Several years ago, Westmont Corporation developed a comprehensive budgeting system for planning and control purposes. While departmental supervisors have been happy with the system, the factory manager has expressed considerable dissatisfaction with the information being generated by the system.

A typical departmental cost report for a recent period follows:

Assembly Department Cost Report For the Month Ended March 31
	Actual Results		Planning Budget		Variances
Machine-hours		35,000		40,000
Variable costs:
Supplies	$	29,700	$	32,000	$	2,300	F
Scrap		19,500		20,000		500	F
Indirect materials		51,800		56,000		4,200	F
Fixed costs:
Wages and salaries		79,200		80,000		800	F
Equipment depreciation		60,000		60,000
Total cost	$	240,200	$	248,000	$	7,800	F

After receiving a copy of this cost report, the supervisor of the Assembly Department stated, These reports are super. It makes me feel really good to see how well things are going in my department. I cant understand why those people upstairs complain so much about the reports.

For the last several years, the companys marketing department has chronically failed to meet the sales goals expressed in the companys monthly budgets.

Required:

1.	The companys president is uneasy about the cost reports, what can be the reason? (You may select more than one answer. Single click the box with the question mark to produce a check mark for a correct answer and double click the box with the question mark to empty the box for a wrong answer.)

	Cost reports are ineffective since budgeted costs at one level of activity are compared to actual costs at another level of activity.
	Cost reports show whether fixed costs are controlled and do not show whether variable costs are controlled.
	Cost reports are effective since budgeted costs at one level of activity are compared to actual costs at another level of activity.
	Cost reports show whether fixed costs and variable costs are controlled.

2.

What kind of reports should be used to give better insight into how well departmental supervisors are controlling costs?

	Flexible budget performance reports must be used
	Fixed budget performance reports must be used

3.

Complete the new performance report for the quarter, based on Flexible Budget Performance approach. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance). Input all amounts as positive values.)

Westmont Corporation
Assembly Department
Flexible Budget Performance Report
For the Month Ended March 31
	Actual Results	Spending Variances			Flexible Budget	Activity Variances			Planning Budget
Machine-hours (q)	35,000						40,000
Supplies	$29,700						$32,000
Scrap	19,500						20,000
Indirect materials	51,800						56,000
Wages and salaries	79,200						80,000
Equipment depreciation	60,000						60,000
Total	$240,200			$0			$248,000