"l think we goofed when we hired that new assistant controller," said Ruth Scarpino, president of Provost Industries. "Just look at this report that he prepared for last month for the Finishing Department. I can't understand it. Finishing Department costs: Work in process inventory, April 17,000 units; materials 28,380 100% complete ; conversion 60% complete Costs transferred in during the month from the preceding department, 148,000 units Materials cost added during the month Conversion costs incurred during the month Total departmental costs 212,970 0,100 222,420 $513,870 Pinishing Department costs assigned to Units completed and transferred to finished goods, 150,000 units at $3.42580 per unit 513,870 Work in process inventory, April 30, 15,000 units; materials 0\ complete; conversion 40% complete $513, 870 Total departmental costs assigned Consists of cost transferred in, $9,780; materials cost, $3,900; and conversion cost, $14,700 He's struggling to learn our system," replied Frank Harrop, the operations manager. The problem is that he's been away from process costing for a long time, and it's coming back slowly. It's not just the format of his report that I'm concerned about. Look at that $3.426 unit cost that he's come up with for April. Doesn't that seem high to you?" said Ms. Scarpino. "Yes, it does seem high; but on the otherhand, I know we had an increase in materials prices during April, and that may be the explanation," replied Mr. Harrop. "T'll get someone else to redo this report and then we can see what's going on Provost Industries manufactures a ceramic product that goes through two processing departments-Molding and Finishing. The company uses the weighted-average method in its process costing