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 Scrap Indirect materials Fixed costs: Wages and salaries Equipment depreciation Total cost Actual Planning Results 25,000 $ 7,200 22,400 Budget Variances 30,000 $ 7,800 $ 600 F 24,000 1,600 F 68,600 79,500 10,900 F 69,100 66,000 3,100 U 96,000 96,000 $263,300 $273,300 $10,000 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. 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 (1.e., zero va Input all amounts as positive values.) Westmont Corporation Assembly Department Flexible Budget Performance Report For the Month Ended March 31 Actual Revenue and Spending Results Variances Flexible Budget Activity Variances Planning Budget Machine-hours (q) 25,000 30,000 Supplies $ 7,200 $ 7,800 Scrap 22,400 24,000 Indirect materials 68,600 79,500 Wages and salaries 69,100 66,000 Equipment depreciation 96,000 96,000 Total $ 263,300 $ 273,300 < Required 2 Required 4 >