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 Budget
Machine Hours	15,000	20,000
Variable Costs:
Supplies	$ 8,700	$ 9,300
Scrap	29,400	31,500
Indirect materials	86,600	86,600
Total Variable Costs	124,700	127,400
Fixed Costs:
Wages & Salaries	75,100	71,000
Equipment Depreciation	101,000	101,000
Total Fixed Costs	176,100	172,000
Total Costs	$ 300,800	$ 299,400

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.