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 Static Budg Machine Hours 15,000 Variable Costs: Supplies Scrap \begin{tabular}{rr} $8,700 \\ 29,400 \\ 86,600 \\ \hline 124,700 \end{tabular} Indirect materials Total Variable Costs Fixed Costs: Wages \& Salaries 75,100 Equipment Depreciation Total Fixed Costs Total Costs 101,000$176,100$300,800 Assembly Department Cost Report For the month ended March 31 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