FOH was $73,100 and actual Fixed FOH was $32,200. Even though Production ended up being 40,000 units, the cash borrowings indicated by the static budget dictated that Vaughan borrow money ($2,000) on the last day of July and they did so. They also paid it back at the end of the September as budgeted. Selling and Administrative expenses totaled $579,000. $239,000 was variable and the rest was fixed. We have not covered S&A variances, but never the less, the difference between what actually occurred and what should have happened (the flexible budget) can still be illuminating. (a) Prepare a standard cost card for a widget. (b) Prepare an flexible budget performance report comparing actual production/ sales to a flexible budget of such sales/ costs (Like #2 on the top of page 842 in our text) (c) Prepare the direct material variances (price and efficiency/quantity) for each material (d) Prepare the direct labor variances (price/rate and efficiency) (e) Prepare the Variable (spending & efficiency) and Fixed FOH (budget/spending & volume) variances. (refer to the appendix for the factory overhead variances) Price Efficiency Total Variable FOH AH=56400 AR=1.8275 . SR=1.25 SH=43400 (AH*AR)-(AH*SR) (AH*SR)-(SH*SR) (56400*1.8275)-(56400*1.25) (56,400*1.8275)-(43400*1.25) 32571 F 48821 F Spending Efficiency Totals 32571 F 81392 F 48821 F Efficiency Spending Total Fixed FOH (AH*AR)-(SH*SR) (SH*SR)-(AH*SR) (56400*.805)-(43400*2) 45,402 F (43400*2)-(56400*2) 26,000 F Volume Budget/Spending 45,402 F 26,000 F Total=71,402 F . What should management be looking into for further investigation? Management should look into changing their goals because they went way over there goals in every category. It would help if they made it more challenging and they might save even more mor : Do you think they should have waited until the end of the year to analyze the differences between actual results and planned results? Why or why not? A B D F H L M N 0 P. Q R S T U 3 (56400*.805)-(43400*2) 45,402 F (43400*2)-(56400*2) 26,000 F 4. 5 7 Volume Budget/Spending 45,402 F 3 26,000 F Total=71,402 F f. What should management be looking into for further investigation? Management should look into changing their goals because they went way over there goals in every category. It would help if they made it more challenging and they might save even more money 1 2 3 2 g. Do you think they should have waited until the end of the year to analyze the differences between actual results and planned results? Why or why not? 5 6 7 3 e h. Is FOH over or underapplied? And by how much? Draw a T-account and show FOH. Does your answer match with the answers you calculated for Variable and Fixed FOH variances? 1 2 FOH 3 VFOH Spending VFOH Efficiency FFOH Spending FFOH Volume 4 5 5 Inserted for reference: 3 Vaughan Company had a fantastic sales 3rd Quarter! Management had wanted to wait until quarter end to do a post mortem of the annual results and do some investigations if necessary. Here is what actually happened: Total sales were $2,029,000 for 40,000 units. Management failed to be able to buy enough direct materials to produce the required units for ending inventory nor to keep the required direct materials on hand for ending inventory requirements due to a shortage of WHAM during the quarter. Total Production for 3rd quarter was 40,000 units. Vaughan uses LIFO inventory method. Regarding WHAM, Vaughan purchased and used 230,000 pounds at a total cost of $163,300. Vaughan used 56,400 DLH (direct labor hours) to make the 40,000 units at a total labor cost of $905,220. Actual Variable FOH was $73,100 and actual Fixed FOH was $32,200. Even though Production ended up being 40,000 units, the cash borrowings indicated by the static budget dictated that Vaughan borrow money ($2,000) on the last day of July and they did so. They also paid it back at the end of the September as budgeted. Selling and Administrative expenses totaled $579,000. $239,000 was variable and the rest was fixed. We have not covered S&A variances, but never the less, the difference between what actually occurred and what should have happened (the flexible budget) can still be illuminating. (a) Prepare a standard cost card for a widget. (b) Prepare an flexible budget performance report comparing actual production/ sales to a flexible budget of such sales/ costs (Like #2 on the top of page 842 in our text) (c) Prepare the direct material variances (price and efficiency/quantity) for each material (d) Prepare the direct labor variances (price/rate and efficiency) (e) Prepare the Variable (spending & efficiency) and Fixed FOH (budget/spending & volume) variances. (refer to the appendix for the factory overhead variances) Price Efficiency Total Variable FOH AH=56400 AR=1.8275 . SR=1.25 SH=43400 (AH*AR)-(AH*SR) (AH*SR)-(SH*SR) (56400*1.8275)-(56400*1.25) (56,400*1.8275)-(43400*1.25) 32571 F 48821 F Spending Efficiency Totals 32571 F 81392 F 48821 F Efficiency Spending Total Fixed FOH (AH*AR)-(SH*SR) (SH*SR)-(AH*SR) (56400*.805)-(43400*2) 45,402 F (43400*2)-(56400*2) 26,000 F Volume Budget/Spending 45,402 F 26,000 F Total=71,402 F . What should management be looking into for further investigation? Management should look into changing their goals because they went way over there goals in every category. It would help if they made it more challenging and they might save even more mor : Do you think they should have waited until the end of the year to analyze the differences between actual results and planned results? Why or why not? A B D F H L M N 0 P. Q R S T U 3 (56400*.805)-(43400*2) 45,402 F (43400*2)-(56400*2) 26,000 F 4. 5 7 Volume Budget/Spending 45,402 F 3 26,000 F Total=71,402 F f. What should management be looking into for further investigation? Management should look into changing their goals because they went way over there goals in every category. It would help if they made it more challenging and they might save even more money 1 2 3 2 g. Do you think they should have waited until the end of the year to analyze the differences between actual results and planned results? Why or why not? 5 6 7 3 e h. Is FOH over or underapplied? And by how much? Draw a T-account and show FOH. Does your answer match with the answers you calculated for Variable and Fixed FOH variances? 1 2 FOH 3 VFOH Spending VFOH Efficiency FFOH Spending FFOH Volume 4 5 5 Inserted for reference: 3