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 report for the company's Assembly Department for the month of March follows: Assembly Department Cost Report For the Month Ended March 31 Machine-hours Variable costs: Supplies Indirect materials Fixed costs: Actual Results 15,000 $ 10,200 36.400 Planning Budget Variances $ 10,800 39,000 20,000 $ 600 F 2,600 P 104,600 124,500 19,900 F 81,100 106,000 76,000 106,000 5,100 U Wages and salaries Equipment depreciation Total cost $ 338,300 $ 356,300 $ 18,000 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 can't understand why those people upstairs complain so much about the reports." For the last several years, the company's marketing department has chronically failed to meet the sales goals expressed in the company's monthly budgets. Required: Complete the new performance report for the quarter, based on Flexible Budget Performance approach. (Do not round your intermediate calculations. 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 Machine-hours (q) 15,000 Supplies $ 10,200 Scrap 36,400 Indirect materials 104,600 Wages and salaries 81,100 Equipment depreciation Total 106,000 $ 338,300 None U Planning Budget 20.000 $ 10,800 39,000 124,500 76,000 106,000 $ 356,300